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Copyright © 2016 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY
Is Your Agile A Sinking Ship? The Path to Agility Can Be Its Lifesaver
Get your mobile phone ready as we will do real time polling during this session. Text VELOCITY to 22333 to join.
David HawksAgile Trainer and Coach
@austinagile
AgileVelocity.com
Accelerate Agility Transformation | Training | Coaching
EVERYONE HAS ADOPTED AGILE IN SOME CAPACITY 94% of all organizations surveyed now practice agile. (VersionOne State of
Agility 2015)
ONLY 53% OF AGILE PROJECTS ARE SUCCESSFUL
It is better than waterfall, but is that good enough?
(VersionOne State of Agility 2015)
THERE IS MORE BAD AGILE THAN GOOD AGILEWhy is that?
Path to AgilityStage Align Learn Predict Accelerate Adapt
Pains
• Goal is to “implement” Agile, Scrum, SAFe, etc.
• Lots of chaos and resistance• No process for escalating
organizational impediments• Teams don’t feel management is
bought in
• Different understandings of Agile/ Scrum
• Think Agile is just a process change
• No time to make improvements• Not a safe to fail environment• Leadership is acting the way they
always have
• Lots of carryover into next Sprint
• Dev & QA not working close together
• No known Velocity• Ambiguous backlog and stories
• Long release cycle times• Organizational friction with the
“business”• Long customer feedback cycles• Low customer satisfaction
• Low employee engagement across the organization
• Executive leadership not operating with agility
• Other departments culture not aligned with Agile
Your Rating (1-5)
Potential Solutions
• Set strategic measurable goals• Create a sense of urgency• Form a Transformational
Leadership Team• Create a Transformation Backlog• Make progress transparent and
visible
• Training for all team members• Training for leadership• Provide slack to learn• Emphasize team building• Form cross-functional teams
• Make all work visible• Limit WIP until you are getting
“Done Done”• Constant team Backlog
Grooming• Break work down and swarm• Embrace cross functional team
goals• Cross train and develop T-shaped
ppl
• Leadership focus on optimizing the whole
• Urgently resolve organizational impediments
• Test Automation, Continuous Integration, DevOps
• Lean Product Discovery
• Educate teams and leaders across the org
• Implement Agile practices in other parts of the organization (Make work visible, self-organizing teams, daily standup, etc.)
• Change leadership mindset to servant leadership
Your Action Item
Pitfall #1No Alignment on Mission
Satir Model of Change
Status Quo
Satir Model of Change
Chaos & Resistance
Status Quo
Satir Model of Change
Integration & Practice
Chaos & Resistance
Status Quo
Satir Model of Change
Integration & Practice
Chaos & Resistance
Status Quo New Status Quo
Satir Model of Change
Apply Organizational Change Management
1. Create Urgency
2. Form a powerful coalition
3. Create a vision for change
4. Communicate the vision
5. Empower action
6. Create quick wins
7. Build on the change
8. Make it stick
Creating the climate for
Change
Engaging & enabling the organization
Implementing & sustaining for change
Adapted from Dr John Kotter’s 8 Step Process for leading changehttp://www.kotterinternation.com/our-principles/changesteps/changesteps
Run the Transformation using Agile
Insights and organizational impediments from teams
TransformationBacklog
TransformationTeam
Product of Transformation:
Agile teams working in an agile organization
Align
Path to Agility
AlignPath to Agility - Stage 1
Pains
• Goal is to “implement” Agile, Scrum, SAFe, etc.
• Lots of chaos and resistance
• No process for escalating organizational impediments
• Teams don’t feel management is bought in
Solutions
• Set strategic measurable goals
• Create a sense of urgency
• Form a Transformational Leadership Team
• Create a transformation backlog
• Make progress transparent and visible
Discussion: What could your leaders do better to support your change?
