Agile Management @DFDS - WordPress.com · 2017-06-06 · 3 DFDS DFDS Group facts DFDS provides...
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AGILE MANAGEMENT @DFDS Scrum Day DK 2017 06 June 2017
Transcript of Agile Management @DFDS - WordPress.com · 2017-06-06 · 3 DFDS DFDS Group facts DFDS provides...
AGILE MANAGEMENT @DFDSScrum Day DK 2017
06 June 2017
WHO ARE WE?BO KRISTENSEN
PETER RIISESTEFAN STRANDBYGAARD
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DFDS
DFDS Group facts
DFDS provides ferry shipping services and transport solutions in Europe
We have more than 7,000 employees in 20 countries
Headquarter in Copenhagen
Revenue up 8% in 2016 to DKK 13.8 billion
EBITDA up 27% in 2016 to DKK 2.6 billion
IT organisation facts:
Agile Environment, mainly SCRUM
.NET C#, Typescript & Angular
Visual Studio, VSTS with GIT
200 IT employees where 100 are working with software development
Four large ongoing development programs:
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WE WANT TO SUPPORT THE ORGANIZATION
MANAGING FOR AGILITYHOW TO BE THE MANAGER THAT…
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DELEGATE
Encourage self organisation
Respect team decisions
Trust the team
Identify the things the team should/will/can not use time on
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CELEBRATE SUCCESS AND LEARN FROM FAILURE
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BE THE LEADER THAT HELPS THE TEAM ACHIEVE THEIR GOALS
Problem solving leadership
Impediment remover
People orientation
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BE THE CONSTANT GARDENER
Spot the low performers, and take action on it
Do not be afraid to make changes
Watch it grow
You need to let go, to be successful
Do not be afraid to experiment
It will take time
Learnings
PORTFOLIO AND PROGRAM
MANAGEMENT
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THE SITUATION BACK IN 2015
Lack of transparency on program level
Constant disrupting team sprints
Too much focus on business functionality outcome, accepting bad craftmanship
Pains 3 ”Scrum” teams
Business analysts acting as PO’s
Measured on quantity, not quality
Setup
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SCALED AGILE FRAMEWORK – OUR SILVER BULLET
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SCOPE ON PROGRAM AND TEAM
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WHY ARE WE DOING THIS?
Everybody trained according to
recommendations
A lot of rules, role and events introduced
Teams forced to align story points
One person many roles
Information radiators
misunderstood
Radical change the way we work
Build on poor agile foundation
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WHY ARE WE DOING THIS?
Everybody trained according to
recommendations
A lot of rules, role and events introduced
Teams forced to align story points
One person many roles
Information radiators
misunderstood
Radical change the way we work
Build on poor agile foundation
Resulting in confusion, demotivation and no value
creation
Don't blindly adopt anything
Work with incremental change instead of radical change
Individuals and interactions over processes and tools
Scaling a bad foundation is doomed from the begining
Learnings
Program increment planning
Architectural runway
Empowered PO
Innovation time
Parts of the SAFe experiment we use today
MAKING CHANGES ON PROGRAM LEVEL
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WE NEEDED TO CHANGE THE WAY WE IMPROVE
What we did was to repeatedly base our management decisions on
best practice success stories the one with the strongest opinion
We should base our decisions on
combination of critical thinking the best available evidence
“Without data you're just another person with an opinion”
- W. Edwards Deming
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EVIDENCE-BASED MANAGEMENT
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DIAGNOSE YOUR CAPABILITIES AND LOOK FOR AREAS FOR IMPROVEMENTS
Diagnose: Expose areas for improvementEvidence-Based Management
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EVIDENCE-BASED MANAGEMENT HELPS US TAKE THE RIGHT DECISIONS
Improve: Continuous improvement and process innovationEvidence-Based Management
Zoom out and look at the entire value stream in order not to sub-optimize
The importance of prioritizing the EBM work
Don’t start the on the diagnose and improvement part without measurements that are able to quantity the value of your improvements
Learnings
THANK YOU16 VACANCIES IN DFDS IT
DEVELOPMENT AREAIT-CRAFTSMEN IN ANY SHAPE OR FORM - DEVOPS, SCRUM MASTERS, WEB DEVELOPERS, C# DEVELOPERS
