path to agility - adoption patterns to overcome transformation pitfalls
TRANSCRIPT
Path to Agility: Adoption Patterns to Overcome Pitfalls
David Hawks, CST, CEC @austinagile
Accelerate Agility
Get your mobile phone ready as we will do real time polling during this session. Text VELOCITY to 22333 to join.
@Agile_Velocity
David HawksAgile Trainer and Coach CEO of Agile Velocity
@austinagile
Accelerate AgilityAgile Training and Transformations
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)
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
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
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
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)
Focus on Clarity of Scope
BacklogGrooming:• EngagedPO• Wholeteam
involvement• Conversations• Prepareforfuture
Sprints• DefinitionofReady
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
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
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
AdaptPath to Agility - Stage 5
Pains
• Low employee engagement across the org
• Executive leadership not operating with agility
• Other departments culture not aligned with Agile
Solutions
• Educate teams and leaders across the organization
• Implement Agile practices in other parts of the organization (Make work visible, self-organizing teams, daily standup, etc.)
• Change leadership mindset to servant leadership
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
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.
@agile_velocity
accelerate AGILITY
Visit our booth to speak with our coaches and win great prizes.
Tweet questions and continue the dialogue, @Agile_Velocity.
AGILE TRANSFORMATIONS with less risk
AGILE TRAINING with more engagement
AGILE TEAMS with faster value