1.
the future of agile
Organisations
the SAP case
1

2.
2
who am I?

3.
SAP?
3
1

4.
4

5.
SAP &
Agile?
5
2

6.
6

7.
round #1
7
3

8.
8

9.
first ideas
9

10.
10
End-to-end process • design and refine the process aligned with Release Roadmap
Collaboration
• enhance Product Owner’s vision with Process Owners/Users
• define Personae and create specific User stories and Themes
• work as a team member of a cross-functional team
Knowledge • Interact with the Business Process community of practice (aka Chapter) to share,
learn and improve standards
Build • set up the standard process as a hypothesis
Measure • set up a Definition-of-Done (DoD) for the E2E process
• collect customer’s/user’s improvement (Sprint Review) and update
• run User Testing workshops to test the hypothesis
• Improve the measures
Visible metrics • Set metrics and capture mechanisms for both Customer and Delivery Teams
• Display metrics so that all the teams share the same wall
• Make it highly visible in the Communication Tool (Jira, Confluence)
Communication &
collaboration
• Use intra-team, web-based collaboration (Jira, Confluence)
Scrum Team Rooms • Secure Scrum Team Rooms for each team; one room per Work stream
• Group Work Stream Rooms in a common location/building
• Use significant wall-space for creative boards and facilitate display of visible
metrics
• Install conference phones, video conference, whiteboards
Customer Lab • Recruit and schedule customers for regular testing
• Use trained facilitators to conduct interviews (Training or Scrum Masters)
• Set up a customer lab with recording equipment
A. PRACTICES
B. PROCESSES
C. TOOLS
D. INFRASTRUCTURE
a
“consulting”
approach

11.
11
Satisfy customer
through early &
continuous
delivery
Agile processes
harness change
Deliver working
software
frequently.
Business people
and developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversation
Working
software is the
primary
measure of
progress
Sponsors,
developers, and
users should be
able to maintain
a constant pace
Continuous
attention to
technical
excellence and
good design
Simplicity--the art of
maximising the
amount of work not
done--is essential.
Self-
organizing
teams
At regular
intervals, the
team reflects how
to become more
effective
manifesto

12.
12
what means scrum?
READY DONE
using scrum

13.
13
composition of a scrum team
Build the right
thing
Build the
thing right
Build it fast
PROCESS OWNER
DEVELOPER
TESTER
DEL IVERY MANAGER
PRODUCT
OW NER
SCRUM
MASTER
DEV TEAM

14.
14
1 E2e
process
more E2e
processes
more E2e
processes
more E2e
processes
more E2e
processes
component
component
component
component
component
component
component
component
component
component
component
component
component
component
component
sprint
release
<sprint>
<release>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<release> <release> <release> <release>
time
productbacklog
Like for
product
increments,
processes have
to be delivered
incrementally!
E2E Strat.
product roadmap and development strategy

15.
15
build
measure learn
working
software
the end-to-end
(E2E) process is the
outcome and not
the input of a
development
process

16.
16
minimal Toolbox to get the
job done
BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD

17.
agile deployment
strategy
17

18.
18
improve
demand
deliver
improve
capacity
improve
capability
improve
the whole
1
2
4
3 5
6
restart

19.
changing the
org
19
4

20.
20

21.
21
plan AA

22.
22
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .

23.
23

24.
24
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
so so
so so
so so
what?

25.
25
Satisfy customer
through early &
continuous
delivery
Agile
processes
harness
change
Deliver
working
software
frequently.
Business
people and
developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversatio
n
Working
software is
the
primary
measure of
progress
Sponsors,
developers,
and users
should be
able to
maintain a
constant pace
Continuous
attention to
technical
excellence
and good
design
Simplicity--the
art of
maximizing the
amount of work
not done--is
essential.
Self-
organizin
g teams
At regular
intervals, the
team reflects
how to become
more effective

26.
26
Bplan B

27.
27

28.
28
contract
blue print validates contract.
expectations: no change. reality:
loosing customer’s engagement
in the hurry
development
poortesting
EXPECTEDDELIVERYDATE
WIN/WIN W E WIN / T HEY L OO SE WE WINS / THEY LOOSE LOOSE/
LOOSE
LOOSE/
LOOSE
Tada!VALUE/EFFICIENCY CURVE

29.
29
C U S T O M D E V E L O P M E N T B A S E D O N C U S T O M E R ’ S
E N G A G E M E N T & C O N T I N U O U S LY I N S P E C T & A D A P T
C Y C L E S
contract
rapid delivery
of standard &
continuous
delivery (test
automation) as
blueprint!
JUSTINTIME,JUSTENOUGH
WIN/WIN CUSTOMER IS ENGAGED: EACH SPRINT
DELIVERS , A TESTABLE INCREMENT.
CUSTOMER DELIVERS C ONSTRUCTIVE
FEEDBACK EACH CYCLE
WIN/WIN
yeah!
VALUE/EFFICIENCY CURVE
W IN/ W IN CUSTO MER DEL IGHT
this is only feasible with strong sap business engagement within the development!

