Scrum Alliance® invites you to join us on August 19 for a dynamic live webinar with Scrum expert Alex Brown, as he offers viewers practical approaches to growing and scaling the use of Scrum in their organization.
Host Steve Denning will lead a dynamic conversation with Mr. Brown, partner at Recon Strategy LLC, to explore the following topics:
Steve Denning Alex Brown
What can I read about each of the modules? See http://reconstrategy.com.
http://reconstrategy.com -for materials
Scale Distribution Saturation (maturity)
People feel like they are underachieving - 43% say “challenged” on scaling
Case for modular framework
2×2 matrix business objectives to determine context
Modular framework for scaling
3 organization levels
SAFe tends to talk about “who owns” each of these levels. Idea here is that anyone can interact here.
Strategic vision Needs to be connected to team level processes.
Do over and over in planning process
No have team developing potentially shippable
Release management → Customer Product and release feedback then informs strategic visions
Also direction connection from vision to team
From team to vision
Only put in place what you need to meet needs of what the teams need Impediment removal
All in context of metrics and transparency
Which components is most important for your organization right now
Product ownership is key to scaling
Don't have to do everything at once. Focus on most important things first. Helps make scaled implementation manageable
Module has goal, input, and a series or outputs that interacts with other modules Practice must meet goal
See strategic vision module
Goals include align organization, articulate why company exists, what we will do and won't do, updatable Inputs include market and product information Outputs include things that can be used by downstream modules
Strategy leads to a consistent set of conscious choices:
Agile breaks traditional strategy model low-cost (high volume, low configurability) vs differentiated product (low volume, protect assets)
Agile breaks these - and this makes sense as customers would see this as a false tradeoff. Reduce cost to make change (but still high configurable) Keep configurable advantage by high speed learning (feedback)
When we have a practice, need to specify pros and cons off approach. For example we have “product owner team etc”, hierarchical etc because want a degree of consistency, but downside is that feedback is slower.
Strategy allows you to remember the future Hypothesis based strategy - see slide Links to activity on the ground
If there is tension between scrum team and rest of organization is run then perhaps organizational design issue or lack of common strategic vision
Create updated to vision strategy to drive.
Comparison to SAFe Alex approach is to develop an anti-methodolgy and methodologies like SAFe are applicable in a context
Change thinking of strategy Common thinking across organization Change quickly - more learning More about validated learning Faster you update, faster you out-compete
Strategy is Product Owner issue CEO is PO in chief, for the organization