Management 4.0: Handbook for Agile Practices, Release 2.0

This handbook is created under the direction of the Agile Management

professional group of the GPM German Association of Project Management

e.V.

The book is published under the Creative Common License:

www.creativecommons.org

CONTENTS

THE AUTHORS

PREFACE

PRODUCT BACKLOG

CHANGES from RELEASE 1 to RELEASE 2

PART I – FOUNDATION

1 Agile Management – Traditional Management has reached its Limit

2 Management Models over the Course of Time

3 Theoretical Foundation

3.1 Positioning: Models, Theoretical Approaches, Definitions

3.2 Mindset of Agile Management 4.0

3.3 Complexity, Agility and Agile Management

3.4 Self-organization

3.5 Principles of Scrum and Kanban agile Frameworks

4 Agile Leadership 4.0

4.1 Principles of Agile Leadership 4.0 - new

4.2 Agile Leadership 4.0 – Digital Network Intelligence - new

5 Cybernetics and Organization

5.1 Agile Enterprise Structures from a Cybernetic Perspective

5.2 Agile and Fluid Organization

6 Reference Model Agile Organizations - new

7 Related Perspectives

7.1 Lean Management

7.2 Agile PMO 4.0 - new

PART II – BECOME AGILE AND STAY AGILE

8 The impact of working Agile on Human Resources

9 Agile Principles and their Application

9.1 Reliable and Ultimate Scrum

9.2 Agile fixed priced projects with hybrid software development

10 Agile Scaling

10.1 SAFe – Scaled Agile Framework

10.2 Scaling Agile by using Critical Chain Project Management

11 Example Wire Swiss

12 Example Agile Transformation - From Acting Agile to Being Agile

(Figure based on http://www.forbes.com/sites/stevedenning/2016/09/08/explaining-agile/#727a73c12ef7, accessed 15/12/2016)

With a systemic leadership approach, Management 4.0 provides the

guiding competence for viable learning organizations in complex

situations and environments.

Management 4.0 integrates an Agile Mindset, the universal principle of

self-organization as a governance guideline, and relevant work

techniques, for sustainable working models of the future.

THE AUTHORS

Prof. Dr.-Ing. Patrick Balve

Heilbronn University, Faculty for Industrial and Process Engineering, 74081 Heilbronn

holds a master’s degree in Mechanical Engineering with specialization in International Project Management. After graduating, Dr. Balve spent five years in the field of consulting and research at the renowned Fraunhofer-Institute for Manufacturing Engineering and Automation. Since then, he has held various management positions in logistics and quality in the automotive industry. In 2009, Dr. Balve was appointed professor at Heilbronn University in the Faculty of Industrial and Process Engineering. He is director of the Manufacturing and Operations Management bachelor’s program and head of the Heilbronn Learning Factory. His fields of research include lean manufacturing systems and state-of-the-art project management approaches.

Markus Berk

DB Systel GmbH, 60329 Frankfurt a. Main

is Process Manager for Project Management processes at DB Systel GmbH. He has over 15 years’ experience as Project Manager in IT, several of them as Project Portfolio Manager.

Dr. Frank Edelkraut

Mentus GmbH, 22359 Hamburg

is Managing Director and a well-versed Human Resources manager. As a Technical Chemist he started his career in Project Management and subsequently became a Human Resources Manager. In the last 15 years he has worked as an Interim Manager in a variety of industries and as a trainer in Leadership Development Programs. He is a member of the professional group for Agile Management of the GPM (German Association for Project Management e.V.). His field of work is Organizational Development and Leadership Development and the consequences of agile methods on organizational design and developmental matters.

Götz Müller

GeeMco : Götz Müller Consulting, 71554 Weissach

has been involved with Lean Management and continuous improvement processes since 1998. His professional career started in software engineering for embedded systems in telecommunications and progressed into leading product development projects. Today, he is a self-employed consultant for process improvement. He supports companies and their workforce in improving procedures and operations, and in the implementation of continuous improvement processes. His clients are from a diverse range of branches and areas – industry, handicrafts, services and their production, product development, workshops, and administrative fields.

Wolfram Müller

VISTEM GmbH & Co.KG., 64646 Heppenheim

Founder & Principal Consultant at Speed4Projects.net and VISTEM, Wolfram brings 25 years of experience as a Consulting Executive, IT Project Portfolio and Project Manager, Process Engineer, and Software Engineer. As head of the PMO at 1&1 Internet AG, he led 40 project managers in the delivery of 500 projects, innovating industry-leading methods, to drive unprecedented improvements in speed and reliability across the portfolio. He has published over 20 articles and books on ‘Critical Chain’, ‘Agile’, and ‘Lean’ and is a well-known speaker in Europe on how to achieve hyper-productive IT project portfolios.

