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Using Agile methodology to build TRUST between executives and teams

Agile Executives Webinar Presentation, June 20, 2013. Using Agile methodology to build TRUST between executives and teams. Brian Morgan Director of Software Engineering Harman International, Professional Division Agile Instructor/Coach/Consultant Agile Executives Board Member.

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Using Agile methodology to build TRUST between executives and teams

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  1. Agile Executives Webinar Presentation, June 20, 2013 Using Agile methodology to build TRUST between executives and teams Brian MorganDirector of Software Engineering Harman International, Professional Division Agile Instructor/Coach/Consultant Agile Executives Board Member

  2. My Agile Background Director of Software Engineering Agile Instructor/Coach IT Director Group Technical PM IT Director

  3. My Client Companies

  4. Harman International Overview • HARMAN (www.harman.com) designs, manufactures and markets a wide range of audio and infotainment solutions for the automotive, consumer and professional markets – supported by 15 leading brands, including BSS, dbx, DigiTech, AKG, Harman/Kardon, Infinity, JBL, Lexicon and Mark Levinson. • The company is admired by audiophiles across multiple generations and supports leading professional entertainers and the venues where they perform. • More than 20 million automobiles on the road today are equipped with HARMAN audio and infotainment systems. • HARMAN has a workforce of about 13,400 people across the Americas, Europe and Asia, and reported sales of $4.4 billion for the fiscal year ended June 30, 2012.

  5. Current Situation of My Team • Revenues are down/flat, some layoffs in past year • Aging product lines. • Technology shifts happening across the board. • New change of business unit leadership. • Business unit restructuring, moving production out of state. • Challenge to retain employees in strong job market • Need to grow product pipeline, increase revenue, save brands • Average length of employment is 8 years; some up to 25+ • Long history of hardware waterfall processes • Software is relatively new, but moving to be 75% of product. Do you think there might be some trust issues????

  6. Cone of Uncertainty

  7. Predicting Projects Early are Like:

  8. Route Change and New Schedule

  9. Projects Can be Like a Hurricane… Gustavtriggered the largest evacuation in United States history with more than 3 million people fleeing the oncoming hurricane.

  10. VISIBILITY ADAPTABILITY BUSINESS VALUE RISK Agile Development Traditional Development Graphs of Trust

  11. The Agile Executive Role • Product vision • Team empowerment • Prioritize, prioritize, prioritize • Decisions are what Executives SHOULD do best. • Extraction • Speed up, move over or GET THE HELL OUTTA MY WAY! • Demo review; hold team accountable • Correct and/or Compliment

  12. Tips From the Team for Executives • Hope is not a Plan! • Executive Leadership • Strong/Involved Managers • Change Culture & Processes • Team Empowerment • Executive Extraction • Committed Sprint is Sacred • Consistent Team Recognition • Minimize Course Corrections • Do what’s right for the team

  13. Burn Down Charts

  14. Hardware vs Software Before Hardware P0 Arrives Software LATE again!

  15. Hardware vs Software Now Hardware P0 Arrives Hardware P1 Arrives HW Simulator Agile within Waterfall

  16. Success Story

  17. Team Demo

  18. Levels of Trust: • 2nd Product Sprint Demo for Business unit VP • Recognized value early! • Escalated to Division SVP • Recognized long-term value • Presented at technology review for CEO/Executives • Changed perceptions of Division & Business Unit • Escalated to Board of Directors • We will see…

  19. In the Board Room!

  20. Technologies & Teams

  21. VISIBILITY ADAPTABILITY BUSINESS VALUE RISK Agile Development Traditional Development Graphs of Trust

  22. Summary Using Agile methodology to build trust between executives and teams -- and engineer great products along the way. • Executives learn and play their role appropriately. • Leadership, Empowerment & Extraction • Trust is built by following the Agile processes • Planning, Sprints, Demos, Tracking, Retrospectives. • Eliminate uncertainty ASAP, build history of performance • Benefits both the team and executives. • Facilitate Culture & Process change • Hardware & Software • Celebrate achievement consistently

  23. Q&A • Brian Morgan, Director of Software Engineering • Email: brian.morgan@harman.com • Linkedin: linkedin.com/in/brianmorgan

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