20161028 agile-fluency-model-by-jerry-rajamoney
TRANSCRIPT
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Agile Fluency™ ModelJerry Rajamoney
Agile Tour Bangkok 2016
Agile Fluency™ is a trademark of Diana Larsen and James Shore
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Creators of Agile Fluency™ ModelDiana Larsen
• Co-authored Agile Retrospectives: Making Good Teams Great
• In collaboration with James Shore, D iana deve loped the Ag i le Fluency™ Model
James Shore • http://www.jamesshore.com • Co-authored The Art of Agile
Development
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Sincere Thanks toAdam Light • for reviewing and providing valuable feedback
Reference • http://www.agilefluency.org/ • http://martinfowler.com/articles/agileFluency.html
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About meJerry Rajamoney • Live in Bangalore, India • Works as Agile Coach in
https://in.linkedin.com/in/jerryrajamoney
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Agile Fluency™ Model – What?
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Why?Why Agile Fluency Model?
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AdvantagePromotes Improvement • Each new star illuminates new
benefits
Positive • Every investment in fluency
holds value
Inclusive • Any and all methods get up
there
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Focus on Fluency, Not Maturity• Fluency is being able to do something successfully under stress,
naturally • Routine, Smooth, Skillful ease • What you do automatically without thinking • Comes from an Investment in learning • Its like • How fluent are you in speaking a new language?
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Zone Summary• Start with… Building Code
• Focus on Value
• Deliver Value
• Optimize Value
• Optimize for Systems
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An Investment & Journey• Stars aren’t maturity
• Think of “bus zones”
• The further you travel, the more it costs
• No point in going where you don’t want to
• Pick the stop that suits your organization
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The BeginningStart – Building Code
• To get to the next stop requires a Team Culture Shift
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Teams Focus on Value• Teams fluent at the one-star level focus on creating business value • Scrum and Kanban are examples of Agile methods used by one-star
teams • In addition to user stories, techniques in common use include
backlogs, retrospectives, and iterations, Sprints, or Kanban boards
• To get to the next stop requires a Team Skills shift
Benefit Greater visibility into teams’ work; ability to redirect.
Investment Team development and work process design.
Core Metric Team regularly reports progress from a business value perspective.
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Teams Deliver Value• Teams fluent at the two-star level not only focus on business
value, they realize that value by shipping on the market’s cadence • Extreme Programming is an Agile method commonly used by two-
star teams. It’s often combined with Scrum or Kanban • Useful techniques include continuous integration, test-driven
development, pair programming, and collective ownership
• To get to the next stop requires a Organizational Structure shift
Benefit Low defects and high productivity.
Investment Lowered productivity during technical skill development.
Core Metric Team ships on market cadence.
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Teams Optimize Value• Three-star teams deliver the most value possible for your investment.
They understand what the market wants, what your business needs, and how to meet those needs • The ideas from Lean Software Development, Agile chartering,
embedded product management teams, customer discovery, and adaptive planning are all examples of techniques used by three-star teams.
• To get to the next stop requires a Organizational Culture shift
Benefit Higher value deliveries and better product decisions.
Investment Social capital expended on incorporating business expertise into team.
Core Metric Team provides concrete business metrics.
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Teams Optimize for Systems• Four-star teams contribute to enterprise-wide success. Team
members understand organizational priorities and business direction • Four-star teams adapt ideas from advanced management theories
and innovative product development methods. • Techniques include Agile portfolio management, systems thinking,
value stream analysis, whole system planning and radical self-organization.Benefit Alignment with organizational goals; synergistic effects
Investment Significant effort in establishing organizational culture; inventing new practices.
Core Metric Team reports how its actions impact the overall organization
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SummaryStage Benefit Investment Core Metric Time to
achieveAchievement Rate
Greater visibility into teams’ work; ability to redirect.
Team development and work process design.
Team regularly reports progress from a business value perspective.
2 - 6 months 45%
Low defects and high productivity.
Lowered productivity during technical skill development.
Team ships on market cadence. 3 - 24 months 35%
Higher value deliveries and better product decisions.
Social capital expended on incorporating business expertise into team.
Team provides concrete business metrics.
1 - 5 years 5%
Alignment with organizational goals; synergistic effects.
Significant effort in establishing organizational culture; inventing new practices.
Team reports how its actions impact the overall organization.
unknown very few
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Agile Fluency™ Model – How?
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Agile Fluency Diagnostic Tool• The Agile Fluency DiagnosticTM Instrument comprises of 21
questions • Licensed facilitators use the questionnaire as part of an team-
based interview • Individuals first complete the questionnaire on their own and
then participate in a facilitated discussion • A team’s self-rating at any given level of Agile Fluency
combines aggregated individual responses with the composite (Team) response
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1 Star Stage - Example
Your Team exhibits many of the characteristic behaviors of a “Focus on Value” team but did not rate the Core Metric as 5/Always.
Model “Focus on Value” Team
Core Metric: “On a regular cadence, in product reviews or project demos or other formats, the team reports what it’s working on, tells how it’s progressing from a business value perspective, and receives feedback for improving product quality from business representatives.”
Legend
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Recap• One Star Stage [ ]
• Teams learn to work together to focus on creating business value rather than merely f in ish ing technical tasks
• This star reflects Agile fundamentals
• Two Star Stage [ ] • Teams to invest in learning a wide
array of development skills • This star reflects Agile sustainability
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Recap• Three Star Stage [ ]
• Teams that dances and turns in response to changing market conditions, and collectively takes responsibility for building the best product
• Represents the promise of Agile
• Fourth Star Stage [ ] • Teams collaborate with other
teams to optimize the value p r o d u c e d b y t h e i r w h o l e organization
• Represents Agile’s future
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Recap• All these levels provide benefits,
and every level is the right level for some team
• Often • T h r e e s t a r s s u i t s m a l l
organizations • Two stars suit large organizations
• Practice everything needed to achieve that level right from the beginning
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All Credit & Thanks to• Creators
• Diana Larsen • James Shore
• Reviewer • Adam Light
• Reference(s): • http://www.agilefluency.org/ • http://martinfowler.com/articles/
agileFluency.html
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Questions ???
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Backup slides
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Overview
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Technology
SuccessBusines
s Success
Personal
Success