workshop the oneabb team goes agile the tricks used for creating awareness and desire for change and...

WorkshopThe OneABB Team Goes Agile

The Tricks Used for Creating Awareness and Desire for Changeand Actually Doing the Change

Matthew Caine

AGILE

Some people call it amethod or an approach

above all

It is about PEOPLE and RESULTS

Assumptions

• You are looking for real challenges of “Agile”• Expect some quick-win “take-aways”• You are not here to fine-tune your Standups

Who am I?• English• Come from near Liverpool / Manchester• I.T. background• Lived in Zurich since 1994• Worked in London, NY, Berlin, Geneva and ZH• Discovered “Agile” in 2009

August 2011Setup M.C. Partners & Associates

September 2012Launched the Agile Academy

Community

OneABB’s Purpose:“An Awesome Website”

www.abb.com

www.abb.com

80 country sites

2000 content editors

over 1 million urls

10 million views / month

ABB’s website is a key customer connection

Facebook and LinkedIn are the top sources of traffic after direct visits, search, and visits from the intranet

The Real Story• No transparency on status, people or activities• 50 people in four countries• 40 people in Krakow organized by skill• Culture of maintenance• “Hero culture” with Prima Donnas• Agile, but not really• Constant “firefighting”• Stuff was late, not as expected, poor quality

This Workshop is aboutthe changes above and beyond Agile skills.

It is about some of the things we

had to docontinue to do

and still need to do

to give Agile a chance!

How the Workshop will Work

• 9 topics… The first 5-6:– Examine the Scenario / Theory– You get 5 minutes at your table to discuss– I then chose 2 groups for feedback– We then look at what was actually done

• At the end we’ll scan the remaining topics.

Creating Awareness & Desire

Performance Reviews

Managing Prima DonnasBetter Transparency on Work

Gold Plating = Quality/

Rem

ote

Team

Per

cepti

on

The Gantt Lie Chart vs “Agile Planning” Looking for & Building Trust

Remote Teamwork

Creating Awareness & DesireThe Scenario

It is May 2012. You are in a room with the key people from Krakow and Zurich. They know things have to improve. But don’t know where to start.

Your Task

Discuss how you would get them to:

1. Share & agree on their pains2. Want to address the pains3. Agree on the most important changes?

Creating Awareness & DesireStep 1: Brainstorm to Visualise “Tensions”

Creating Awareness & DesireStep 2: Run a Normal Retrospectives Session

Categories

What went well?

What do we need to start?

What do we need to stop?

What do we need to improve?

Out-of-the-box innovative ideas

3a) Place “tensions” on top

3b) Re-examine any left-overs

Creating Awareness & DesireStep 3: Which Tensions could be Resolved and Examine Left-overs

A

B

C

D

E

F

Creating Awareness & DesireStep 4: Group & Name

A

B

C

D

E

F

1. Each Team-member has 3 votes.2. Take 5 minutes to vote.3. Facilitator checks and summarizes the voting. 4. Debate results.

Creating Awareness & DesireStep 5: Prioritise

Priority

B

E

C

F

D

A

Priority Owner

B John

E Mary

C Mark

F Paul

D

A

A

B

C

D

E

F

Creating Awareness & DesireStep 6: Assign Owner

Don’t do low prio stuff!

As a peer-group they have identified their tensions, prioritized and assigned owners.By default they are aware and have the focus and desire to change.

Project Methodology

WellStructuring the

Work (Basecamp)

StartRegular

structured standups

ImprovePrioritization and deadline setting

ImprovePM ISDC GWH

StopHaving every task

a top priority

ImprovePlanning and Prioritization

WellDoing the scope

planning together

ImproveBe persistant with

things we have started. Do not abandon things.

StartHave a board

with projects and priorities visible

to everyone.

StopClassic BA process

StopMaking promises

without consulting

executing party

WellProjects where we have a clear

deliverables schedule

Everything is a priority to

everyone in GWM

ImproveSet up common rules for running

a project

Maintenance burden of “old” vs developing

new

ImproveInterative: Get feedback more often, earlier

StartGet the UX – BA –

DEV process working

WellProjects with

weekly meetings to followup on overall status

ImproveWorking on deadlines together


Managing Prima Donnas


Your Task

Discuss and list your thoughts on :

• The risks of prima-donnas to the teams, department & company.• How you could get the knowledge of the individual prima-donnas shared.

