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Regardless scale or years of experience, it takes a lot of imagination to picture how Scrum can be implemented properly. Over and over I observe how such imagination can set an organisation apart.
Any organisation can be re.imagined, re.vers.ified, to exploit its intrinsic potential to innovate. Organisations re.imagine their Scrum to converge their product delivery into a Scrum Studio. Over time divisions dissipate into a structure of product hubs interconnected through purpose and distributed leadership. Creativity and innovation emerge. People, teams and the organisation prosper.
I consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. I introduce how the deliberate emergence of a Scrum Studio is the current way forward to re.vers.ify.
-verb: To turn (a text) into verse again; to rework (a piece of verse) into a different form.
When working with people and organisations, I continually revert to the simplest and most core basics of Scrum, regardless how Scrum has, or has not, been adopted, or the scale of operations. I highlight their purpose and how they serve business agility. I find that it draws on people’s imagination immensely but it also excites people greatly. Over and over I observe how imagination can set an organisation apart. Imagination often distinguishes innovative from lagging organisations. I believe that any organisation can be re.imagined, re.vers.ified, to exploit its intrinsic potential to innovate. Scrum, with is many adaptations possible, provides a safety net. Scrum creates room for action and discovery. I help organisations re.imagine their Scrum to converge their product delivery into a Scrum Studio. Over time divisions dissipate into a structure of product hubs interconnected through purpose and distributed leadership. Creativity and innovation emerge. People, teams and the organisation prosper. I consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. I introduce how the deliberate emergence of a Scrum Studio is the current way forward to re.vers.ify.
The Big Fat emperor. Because your organisation is just... Big? A 1000 paper cuts. Because other organisation are faster? One cut won’t hurt you much. But you can die from a 1000 cuts. The emperor’s breakfast. Because other organisations are just... Big? The Snake biting its own tail: self-destruct. Because you like endless series of restructurings? Because you like re-doing your org chart? On a weekly basis?
Re-connecting the work force, customers, managers, leaders, inventors, innovators, daily business
From “Scrum - A Pocket Guide”: Agility can’t be planned; Agility can’t be dictated; Agility has no end-state.
Read more at https://guntherverheyen.com/2016/12/05/agility-actually/
The scope of Scrum is a product. Scrum requires good delivery practices, tools and environments, covering development, testing and deployment to be performed by the Development Team. Scrum requires a product owner, preferably to be provided by the business side of the organisation. One Product Owner can do it all, when business skills are added to the Development Team.
Scrum requires a Scrum Master to be fostering en educating the team(s) and its environment.
Scrum requires product ownership, which is to be provided by the business side of the organisation.
Gunther Verheyen (email@example.com) is a longtime Scrum practitioner. After a career as a consultant, in 2013 he started shepherding the Professional series of Scrum.org, while also leading its European operations. Gunther left Scrum.org in 2016 to further his path as an independent Scrum caretaker.
Gunther ventured into IT and software development after graduating in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of using Scrum in diverse circumstances. As from 2010 Gunther became the inspiring force behind some large-scale enterprise transformations.
Gunther left consulting in 2013 to partner with Ken Schwaber, Scrum co-creator, at Scrum.org. He is Professional Scrum Trainer, shepherded the ‘Professional Scrum’ series, worked with Scrum.org’s global network of Professional Scrum Trainers, and is co-creator to Agility Path and the Nexus framework for Scaled Professional Scrum. Gunther left Scrum.org in 2016 to continue his journey of Scrum as an independent Scrum caretaker.
In 2013 Gunther published the acclaimed book “Scrum – A Pocket Guide (a smart travel companion)”. Ken Schwaber recommends his book as ‘the best description of Scrum currently available’ and ‘an extraordinarily competent book’. In 2016 the Dutch translation of his book was published as “Scrum Wegwijzer (Een kompas voor de bewuste reiziger)”.
When not travelling for Scrum and professionalism, Gunther lives and works in Antwerp (Belgium).
You will know how to contact him for a potentially fruitful collaboration. Contact Gunther at Gunther.firstname.lastname@example.org. Find Gunther on LinkedIn at https://www.linkedin.com/in/ullizee, on Twitter as https://twitter.com/ullizee or read more of his musings on Scrum on his blog, https://guntherverheyen.com/tag/scrum/.
More? About: https://guntherverheyen.com/about/ Testimonials: https://guntherverheyen.com/testimonials/ Meet Gunther at an event: https://guntherverheyen.com/events/ Join Gunther in a class: https://guntherverheyen.com/courses/
2016-12-23 Co-learning Webinar - re-vers-ify
by Gunther Verheyen
Scrum. Connector, writer, speaker,
re.imagining your organisation
23 December 2016
“The future state of Scrum will no
longer be called ‘Scrum’. What we
now call Scrum will have become
the norm, and organizations have
re-invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
3Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
A brief history of organisational design (the growth trap)
The cohesive SME1 model (Small & Medium
Entrepreneurship) was turned into a loose
collection of Subject Matter Experts (SME2).
4Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
The result? The “Big Bang” syndrome.
THE MEDUSA EFFECT
Do NOT touch that system!
5Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
Common models to survive the future
Big Fat Emperor
A 1000 Paper Cuts
The Emperor’s Breakfast
The Snake Within
We used to be organised for results.
We then re-organised for functions.
There is a way out.
7Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
An act of
For companies wanting to:
• Converge all things Agile
• Uplift their Scrum
• Innovate again
What if you would plan for the positive?
re.imagining your organisation
(by growing a Scrum Studio)
8Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
• Agility is the organizational state of constant flux, evolution,
innovation, improvement and re-invention.
• Agility reflects an enterprise’s capability to respond to
challenges, to explore and change direction, to take
advantage of opportunities; to be quick and nimble.
• Agility is why organisations adopt Scrum.
Agility is the goal
(Gunther Verheyen, Agility, actually, 2016)
9Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
Common challenges with Scrum
10Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
• Select a meaningful project/product/service
• For the selected project/product/service:
– Let one Product Backlog be your plan
– Reset accountabilities:
• Product Owner
• Scrum Master
• Development Team(s)
– Get tools, infrastructure and a (team) space
• Create release candidates every 1-4 weeks
Re.imagine your Scrum
11Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
Growing a Scrum Studio (1): add products
12Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
Growing a Scrum Studio (2): expand ‘product’
15Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
• Long-term detailed plans
• Assign and control work
• Maximize capacity
• Keep all on schedule
• Meeting and report driven
• Step in to fix all problems
• Provide external motivators
• Purpose, goals, vision
• Foster the environment
• Remove Impediments
• Attend Sprint Reviews
• Share incremental feedback
• Manage for value
• Autonomy, mastery,
A shift will happen
‘Management’ is not a collection of
people exerting hierarchical
It is an emergent, networked
structure of co-managers.
Source: Gunther Verheyen, “Scrum Master, A Manager”
17Gunther Verheyen – Ullizee-Inc, 2016 - @Ullizee
Independent Scrum caretaker
• eXtreme Programming and Scrum since 2003
• Professional Scrum Trainer
• Shepherded Professional Scrum at Scrum.org
• Co-developed Agility Path, Nexus and the
Scaled Professional Scrum framework at
• Author of “Scrum – A Pocket Guide” and