Agile Transformation - Taking cue from Organizational theories

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Agile Methodology and Organizational theories in Global Development Context An overview S R V Subrahmaniam 14-Dec-2013

description

This presentation explores the background of Organizational Behavior theories in Agile Scrum practices. Specifically the relevance of organic structure, formation of high performance teams, facets of organizational culture have been explored in this presentation

Transcript of Agile Transformation - Taking cue from Organizational theories

Page 1: 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

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Agenda – Do the Agile Scrum norms and practices have a basis in Organizational Behaviour theory?

Organization structure

High Performance teams

Organizational culture

Discussion

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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

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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

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Mechanistic Vs Organic structures

Source: http://jrwoodward.net/wp-content/uploads/2008/12/mechanistic-to-organic.png

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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

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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

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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

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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

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Organic structures pervade Agile teams

http://thecollaboratory.wdfiles.com/local--files/2013-spring-sociology/social-groups.jpg

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Agenda

Organization structure

High Performance teams

Organizational culture

Discussion

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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,

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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

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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

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Full-time roles

Co-location

High Cohesion

Less coupling

Implications for Scrum teams

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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

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Reworking performance evaluation criteria

Joint Responsibility

Task accomplishment

Technical expertise

Mix of group performance and individual performance

Innovation orientation

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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

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Agenda

Organization structure

High Performance teams

Organizational culture

Discussion

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Dimensions of organizational culture

Culture

Attention to detail Growth orientation

Outcome Orientation People Orientation

Team Orientation

Innovation and risk taking

Agile related

Neutral

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The Last word.. from Scrumalliance

Source: The State of Scrum: Benchmarks and Guidelines, Scrumalliance

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Agenda

Organization structure

High Performance teams

Organizational culture

Discussion