RSA Conference Exhibitor List 2024 - Exhibitors Data
Management 3.0 applied at lean experience
1. Management 3.0 - Applied
“Give me a place to stand and with a lever I will move the whole world.”
- Archimedes of Syracuse (287 BC – c. 212 BC)
Johan Oskarsson – The agile leader
2. Agile transformation and adaptation (Martie’s Grow Structure view)
Change Learning’s &
program thoughts
Organization
reengineering
Study/findings
Delaval
Software
Program
Vision
3. …offers complete solutions for milk
production and animal husbandry
…empowers the dairy farmer with improved
control over milk production
…caters to customers worldwide with herd
sizes ranging from 1 to 50 000
Internal
3
11. Study the system
Study/findings
“If you do not know how to ask the right question, you discover nothing”
– W. Edwards Deming
12. Study the system
Objective:
Software development at D&E
D&E
BA Capital Gods
Delaval International
System within system
13. Learning’s - Limits to grow
“The quality and huge “The project models
technical debt backlog had was not suited for
“The energy level in to be handled” software development”
development could
be enhanced”
Good quality
products
“Projects was handled
Reinforcing Frequent Balancing without full insight to
feedback Deliveries feedback interdependencies ”
“The insight in planning
and visions could be “Customer felt a growing
improved” frustration because of to few
deliveries”
14. Learning’s - Limits to grow
“Low energy “Low quality with huge “Stiff low value linear “Low visibility
environment” technical debt backlog” project models” and blind
decision making
“No learning with long
organization” Visibility/ cadence”
Creative Project models/ Informed
environment processes decision
Personal Good
mastery making
quality
products
“Projects planned
Planning without concern to
Deliveries interdependencies ”
“Unmotivated Motivated
people” people
Sales
Reinforcing feedback Balancing feedback
Project
Business size
Empowered
Shared proposals Customer
teams Budget
goals demands
“Large projects
which spans
“Stiff hierarchy “Low insight in “Budget process “Growing
frustration over years”
with centralized management, which promotes
power” planning and command & because of lack
visions” control” of deliveries”
The system had ended up in a too ordered state where very few products
were delivered
15. Overall vision ( A sense of urgency was already in place)
Vision
“The only thing worse than being blind is having sight but no vision”
– Helen Keller
16. Overall vision - Empowerment
I’m change leader and software
development manager, I need power to act
21. Overall vision – Leader characteristics
Development Director
“my leader”
Head of Testing Head of PMO
Me
22. Overall vision – Leader characteristics
Value and flow design of system
Motivate intrinsic desires
Integrate decision making with work
Adaptive & exploratory change attitude
Measurement related to purpose
Learning attitude
“What matters!” attitude to customers
Act on the system management
Cooperative attitude towards suppliers
Open and honest
23. Overall vision - Agile Organization Characteristics
Ordered Traditional Complex Agile
Bureaucratic, top-down, multilevel hierarchy, policies and procedures that create Perspective & Nonbureaucratic, outside-in, system view, few level hierarchy, policies and procedures
many complicated internal interdependencies Structure that produce the minimal internal interdependencies needed to serve customers
Functional, activities and order Design & System Demand, value and flow
Separated from work Decision making Integrated with work
Output, targets, standards, related to budget, few performance information Measurement Capability, variation, related to purpose, many performance information systems,
systems distributed to executives only providing data on customers especially, distributed widely
Contractual Attitude to customers What matters
Contractual Attitude to suppliers Cooperative, emergent
Expectation that management will manage lower-level, people and budgets, Role of Expectation that management empower lower-level to manage, act on the system,
training to managers only Management training to many people
Control, specifications Ideal Learning, people-people collaboration
Reactive, projects Change Adaptive & exploratory, iterative
Extrinsic, closed bonus system, reached targets Motivation Intrinsic, open bonus system, the goal is its own reward
Inward focused, centralized, slow decisions making, political, risk adverse Culture Externally focused, empowering, quick decisions making, open and honest, risk
tolerant
24. Overall vision – Agile system big picture for frequent deliveries of
quality products
Por%olio
council
Product
visions