Pitfall #2Team and Leadership not equipped with knowledge
Self Organizing Teams need Knowledge and Support
Traditional Teams Agile Teams
Project Manager Team Lead
Self-Organizing
Servant LeaderFacilitator
ShuHaRi
Stages of Team Learning
SHU
HA
RI
Follow the Rule
Break the Rule
Be the Rule
Stages of Team
Development
Casual
Connected
Committed
Forming• confusion• uncertainty• assessing situation• testing ground rules• feeling out others• defining goals• getting acquainted• establishing rules
• disagreement over priorities• struggle for leadership• tension• hostility• clique formation
Storming
Norming
Performing
• consensus• leadership accepted• trust established• standards set• new stable roles• co-operation
• Successful performance• flexible, task roles• openness• helpfulness• delusion, disillusion and
acceptance
Incre
asing
grou
p
effec
tiven
ess o
ver t
ime
Stage 1 immature group
Stage 2 fractional group
Stage 3 sharing group
Stage 4 effective team
LearnAlign
Path to Agility
LearnPath to Agility - Stage 2
Pains
• Different understandings of Agile/ Scrum
• Think Agile is just a process change
• No time to make improvements
• Not a safe-to-fail environment
• Leadership is acting the way they always have
Solutions
• Training for all team members
• Training for leadership
• Provide slack to learn
• Emphasize team building
• Form cross-functional teams
Pitfall #3Not Getting to Done
Focus on Clarity of Scope
BacklogGrooming:• EngagedPO• Wholeteam
involvement• Conversations• Prepareforfuture
Sprints• DefinitionofReady
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
Dev 4
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
Dev 4
QA 1
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
Dev 4
QA 1
QA 1
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
Dev 4
QA 1
QA 1
QA 2
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2
Stor
y 3
Stor
y 4
Stor
y 1
Individual Efficiency != Team Effectiveness
Dev 1
Dev 2
Dev 3
Dev 4
QA 1
QA 1
QA 2
QA 2
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
Stor
y 2b
Stor
y 3a
Stor
y 3b
Stor
y 4a
Stor
y 4b
Stor
y 2a
Stor
y 1b
Stor
y 1a
Get Something “Done Done” every Few Days
Dev 1 & 2
2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
QA 1Dev 1 & 2
QA 1
Dev 3 & 4QA 2
Dev 3 & 4QA 2
Dev 1 & 2QA 1
Dev 1 & 2QA 1
Dev 3 & 4QA 2
Dev 3 & 4QA 2
New Skills Required:Break Work Down (Stories/Tasks), Swarm, xFunctional Teams, Cross Training (T-Shaped ppl)
PredictLearnAlign
Path to Agility
PredictPath to Agility - Stage 3
Pains
• Lots of carryover into next Sprint
• Dev & QA not working close together
• No known Velocity
• Ambiguous backlog and stories
Solutions
• Make all work visible
• Limit WIP until you are getting “Done Done”
• Constant team Backlog Grooming
• Break work down and swarm
• Embrace cross-functional team goals
• Cross train and develop T-shaped people
Discussion: What needs to happen to get 9 out of 10 Sprints 100% Done?