Dr. Helge F. R. Nuhn

PwC AG, 60329 Frankfurt

studied Information Systems at the Technical University, Darmstadt and obtained his PhD (Dr. rer. pol.) from the European Business School University, Wiesbaden. His areas of research lie in the realm of organizational theory and temporary forms of organizing. A Certified Scrum Master and Certified LeSS Practitioner, he seeks to enhance the ways in which teams work in every conceivable project and environment. In his job as a manager and consultant, he is part of an internal Agile Community of Interest.

Dr. Alfred Oswald

IFST - Institute for Social Technologies GmbH, 52223 Stolberg

earned his doctorate in Theoretical Physics at RWTH Aachen University. He is Managing Director at IFST-Institute for Social Technologies GmbH, a Consulting Institute for Agile and Fluid Organizations. He is head of the professional group for Agile Management at GPM (German Association for Project Management e.V.). His field of work is the efficiency and effectiveness of organizations through innovative social technologies. He has many years of experience in the management of innovative and complex projects, as well as in the transformation of project-oriented organizations into high-performance organizations.

Steve Raue

The Systemic Excellence Group, 10117 Berlin

is an expert for strategic change and project management. He has been part of the SEgroup since 2011 and is a member of the board. He uses his expertise in communications, culture and behavior analysis for an innovative approach to changing organizations in projects and team development. He is a Scrum Master and founding member of the professional group on Agile Management of the GPM (German Associations for Project Management e.V.). Steve is currently working on his doctorate in Cross-Cultural Complex Project Management, exploring implications for future project management based on systemic integration of conventional and agile project practices.

Norbert Schaffitzel

DB Systel GmbH, 60329 Frankfurt

studied economics in Freiburg and Berlin with specialization in Business Informatics and marketing of investment goods. Since 1988 he has been working in enterprise IT, initially as a software developer and subsequently as project manager on different projects at DB Systel GmbH, the IT service provider for Deutsche Bahn AG. Since 2012 his special interest has been the implementation of Agile Management techniques in projects of large organizations and the transformation of project teams by using agile practices. To extend his knowledge of agile experiences and management of the future, in 2014 he joined the GPM working group Agile Management and Methods.

Marcel Schwarzenberger

projektimpulse GmbH, 20354 Hamburg

Marcel Schwarzenberger works as a consultant and trainer at projektimpulse GmbH. Between 2004 to 2016 he was responsible for organizational and public administration investment projects in the security and defense industry. As a former federal armed forces officer, he is particularly interested in changing the methodology for leadership, and organizational development of Agile Project Management practices. He has been a member of the Agile Management professional group at GPM since 2017 and applies his knowledge and experience in management and strategic development of organizations to Agile Management. His research interests are leadership and organizational development practices for value creating organizations of the future.

Dr. Johann Stiebellehner

Technisches Büro für Informatik, 1100 Vienna

Johann brings 30 years of practical experience as Software Developer, Software Engineer, and IT Program and Project Manager. He studied Computer Science at the Technical University of Vienna and received his doctorate in Informatics from the University of Vienna (Prof. Schauer, Prof. Vinek). After working for 8 years as Project manager for Siemens IT Solutions and Services, he founded Technisches Büro für Informatik – Dr. Stiebellehner in Vienna, a local company with a strong focus on IT software projects.

Prof. Dr. Hubertus C. Tuczek

University of Applied Sciences Landshut, 84036 Landshut

TCC-Management – Strategy Consulting, 81247 Munich

received his doctorate in Engineering from the Technical University in Munich (TUM) (Prof. Milberg). He has accumulated over 30 years of management experience in the machinery and equipment, aerospace and automotive industries. For 17 years he held the position of group vice president on the board of the Dräxlmaier Group, an internationally operating automotive supplier, with responsibility for international business development, quality and project management, as well as global procurement. At the beginning of 2015 he was appointed Professor for Management and Leadership at the University of Applied Sciences in Landshut, near Munich. His research is focused on the changing requirements for leadership in the digital age.

PREFACE

Perhaps you are familiar with the phrase: Are you just residing or have you started to live? (Wohnst du noch oder lebst du schon?) If we interpret the message in this slogan within the context of Agility, it could be more freely interpreted as Are you still just plodding on, or are you making sense of your life?

The buzzwords Agility, Agile or Agile Management are often interpreted as miracle-workers.

But the number of different meanings attributed to these terms is immense: There are thousands of experts and tens of thousands of books and articles on what agile work actually is. And on the subject of agility, everyone is an expert – everyone knows how to do it best. But out of the thousands of experts and books, which ones are right? Or are all of the experts right? What is of importance? What do we need to know, so we can assess what is right in our own context?

There are those that suggest unless you are sprinting all the time, you are too slow, and you are not agile. Then there are others who argue that if you are unsure of your product vision, then this is a sure way to make lots of mistakes. Others place trusty old Lean and Kanban on a pedestal. And then there are those who assume complexity is responsible for everything. And if all else fails – it is a question of attitude as to whether one is agile or not. Last but not least, there are the pragmatists who have introduced the hybrid of - ‘do not throw away the old, but include something new’.