Business
Epic
Por$olio
manager
Por-olio
vision
Product
manager
&
Council
Facilitator
Architectural
Epic
BUSINESS
/D&E
Por-olio
backlog
Architecture
runway
MANAGER
Product
manager
Product
manager
Product
manager
Product
council
Release
Features
Release
Program
manager
backlog
Project
managers
Team
C
System
architect
PROJECT
/D&E
MANAGER
Configura:on
manager
Team
B
Release
manager
Quality
Assurer
Team
A
Incremental
Team
A
Team
B
Team
C
Team
backlog
Product
Owner
Product
Owner
Product
Owner
Stories
&
Tasks
Agile
Master
Agile
Master
Agile
Master
SOFTWARE
/
Architect
Architect
HARDWARE
/TEST
Testers
Testers
Testers
Architect
MANAGER
Developers
Developers
Developers
Sprint
backlogs
Memo
Memo
Memo
IteraBve
Scaling agile D. Leffingwell
25. Change program
Change
program
“If you don’t like something, change it. If you can’t change it, change your
attitude”
– Maya Angelou
26. Change program – “The social architecture”
Study the system Why Benefits
realizations
Consolidate
New paradigm
Conceptualize
Return on
investment
Initiation & Setup
Procedures &
System design How What guidelines
Test of concept
Flawless system
Training &
Instructions
preparation
Deployment
Coordinate
27. Change program – Guiding Coalition
Management team
Change team
Management X X X
X X
X
X
Informal leaders
X
X
X
Leadership
28. Change program
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy
Back-end
support
29. Change program
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
30. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
31. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support Interactions
32. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
Interactions
33. Organizational reengineering
Organization
reengineering
“I think the players win the championship, and the organization has got something to
do with it, don’t get me wrong. But don’t try put the organization above the players”
– Michael Jordan
35. Different organizational structure – Informal Structure
• Social networks/structure
• The social network is always there like it or not,
can be good, can be bad, very powerful
• The social network influences the organization
• Usually ignored
37. Different organizational structure – Value Creation Structure
• Flow based structure
• Any organization have it, but it is only through this structure that
performance, value and market success can be created
• Most organization structures are not build this way
• Can together with Systems Theory be mapped as network of
Value Units (cells), interrelated by value flow, pay,
communication, etc
• Each value unit either creates value for other network units or for
the outside market
• Value creation structure and flows are in many organizations
being crippled by other types of structures
Value Unit (Cell)
39. Different organizational structure – Formal Structure
• Produce compliance, but never value
• From Scientific Management
Top-down power
• A common fallacy among managers is that distribution
work(value) is done through the formal
structure
• The formal hierarchy is not a demand from
customer, but usually a (wasteful) internal
centralization of power
41. Different organizational structure – Distribution of structures
• Processes
All organizations have it (more or less…) • Planning
• Centralized coordination
• Side effect of the social interactions • Hierarchy
• Coffee breaks • Top-down decision making
• Friends • Micro managing
• Generation of value • BUDGET!
• Political rule breaking
• Real performance
• Hidden agenda
• Learning
• Information seeking
• Dialogues
• Autonomy
• Prototyping
• Collaboration
• Customer demand focus
50%
30%
20%
44. Different organizational structure – Distribution of structures
Organizational transformation, what is that?
I call it part of management!
70%
20%
10%
45. Organizational reengineering – New organization
PC
Software Software
Engineering Engineering Value unit
Emb
Merge of two departments Included system specialist (product
• 40 people included consultants owners) and system tester into a value
• Off-shore in India unit
• Multi-site development I Poland • +5 system testers
• +8 product owners
46. Organizational reengineering – New teams formation
T
X-functional T-shaped teams
Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Effective
47. New teams formation workshops
• Belbin theory as a theme to shift focus
from daily work and to learn how to build
teams
• Workshop 1: Train Scrum Masters and NYAC Kompetens AB E-Interplace
Master Programmer Architects in Belbin
PROFILGENOMSNITT FÖR GRUPP
theory and to crate a guiding coalition
• Workshop 2: Pair Scrum Masters and
Master Programmer Architects Observera att den här rapporten bygger på den kompletta profilen.