Pitfall #4Not Optimizing the Whole
Optimize the Full Value StreamId
eatio
n
Prio
ritiz
atio
n
Req
uire
men
tsD
efini
tion
Impl
emen
tatio
n
Qua
lity
Ass
uran
ce
Inte
grat
ion
&
Reg
ress
ion
Test
ing
Dep
loym
ent
Cus
tom
er/ M
arke
t Val
idat
ion
Optimize the Full Value StreamId
eatio
n
Prio
ritiz
atio
n
Req
uire
men
tsD
efini
tion
Impl
emen
tatio
n
Qua
lity
Ass
uran
ce
Inte
grat
ion
&
Reg
ress
ion
Test
ing
Dep
loym
ent
Cus
tom
er/ M
arke
t Val
idat
ion
Scrum
Optimize the Full Value StreamId
eatio
n
Prio
ritiz
atio
n
Req
uire
men
tsD
efini
tion
Impl
emen
tatio
n
Qua
lity
Ass
uran
ce
Inte
grat
ion
&
Reg
ress
ion
Test
ing
Dep
loym
ent
Cus
tom
er/ M
arke
t Val
idat
ion
Scrum
Test Automation/ Continuous Integration
Optimize the Full Value StreamId
eatio
n
Prio
ritiz
atio
n
Req
uire
men
tsD
efini
tion
Impl
emen
tatio
n
Qua
lity
Ass
uran
ce
Inte
grat
ion
&
Reg
ress
ion
Test
ing
Dep
loym
ent
Cus
tom
er/ M
arke
t Val
idat
ion
Scrum
Test Automation/ Continuous Integration
DevOps
Optimize the Full Value StreamId
eatio
n
Prio
ritiz
atio
n
Req
uire
men
tsD
efini
tion
Impl
emen
tatio
n
Qua
lity
Ass
uran
ce
Inte
grat
ion
&
Reg
ress
ion
Test
ing
Dep
loym
ent
Cus
tom
er/ M
arke
t Val
idat
ion
Scrum
Test Automation/ Continuous Integration
DevOps
Lean Product Discovery
Discussion: Where is the main bottleneck in your Full Value Steam?
Predict AccelerateLearnAlign
Path to Agility
AcceleratePath to Agility - Stage 4
Pains
• Long release cycle times
• Organizational friction with the “business”
• Long customer feedback cycles
• Low customer satisfaction
Solutions
• Leadership focus on optimizing the whole
• Actively resolve organizational impediments
• Test Automation, Continuous Integration, DevOps
• Lean Product Discovery
Path to AgilityStage Align Learn Predict Accelerate Adapt
Pains
• Goal is to “implement” Agile, Scrum, SAFe, etc.
• Lots of chaos and resistance• No process for escalating
organizational impediments• Teams don’t feel management is
bought in
• Different understandings of Agile/ Scrum
• Think Agile is just a process change
• No time to make improvements• Not a safe to fail environment• Leadership is acting the way they
always have
• Lots of carryover into next Sprint
• Dev & QA not working close together
• No known Velocity• Ambiguous backlog and stories
• Long release cycle times• Organizational friction with the
“business”• Long customer feedback cycles• Low customer satisfaction
• Low employee engagement across the organization
• Executive leadership not operating with agility
• Other departments culture not aligned with Agile
Your Rating (1-5)
Potential Solutions
• Set strategic measurable goals• Create a sense of urgency• Form a Transformational
Leadership Team• Create a Transformation Backlog• Make progress transparent and
visible
• Training for all team members• Training for leadership• Provide slack to learn• Emphasize team building• Form cross-functional teams
• Make all work visible• Limit WIP until you are getting
“Done Done”• Constant team Backlog
Grooming• Break work down and swarm• Embrace cross functional team
goals• Cross train and develop T-shaped
ppl
• Leadership focus on optimizing the whole
• Urgently resolve organizational impediments
• Test Automation, Continuous Integration, DevOps
• Lean Product Discovery
• Educate teams and leaders across the org
• Implement Agile practices in other parts of the organization (Make work visible, self-organizing teams, daily standup, etc.)
• Change leadership mindset to servant leadership
Your Action Item
Exercise: What is the top thing you can go implement?
Predict AccelerateLearnAlign Adapt
Path to Agility
Status Quo Chaos & ResistanceIn
tegr
atio
n &
Prac
tice
New Status Quo
The goal for the transformation cannot be to do Agile. Understanding and communicating the business objectives that will be achieved with the transformation is a critical first step.
Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works.
Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place.
Teams harden these newly learned practices and become more disciplined in order to deliver working product in a predictable and iterative manner.
Once the teams become disciplined and predictable, we can focus on team and organizational improvements to optimize across the full delivery cycle and shorten time to market.
Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever-changing market demands as they have transformed to an organization with true Agility.
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