Successful with the Agile Spotify Framework E-Book

Alvar Lundberg

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 52

Veröffentlichungsjahr: 2020

Beschreibung

The so called "Spotify Framework", unlike frameworks or methods of the kind of Scrum, Kanban, Less, Nexus, SAFe, DSDM (or whatever the agile evergreens might all be called) is not a template that an organization can copy and implement. It is an example of a very successful approach to the topic "Agile Product Development" and is intended to encourage people to think and develop on their own. That is exactly what the experienced agile consultant and coach Alvar Lundberg does in his book. He shows the elements of the Spotify framework, explains its background and shows the reader how he can approach his own agile implementation based on these considerations and insights. He does not focus on specific methods but on agile thinking and acting itself. Learn to understand the Spotify model and how to use it successfully for your organization and your projects!

Leseprobe

Inhaltsverzeichnis

Foreword

Go Agile?

Being agile - acting agile

The Spotify Framework

Squad

Communication needs and number of people

Tuckmans phase model for team development

Hack Time

Rolls

Tribe

Rolls

Dependencies between squads of a tribe

Chapters and Guilds

Further elements

Regular releases

Making mistakes is desired

Lean Startup

Agile leadership

Enhance Spotify

Trios

Product Lead

Tech Lead

Design Lead

Alliances

Three steps to building your own agile organization

Step Zero

The first step

The second step

The third step

The Scaling

The organization and management

Literature list

Foreword

Many organizations today find themselves in the situation that they have introduced Scrum and either didn't really succeed with it or became so successful that they now want to take the next step and ask themselves how to coordinate the work of several teams that can work on the same product.

Strangely enough, both types of organizations seem to have shown great interest in the Spotify experience (often called the Spotify Model or Spotify Framework) in recent times. The former because they often see the framework "Scrum" as responsible for their failure, the latter because they believe that the Spotify model might be a suitable step for them.

Even if one should certainly not write this in the preface: both are not right. The former, because the probability of becoming successful with a Spotify approach, if you have already "not managed" Scrum, is rather low, because the actual success factor of Scrum, the building of a self-organized, motivated team that takes responsibility and is given the necessary competencies, is maintained or even strengthened in the Spotify model. The latter will hopefully not be successful with the Spotify approach, but based on the experiences of Spotify with their own agile, possibly inspired approach.

Nevertheless: this book is recommended to both groups. The former because it will hopefully help to better understand the importance of the team in any agile approach, the latter because the model presented here will hopefully provide a good starting point for one's own development as an agile organization.

If you know methods and frameworks like Scrum, Kanban or similar, you might assume that these have the character of a blueprint for a successful agile organization. Of course, this is as nonsensical as the fact that the Agile Manifesto is still published in the 2001 version and has not really changed since then, except for translations. This has nothing to do with agility. Nevertheless: most teams think that the most important thing about Scrum are the events, roles, artifacts and rules. This shows that you have not understood the concept of agility. The real heart of Scrum are the values and the pillars of Scrum (transparency - verification - adaptation). This is in no way intended to show that elements of Scrum (events, roles, artifacts and rules) are simply arbitrary and can be exchanged or omitted without consequences.

If you can internalize and understand this idea, then you are at the right point to start using Spotify. You are where the Spotify team was a good decade ago: you understand that the need for continuous improvement and development goes beyond - and must go beyond - what can be read in the Scrum Guide for Scrum, or the writings of David Anderson for Kanban. Agility means to get involved in experiments, to evaluate them and to adopt good results and to optimize unsatisfactory ones by new theses and experiments. Logically, the same result cannot be achieved for every company, every industry, every product manufacture. The Scrum-Guide describes Scrum as a framework, a framework that can be filled out by practices and methods. As long as one moves within the framework Scrum we can talk about doing Scrum, when we leave it we should also name the process model differently. Not Spotify - unless it is your company, but for example according to your own company - because it is not about imitation but about learning from each other, learning from different experiences and developing your own approach based on this, which is necessarily constantly evolving.

The present book as Spotify should not be read as a model, which you should implement step by step, but as an approach and basis for your own considerations and experiments. In fact, it should be noted that what is written in this book - and the other sources about the Spotify framework on the Internet - does not represent what Spotify is doing today, but rather gives pictures of a development that continues to go on.

I wish you many exciting experiments and insights and a good journey on your agile development path

Alvar

Go Agile?

Today we live in a VUCA world1 . Globalization, technological progress, social changes. The number of influencing factors that shape our lives today, both in our private lives and in the economic environment, are changing the world at a rapid pace. What was all the rage three years ago is now common knowledge without which products can no longer be sold. At the same time the world is getting bigger and bigger for most companies. The cooperation with teams and partner companies on other continents has long become daily business even for many small companies. This has an impact on organizations as well as on leadership. Where this fails to happen, the survival of companies is in acute danger.