The Scenario

Krakow has a number of Individuals that are “prima-donnas”…


Bottleneck for the teams Difficult to plan Create dependencies in a sprint Burn out Cause resentment “Under a bus” syndrome Like to keep know-how Poor team members


Typical Solution

Two or more teams share:

But still:

• Bottleneck• Difficult to plan• Create dependencies in a sprint• Burn out• Cause resentment• “Under a bus” syndrome• Insecure – like to keep know-how• Poor team members

50%

Alternatively

• Make them free-agents• No longer responsible for deliverables• Now responsible for coaching &

supporting team members who deliver

Thus• Know-how transfer happens• Can support many people• Ego is not damaged ;-)

Better Transparency on Work

Better Transparency on WorkThe Scenario

• Zurich has no idea who is working on what or why people are working on things.• Krakow does not understand the priorities, as they constantly change.• Krakow do not know what to work on or why it is suddenly “important”.

Your Task

List your thoughts on how to gain transparency on:

1. Why work is important (Purpose)?2. What is coming (Future stuff)?3. Who is working now on what?

It is important that both Krakow and Zurich see the same information.

Better Transparency on Work

Idea Options High Level Plan Features Maintenance

Based on DSDM: Pre-Project, Feasibility, Foundations, Exploration & Engineering

Step 1: Define Phases that Projects are “in”

A long 10m Wall will help!

Better Transparency on WorkStep 2: Map Projects to the Phases and the Projects to Teams

Teams can start to PULL work…

Better Transparency on WorkStep 3: Assign People to Teams & Iterate (Action Gaps!)

Better Transparency on WorkStep 4: Make it All Accessible to All (Zurich & Krakow) All the Time e.g. Google Drive Docs

The Scenario

Krakow development speed is slowed due to:

• Developers gold-plating• Poor quality

Yet developers want to work on the next latest sexiest work.

Your Task

What do developers need to understand to:

• reduce gold-plating • deliver quality• get developer working on the next sexy project?



Build the absolute minimum.

Don’t be tempted to do what is interesting.

Build it well.

Make it from simple stuff.

Frees developers from future maintenance.

Gives time to start the next sexiest job.

Rem

ote

Team

Per

cepti

on

Rem

ote

Team

Per

cepti

onThe Scenario

• There is miscommunication in the team split across Zurich & Krakow.• People are by-passed and feel unappreciated• Others have to much to do.

Your Task

Two groups will:

1. Read their team descriptions2. Put names to the Roles

(based on DSDM) – Flipchart Provided

3. Reveal the results

“Spot the Difference”.

BusinessSponsor

BusinessVisionary

BusinessAnalysts

BusinessAmbassadors

BusinessAdvisors

TechnicalCoordinator

SolutionTesters

SolutionDevelopers

ProjectManager

TeamLeader

“End user”

“Expert user”

Rem

ote

Team

Per

cepti

onSP

OT

THE

DIF

FERE

NCE

Rem

ote

Team

Per

cepti

onZurich’s Perception Krakow’s Perception

BusinessSponsor

BusinessVisionary

BusinessAnalysts

BusinessAmbassadors

BusinessAdvisors


SolutionTesters

SolutionDevelopers

ProjectManager

TeamLeader

????

BusinessSponsor

BusinessVisionary

BusinessAnalysts

BusinessAmbassadors

BusinessAdvisors


SolutionTesters

SolutionDevelopers

ProjectManager

TeamLeader

????

????

Mike Mike

????

Nolan Piotr

LukasCasperPawel

Eloise

Casper

Claire

Nolan

Casper

LukasPiotrPawel

Casper

Anna

Eloise

????

SPOT THE DIFFERENCE

The Gantt Lie Chart vs “Agile Planning”

The Gantt Lie Chart vs “Agile Planning”The Scenario

• Scrum & sprints are perfect for systems that are already live.• Zurich however, occasionally want to launch new products.• Sometimes for things that we don’t even know if they are possible.

DSDM is great for starting a new product…

• Take an idea• Test options and feasibility• Set up a high-level plan and context (JEDUF) • Finally to launch into regular sprints / Timeboxes.

Your Task

What could the context be? What makes sense to agree before development starts, especially in large corporate IT environments?

Assess Benefits

IncrementE J, A G

IncrementH C B

IncrementI D F

High Level Planning

Options

DeployDeployDeploy• Maintenance strategy• Testing strategy• Non-functional needs• Audit requirements• Regulatory needs• Hardware, software, middleware

• Prioritised Highlevel Requirements• Timebox Plans with MoSCoW’d requirements• Financial cost for entire plan.• Reporting• Resources• Delivery plan (training etc)

• ROI, Business Case• Risks, assumptions

• Business case, vision, assumptions• Options considered• Recommended option• Highlevel plan (ext deadlines)• Indictor of potential cost• Plan + cost to deliver “High level planning”• Key resources

Idea!