• Workshop 3: Train and inform all others
in Belbin and how to create new teams
• Workshop 4: Team creation, exercises, 100
self-selection, specialization, team values, 80
members, Belbin reports 60
• Workshop 5: Follow up and minor 40
changes (3 changes) 20
0
ME SP IMP CF TW CO PL SH RI
48. Result
Virtual product
owner Scrum Master
Platform
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
Team Team
Program
Team
India
Milking Team
Team
Feeding
Team
49. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Milking Team Solution Analyst
Team
Feeding Test leader
Team
50. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Business Manager
Milking Team Solution Analyst
Team
Feeding Test leader
Team
Portfolio Manager
51. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Business Manager
Milking Team Solution Analyst
Team
Feeding Test leader
Team
Line Managers
Portfolio Manager
52. Organizational reengineering – Widen job titles
T
Widen job titles
X-functional T-shaped teams
Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
53. Widen job titles (wider responsibility)
All team members are now software engineers!
Programmers have to do more:
• Test more
• Install at farms
• Requirement analysis
Testers:
• Do different types of test
• Get involved in requirement analysis
• Get involved in design
• Get involved in planning
Requirement people:
• Test more
• Always available
54. Organizational reengineering – Communities of practice
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
55. Result – Various forums(communities) and reoccurring meetings
Scrum Master Forum Daily Scrum
Platform Scrum of Scrum
Architect Forum Team Meeting
Farm Herd
Program team
Testers Forum Automation Mgmt
meeting
Team Team
Program Product management
Developers Forum
Team meeting
Project Portfolio
India
Milking Board
Team
Team
Customer Support
Team meeting
Feeding
Team
56. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
57. Value adding hierarchy – Program team, the center of the unit
“Center”
Serves the
periphery
“Periphery”
Reaction &
decision
“Business Area”
Decentralized decision-making
58. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
Scalable
59. Scaling (~65 people)
Platform
Team
Farm Herd
Automation Mgmt
Team Team
Program
Team
India
Milking Team
Team
Feeding
Team
70. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
Scalable
71. Software Program of Continuous Delivery
Software
Program
“It is always wise to look ahead, but difficult to look further than you can see”
– Winston Churchill
72. Software Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (1-2 years not usual) – Cost (yearly budget)
Architectural Epics
Project Epics Releases Cost per Epic Business Epics
Quality
Development Improvements Epics
Idea Concept Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Shorten lead-times to market
73. Software Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (~1-2 years not usual) – Cost (yearly budget)
Architectural Epics
Project Epics Releases Cost per Epic Business Epics
(Architectural & (Integration order) (yearly budget)
Prioritized Business) Quality
Development Improvements Epics
Idea Concept Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time
Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a
project without sunk-cost, etc
74. Software Program – Continuous Delivery of Multiple Projects
Single point of entry, handles all variation…
System Releases Inc n + 1 Inc n + 2 Inc n + 3 Inc n + 4
System Architecture
Quality Releases
Project A
Project B
Project C
Project D
75. Software Program - Scaled Scrum
PSI PSI PSI PSI PSI
Inc 1 Inc 2 Inc 3 Inc 4 Inc 5
Weekly Scrum of Scrums
Year 1 Year 2
• --------
• --------
• --------
• --------
• --------
• -------- RC PSI
Increment
backlog Sprint
planning Sprint
• -------- Field
• --------
meeting retrospective
• -------- test
• --------
• --------
• --------
Hardening Joint teams
Software
PPB 1 period 3 retrospective
integration
PPB 2 weeks meeting
One-pager release report
Pre-planning Release • Build release • Aggregated increment
meeting planning
meeting
candidate burndown
• Demo
• Release review • Status &progress each
meeting Epic
• Improvements to be
done
• Impediments
Daily Scrum
76. Software Program – IRL Visualization
Projects pulse board
Support issue board
Software Program board
1 year floating window
Program team
improvement Kanban
Software Program board
board
current increment
Team Kanban board
77. Learning’s & thoughts
Learning’s &
thoughts
“It’s all about where your mind’s at”
– Kelly Slater
78. Learning's – Team formation
“Scrum Masters “What should the
not easy to find!” Platform
program team do?”
