Agile Transformation - Taking cue from Organizational theories
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Transcript of Agile Transformation - Taking cue from Organizational theories
Agile Methodology and Organizational theories in Global Development Context
An overview
S R V Subrahmaniam
14-Dec-2013
Slide 2
Agenda – Do the Agile Scrum norms and practices have a basis in Organizational Behaviour theory?
Organization structure
High Performance teams
Organizational culture
Discussion
Slide 3
Key Parameters in defining structure
Team
formation
Work specialization
Departmentalization – grouping of jobs together
Span of Control – number of reportees to manager
Decision making (Centralized or de-centralized)
Formalization – with rules and regulations
Slide 4
Strategy drives the structure
Innovation
Adaptability & Flexibility Dynamic nature of tasks High uncertainty in Operating environment
Structural options
Cost Minimization & Tight control
Standard & predictable output Accountability Stable external environment
http://www.nwttech.com/wp-content/uploads/sites/15/2013/09/engineering.jpg http://www.gksenvironmental.co.uk/assets/images/factory_production_line.jpg
Slide 5
Mechanistic Vs Organic structures
Source: http://jrwoodward.net/wp-content/uploads/2008/12/mechanistic-to-organic.png
Slide 6
Stable external environmentMaximum standardization
Increased efficiencyEconomies of Scale
Mechanistic structure
Repetitive tasks
Decision making by superiors
Low interdependancies
Elaborate procedures and SOPs
Strong department affinity
Quantitative focus for productivity
measurement
COMPETITIVE EDGE THROUGH PRODUCTIVITY
Slide 7
Nature of Organic Structures
Learning Mindset
Differentiated products and
services
Cross-functional
teams
Outcome based
measurement
Blue
Communication flows in all directions
Decision making by
teamsOpen and participative
Dominant values – Trust, Participation and
commitment
Seamless transfer of information
Locus of the work is around teams
Proactive and opportunistic
Reliance on informal inter-
personal communication
Horizontal structures
Knowledge spread all
over
Small scale set-ups
High Technology and skill
obsolescenceFuture
Orientation
Frequent innovation
Non-routine
technology
Management through values &
objectives
Slide 8
Organic Structures – Typical Characteristics
Large network of authority, control, and communication
Problem solving is encouraged by all employees
Employees are more goal oriented with end customer focus
Speed of Responsiveness to environmental changes or organizational crises or shifting customer expectations
The Digital Workplace; disintermediation = eliminating the middleman.
COMPETITIVE EDGE THROUGH NEW PRODUCTS AND SERVICES
Slide 9
Moving towards team culture
TeamsWorkgroups
Goal Share Information Collective performance
Synergy Neutral (sometimes negative) Positive
Accountability Individual Individual and mutual
Skills Random and varied Complementary
Source: Comparing Work groups and Work Teams, Page 303, Organizational Behaviour, Robbins, Judge and Vohra, Pearson publishers
Organic structures pervade Agile teams
http://thecollaboratory.wdfiles.com/local--files/2013-spring-sociology/social-groups.jpg
Slide 11
Agenda
Organization structure
High Performance teams
Organizational culture
Discussion
Slide 12
Self-Managed work teams
Teams are typically 10-15 members in number, performing highly related or inter-dependent functions taking responsibility for the outcomes
Take-over the tasks done, previously by the supervisors – planning and scheduling work, task allocation, operational decision making & problem resolution
Higher levels of job satisfaction Peer evaluation
Possible conflicts and power struggles May have high turn-over rates
Overview
PRO CON
Source: Self Managed work teams, Page 304, Organizational Behaviour, Robbins, Judge and Vohra, Pearson publishers,
Slide 13
Team effectiveness
Skills
Diversity
Size ( 5 to 9 members)
Abilities
Overall structurePerformance and reward systems
Task allocation
Common goal
Conflict Management
Social loafing
Composition Process
Context
Reference: Team Effectiveness Model, Page 306, Organizational Behaviour, Robbins, Judge and Vohra, Pearson publishers
Slide 14
5 Characteristics of Effective Teams Ref: Prof. Karl Smith, Professor of Civil Engineering, University of Minnesota, in his book "Teamwork and Project Management"
Teamwork Skills
Promotive Interaction
"The team focuses on a common goal or single product“ In Scrum, the Sprint objective and ultimately the Product backlog
Individual and Group Accountability
Positive Interdependence
"Each person takes responsibility for both her or his own work and the overall work of the team“
Individual ownership of tasks and scrum team ownership of Sprint Objective
"Each member has the skills for and practices effective communication (especially careful listening), decision making, problem solving, conflict management, and leadership“
Core trait of the Scrum team
"The members do real work, usually face to face" Co-location at Scrum Pit
Group Processing
"The team periodically reflects on how well the team is working, celebrates the things that are going well, and corrects the things that aren't"
Sprint Retrospective
Reference: http://www.bobtuse.com/2009/01/5-characteristics-of-effective-teams.html
Slide 15
Full-time roles
Co-location
High Cohesion
Less coupling
Implications for Scrum teams
Slide 16
Re-skilling and competency building
- Domain- Technology- Test Automation- Configuration
Management - Environment
Management
Building self-organized teams
Technical Expertise Tooling Problem solving Inter-personal skills
- Implementation of ALM tools
- Tools for configuration management, static code analysis, white box testing, test automation etc.,
- Project planning and scheduling
- Problem identification and evaluation of alternatives
- Work scoping, constraint and risk management
- Communication and Presentation skills
- Team work- Negotiation skills
Training areas
Building Technical Competence
Slide 17
Reworking performance evaluation criteria
Joint Responsibility
Task accomplishment
Technical expertise
Mix of group performance and individual performance
Innovation orientation
Slide 18
Social Loafing
- Social loafing is a widely researched phenomenon that suggests people exert less effort to achieve a goal when they work in a group than when they work alone.
- Masking individual non-performance under superior group performance
- This can be undermined by making team members individually and jointly responsible for team goals
http://www.all-about-psychology.com/social-loafing.html
Slide 19
Agenda
Organization structure
High Performance teams
Organizational culture
Discussion
Slide 20
Dimensions of organizational culture
Culture
Attention to detail Growth orientation
Outcome Orientation People Orientation
Team Orientation
Innovation and risk taking
Agile related
Neutral
Slide 21
The Last word.. from Scrumalliance
Source: The State of Scrum: Benchmarks and Guidelines, Scrumalliance
Slide 22
Agenda
Organization structure
High Performance teams
Organizational culture
Discussion
S R V Subrahmaniam, PMP, ACP, CSM
Siemens Limited
in.linkedin.com/in/subrahmaniamsrv/