• 1-Pager• Business driver• V. Highlevel Objectives• Request to invest $x in

“Options”Decision Point(Go on, Stop)

Timebox

Deploy Into production(Not necessarily switch-on)

Prioritised RequirementsA mB sC sD cE mF cG mH mI sJ m

“Agile Planning”

AT THIS POINT STILLNO DETAILED SPEC or DESIGN (JEDUF)

Looking for & Building Trust

The Theory: The Five Dysfunctions of a Team (P. Lencioni, 2002)


Inattention toResults

Avoidance ofAccountabilit

y

Lack ofCommitment

Fear ofConflict

Absence ofTrust

Invulnerable: Don’t admitmistakes and weaknesses.

Artificial Harmony: Incapableof unfiltered and passionate debate.

Ambiguity: Rarely, if ever, buy-in andcommit but “pretend” to agree.

Low Standards: Don’t challenge peers whentheir actions appear counterproductive.

Status & Ego: Individuals put own or department’sneeds before that of the collective team’s goal.

Looking for & Building TrustThe Scenario

• People in Zurich have started to distrust those in Krakow.

• People in Krakow have started to distrust those in Zurich.

• “Finger pointing” & blame has started.

• There is an absence of trust!

Your Task

Agile teams have perfect moments to admit mistakes and weaknesses.

When are they? If team-members do trust each other, what do you hear when they talk?


Sprint Planning

Standups

Review

Retrospective

Backlog Grooming

“I need help”

“I made a mistake”

“I found an issue, can we look together”

“Your work was great”

“This is taking longer than I thought”

“Sorry, my assumption was wrong”

“I am not familiar with this code, whocan help me?”

“You said you’d work on this…why have you not done so?”

Remote Teamwork

Remote TeamworkThe Theory

Control from ZH

Krakow Autonomy

Freedom in a Framework

Top-Down

Bottom Up

Develop &

Empower

“Agile” is the frameworkControls Increase

Them and Us!

Remote TeamworkThe Scenario

Like 85% of teamwork, this team is remote (Zurich and Krakow).

People think that only co-located teams can be Agile.

Your Task

Discuss the reality that 85% of teams are not co-located. Then think about:

How far away do you have to be, to be “remote”? Why is being Agile actually better for a remote team?

Remote Teamwork

In the next room

When you cannot hear a conversation

50

Community Decay

TrustMotivation

Time

Face-to-face event

Face-to-face event

Remote Teamwork

Them & Us Feeling starts

51

Community Decay

TrustMotivation

Time


Face-to-face event

Face-to-face event

“Communication Decay”

Remote Teamwork

52

How Does Agile Help?

TrustMotivation

Time

Face-to-face event

Face-to-face event

Through FrequentPlanning, Standups, Reviews, Grooming and Retrospectives

Remote Teamwork


Performance Reviews

Performance ReviewsThe Scenario

You are now “Agile” your teams are working well.

However, people still have personal goals based on SMART deliverables.

Your Task

Discuss the reality that the teams cannot “predict” their deliverables:

What could be reviewed instead? Who should review it? Do we still match performance to bonus?

Performance Reviews

Reward good “Agile” behavior

Never tie performance to a bonus

Manager should never evaluate

http://www.management30.com/workout/merit-money/

Jurgen Apello:


Performance Reviews



Rem

ote

Team

Per

cepti

on


Remote Teamwork


Performance Reviews



Rem

ote

Team

Per

cepti

on


Remote Teamwork

Continuously Review

Improve Everything

We are Still Improving…

Next Week: ATDD,

“Hardening”, Planning

An awesome Websiteneeds PEOPLE

to deliver RESULTS

Any Questions?

Platform Link

Telephone +41 79 936 7060

Email [email protected]

Homepage www.mcpa.biz

Library www.mcpa.biz/blog

Xing https://www.xing.com/profile/Matthew_Caine

LinkedIn http://ch.linkedin.com/in/matthewcaine

Twitter mc_mcpa

Skype mc_mcpa

YouTube http://www.youtube.com/MCPartnersAssociates

Stay in Contact

Support Material

Remote Team Perspectives

• Team 1 – Zurich’s ViewMike is paying for the work. We know that Nolan is responsible for the whole thing with lots of help from Claire who works with the users.

Piotr helped to define the architecture together with Lukas, Casper and Pawel who are developers.

Claire tests and Eloise is looking after the backlog. Nolan organises the retrospectives and Casper is running the daily sprints in Krakow.

Remote Team Perspectives

• Team 2 – Krakow’s ViewMike is paying for the work. We know that Nolan is responsible for the whole thing and gives us our sprint backlog.

Casper is our team leader with Lukas, Piotr and Pawel who are developers. We also ask Casper for help with the technology.

Anna tests and Eloise is our BA. Nolan organises the retrospectives and Casper is running the daily sprints in Krakow.

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