Team
Farm Herd “How will it all
“What should the Automation Mgmt
work?”
team specialization Team Team
be?” Program
Team “More people is
India
complicated!”
“Is this the right Milking
Team
Team
team for me?”
Feeding
Team
“We need more
people in the team?”
79. Learning’s – Widen job titles/roles
“I’m specialized in C#,
should I now do C++?”
“I’m a programmer, do I “It is scary to meet a
have to system test?” customer!”
“Access to testers when we
need them!”
“Access to requirement
people when we need
them!”
80. Learning’s – Communities of practices
“The Program team
“Each forum needs a meeting works well in a
facilitator who is a driving Kanban structure!”
force!”
“The PPBs need a lot of
“One hour a week is not preparations!”
enough for architecture
work!”
81. Learning’s - Value adding hierarchy
“Don’t specify, grow &
“I need resources to do explore! ”
this, to do that….”
“Who is responsible!”
“The program team shall
serve the development
teams, not the other way
around!”
82. Learning’s - Change
“To change the system, you have to
“It is mindset which is the most be out there, where it happens, at all
important to change, the model and times!”
processes are secondary!”
“Changes are hard, it takes time, a
lot of effort and a lot of pain!”
83. My thought about Management 3.0…
“Universal, not only for software development.”
84. My thought about Management 3.0…and complexity
“Recognize different situations and understand when to approach
them with complexity and when to use good practices in ordered
situations.”
85. My thought about Management 3.0…and setting constrains
“As a manager, set constrains and understand what the difference is
from rules, and be comfortable when it doesn’t turn out the way I
thought it would.”
86. My thought about Management 3.0…and practices
“To work with emerging practices, to explore and adapt rapidly. Don’t
push the system when it doesn’t do what I want, but to change the
angle and try something else.”
87. My thought about Management 3.0…and structure
“Fractal organization scaling really changed the way I thought about
how to create an effective structure. Scale it up in theory and imagine
the problems, solve them using fractal theory and optimize for flow,
demand and value. Scale down but use the same structure.”
88. My thought about Management 3.0…and changing
“How to change the world? Start with “why”, then “how” and verify with
“what”. The mojito model can be really effective when used with good
preparations and thorough analysis before applied. Easy to see what I
did wrong looking back, don’t under-estimate the amount of work
needed to plan for future changes. It truly is complex.”
Change
Management
3.0
89. My thought about Management 3.0…and vision
“Unless a vision starts with “why” and “how” not enough will follow.
“what” is attractive only to the early adopters, the early and late
majority don’t follow freely “what”. When I failed with “why” and “how” I
tried the old command & control, use my power as a manager. I told
them to do … which was wrong and the result was nowhere to my
satisfaction. BAD MANAGER!!”
“what” = specification/command
“why” = incentive/motivation
“how” = sense-making
90. My thought about Management 3.0…over all
“New door to many very useful theories and practices.”
92. Said about planning the release….
“…we cut and we cut, and cut until there was nothing left. We
are down to the bare minimum of the minimum. It was a
horrendous day.”
- Fernando Mazeris, System Director
93. Said about planning the release….
“Today we deliver on time with better control of the quality. To
improve also on the scope we are turning best practice
advice on structure and routines into action. “
- Ola Markusson, Director Development & Engineering
94. Said about scrum….
“…scrum and all is fine, but I have an other model, JDT – Just
Do It!”
- Jonas Wahlgren, programmer
95. Software Program
• Study the system
• Create a value based vision
• Setup a change program
• Refactor the organization towards a flow based system
which scales
• Chose multiple suitable Agile models
…….and don’t forget to change your mindset, it is the
hardest part…
Thank you