The Agile Management professional group of the GPM (German Association for Project Management e.V.) was founded to offer a deeper understanding of agility: our aim is to understand the need for a new kind of management, grounded on basic principles and free from pigeonholing.

Our vision together with users, to establish cross-sectoral agile working models to deliver added value for the future flows into an integral theory-practice framework: We believe that this framework includes a new mindset of agility, systemic thinking, an openness to welcome the ‘new’ as a friend, and the capability of retaining proven management tools.

When one starts to deal with the important things in life like love, truth or agility, then the picture tends to have as many facets as there are people. In discussing this topic, it becomes increasingly clear that it is not possible to give an operational definition of agility without including a context. – Hence this book has no chapter on definition. What emerges though, are principles of agility (like natural laws) that hold concepts together. These principles are explainable and help in understanding the practice. They also help assess which expert ideas are useful and which are only useful in a particular context.

This book was conceived as a manual or handbook and ended up as a brain book. It is full of concepts and principles – some rough and coarse – some fine polished. But all help to understand and put into practice the agile movement, and to ride this great wave without sinking!

Who should read this Book?

This book is written for anyone who is interested in agility or needs to be agile. It is for those who seek deeper knowledge about what keeps the agile world together. You can read it from the perspective of a top manager or decision maker who feels the urge to be more agile. But you can also take the book and just follow it from the perspective of a user.

What do you get?

A systemic picture of agility – to enable you to analyze your system (your team, your department, your company or your business network) and identify fields of agile application and the specific need for agility.

The ingredients of an Agile Mindset – this allows you to transform your organization and develop an agile culture for your organization.

The theoretical foundation of agile principles – so that you can really understand and assess the value of all the expert ideas for you and your organization. You will get the necessary skills to tailor organization specific agile frameworks without losing essential ingredients.

Input for your own reflections – you will be capable of innovating agility and be ahead of the main stream.

The Principles behind the Book?

We illustrate the big picture of the concept of the book by roughly outlining the content of this book. This book is Release 2 of the Management 4.0 Handbook. In Release 2 we have omitted some of the content present in Release 1 and introduced new content. The new content is indicated by new in the header.

PART 1 FOUNDATION

In Part I FOUNDATION we start with an outline of one of the main drivers of complexity, the megatrend digitization, followed by a short analysis of the choice of the name Management 4.0 for this book.

We then go on to explain the basic principles of Management 4.0:

Management 4.0 as a new way of thinking

the key principles of an Agile Mindset and the link to Management 4.0

the relationship between agility and complexity

the definition of hybrid (project) management

the basics of self-organization

the key principles of Scrum and Kanban agile frameworks from the perspective of Management 4.0

the principles of Leadership 4.0 - new

Leadership 4.0 in digital networks - new

the relationship between cybernetics and agility and how guidelines for the design of agile and fluid organizations are derived

a reference model for Agile Organizations - new

the relationship to lean management

Agile PMO 4.0 - new

PART II BECOME AGILE AND STAY AGILE

In Part II BECOME AGILE AND STAY AGILE we start by describing the impact of agile working on human resource issues.

We outline the Reliable and Ultimate Scrum agile frameworks as examples of how agile principles can be applied, and give input to the discussion on agility and fixed price contracts.

In the chapter "Agile Scaling", we outline the Scaled Agile Framework SAFe and the Critical Chain Project Management method.

PART III AGILE MANAGEMENT IN PRACTICE

Part III AGILE MANAGEMENT IN PRACTICE is devoted to practical examples of Management 4.0.

The Management 4.0 Handbook – Release 2: A Minimal Viable Product

One of the most important agile principles is to get feedback from customers as quickly as possible!

The book is not yet finished, and we still have enough material remaining for further releases – there is so much more to write and say. So much so, that it would be easy to keep working on the book for an infinite amount of time.

However, we believe that this first release – contains enough to be of value for you as reader. Your feedback is of great importance to us – it will help us to improve quickly!

We have created a product backlog on the next page, which contains the topics we have planned for the next release of the handbook. We intend to change the content and priorities of the topics depending on the feedback we receive from you.

So feel free - after reading the book – to discuss your ideas with us. You can contact us at: [email protected].

Nürnberg, February 2018

Alfred Oswald and Wolfram Müller

PRODUCT BACKLOG

Scaling in Nature, Social Systems and Organizations

Transformation

Phases of Transformation

Change to Agile - Clear Goal, Clear Path, Change Management with the S&T Trees of Theory of Constraints

Transformation to Agile – Fuzzy Goal, Fuzzy Path

Benefits and application potentials of Management 4.0

DevOps: Continuous Integration to Continuous Delivery

Theory of Constraints Methods

Quick Check Agility Readiness

Visualization in Scrum and Kanban

CHANGES from RELEASE 1 to RELEASE 2

Omitted

IPMA Project Excellence Model with respect to Agile Management

The Agile Radar - Exploring organizational potentials and capabilities

Example Saudi-Arabia: Agile Project Management in a multi-cultural Context

New

Principles of Agile