30.
30
Cplan C

31.
31
Dplan D

32.
32
Eplan E

33.
33

34.
keys for agile
Organisations
34
5

35.
35
AO

36.
before changing, we
need to understand
how it works
36

37.
37
structure organisation
Boss
orders
assumption is made
that a single person
has the whole
knowledge
subordinates
execute orders,
managers are
planing and
executing
Leaders
assumption is made that leaders
gives a direction and participants
are focusing to deliver as much
value possible to the organization

38.
The situation
38
structure:
focus on
career within
the company:
individual value
organisation: focus on
business value,
customer value
a lot of
decoupled
individual
initiatives
a few high
valuable and
value bringing
initiatives
management
driven
customer driven

39.
39
Self directed Teams (Agile) Traditional Organization
customer-driven management driven
multi-skilled workforce workforce of isolated specialists
few job descriptions Many Job Descriptions
Information widely shared Information limited
Few levels of management Many levels of Management
Whole-business focus Function/department focus
Shared goals Segregated goals
Seemingly chaotic Seemingly organized
Purpose achievement emphasis Problem-solving emphasis
High worker commitment High Management commitment
Continuous improvements Incremental improvements
Self-controlled Management-controlled
Values/principles based Policy/procedure based
organisation structure
Our challenge is to switch the organisation from traditional to self directed
AO

40.
agile org model
40
6

41.
41

42.
42
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1

43.
43
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
orderedrobust
system
disorderedresponsivesystem

44.
Step 2
44
Corporate
organisation plays the game
of agile
+
+
-
-
• mostly business-as-
usual work
• admin work
• everything to control
the variability in that
system
• support as commodity
• projects
• programs
• development
• research
• agile support
Managers
Leaders
reduce waste
less managers

45.
step 3
45
structure as safe-to-fail boundary
organisation plays the game
of agile
Step 3
light
structure
protecting the
organization from
turbulences allowing
a safe-to-fail
environment
• Company is working
like a venture capital
managing a portfolio
of ventures
• Product Owners of the
organisation are
behaving like
intrapreneurs
• Projects or Programs
are Profit Centres
• Core structure activity
is funding, portfolio
management and
commodity
management.

46.
structure as safe-to-fail boundary
step 4
46
organisation plays the game of agile
Step 4just enough flat
structure
• Maturity level is as its
highest level
• 100% empowered and
engaged people
working from
anywhere
• ROWE working model
• Working model is
similar as Open Space
Tech

47.
where do we see
actual agile
frameworks?
47
7

48.
48

49.
49
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
• most of management
activities are
automatized
maintains structural status quo against paradigm shift
old
paradigm
new
paradigm
Enterprise Scrum V1
Nexus

50.
50
Corporate
structure
organisation plays the
game of agile
+
+
-
-
this is about doing more from the bad things. “Organization” means creating wealth for the
company and not for the purpose of a functional silo. All activities are cross-functional and
teams are mixed from people of all necessary areas to transform demand into value.
old
paradigm
new
paradigm
finance
marketing
sales
i t
support

51.
agile organization
challenge if you
are global
51
8

52.
52

53.
53
1 2 3
4
56
Main locations

54.
54
main location and
subsidiaries
new system
all
org
improvements
are feeding the
new

55.
55
• For large organization the challenge is to think that this model is not a
transposable pattern.
• Organizational development is continuous. Like when the behaviour of
a single team changes when a new mate is arriving, the whole
organization will change when people are joining, people are leaving
or when the company is merging with another one.
• The Agile Org Model is only helping you to understand how your
“system” is behaving and where you have to take action.

56.
conclusion
56
9

57.
paradigm shiftOLD NEW
AO
57
agile VC
D ISCOVERY
AWA K EN RUBIC ON
+ STRUCTURE + ORGANIZATION
agile as
entertainment
agile as
methodology
agile as mindset
agile as
organisation
WWW.AGILESQR.COM
AO - transformation paths

58.
www.agilesqr.com
58
Sydney,
March
1st 2019

59.
59
agile²
agile² GmbH - Heidelberg (Germany) - www.agilesqr.com
http://yunikon.academy
yunikon
academy
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