mike cottmeyer - how to get started with agile

Getting Started with AgileMike Cottmeyer

mike cottmeyerenterprise agile coach

mike@cottmeyer.com404.312.1471

www.leadingagile.comtwitter.com/mcottmeyer

“I estimate that 75% of those organizations using Scrum will not succeed in getting the

benefits that they hope for from it.”

Ken SchwaberFebruary 2008

Culture & Structure

People, Process & Tools

Team

Team

Team

Traditional Enterprise

Agile Teams

Agile Team

Agile Team

Agenda

1. How to focus on value creation

2. Setting up the team and getting started

3. Establishing a delivery cadence and building trust

4. Clearing the way and replicating success

Agenda

1. How to focus on value creation

2. Setting up the team and getting started

3. Establishing a delivery cadence and building trust

4. Clearing the way and replicating success

Agenda

1. How to focus on value creation

2. Setting up the team and getting started

3. Establishing a delivery cadence and building trust

4. Clearing the way and replicating success

Agenda

1. How to focus on value creation

2. Setting up the team and getting started

3. Establishing a delivery cadence and building trust

4. Clearing the way and replicating success

Agenda

1. How to focus on value creation

2. Setting up the team and getting started

3. Establishing a delivery cadence and building trust

4. Clearing the way and replicating success

Focusing on Value Creation

What Do We Deliver?

• Project focused organizations

• Product focused organizations

• Operations focused organizations

What Do We Deliver?

• Project focused organizations

• Product focused organizations

• Operations focused organizations

• Investments across products not level

• Investments across multiple products

• Business case made for each investment

• People vary project to project

• Teams tend to form and re-form as projects spin up

What Do We Deliver?

• Project focused organizations

• Product focused organizations

• Operations focused organizations

• Incremental ongoing investment in a single product

• Investment is pre-approved and scope is negotiated release to release

• Team members tend to be stable across releases

• Teams better able to stay together

What Do We Deliver?

• Project focused organizations

• Product focused organizations

• Operations focused organizations

• Similar in form to product focused

• Teams can stay together

• Investments are level over time

• Characterized by rapid changes to the product backlog based on immediate customer demand

What Do We Value?

• Emergent outcomes

• Predictive outcomes

• Managing flow

What Do We Value?

• Emergent outcomes

• Predictive outcomes

• Managing flow

• Change is encouraged

• Focused on optimizing business outcomes

• Features vary based on customer input

• Agile is primarily a mechanism for fast feedback from customers on what to build

What Do We Value?

• Emergent outcomes

• Predictive outcomes

• Managing flow

• Change is not as desirable

• Convergence over emergence

• Customer has a clear idea of what they expect

• Agile is primarily a mechanism for rapid risk reduction, and learning

What Do We Value?

• Emergent outcomes

• Predictive outcomes

• Managing flow

• Constantly changing backlog

• Need a way to understand capacity

• Need a way to make and meet short term commitments

• Agile is primarily a scheduling mechanism

Choosing The Agile Pilot

• Value• Constraint• Risk

Choosing The Agile Pilot

• Value• Constraint• Risk

ValueCreation

Choosing The Agile Pilot

• Value• Constraint• Risk

ValueCreation

ImprovementOpportunity

Choosing The Agile Pilot

• Value• Constraint• Risk

Agile Pilot Team

Setting Up the Team and Getting Started

Building Your Team

Developers

DevelopersTesters

Developers

Analyst

Testers

Developers

PMAnalyst

Testers

Developers

CSMAnalyst

Testers

Product Owner

CSMAnalyst

Testers

Developers

http://www.situational.com/

Forming

http://www.situational.com/

Forming

Storming

http://www.situational.com/

Forming

StormingNorming

http://www.situational.com/

Forming

Storming

Performing

Norming

http://www.situational.com/

Team

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Feature

Database

Report

Screen

Choosing Your Methodology

Team

Team

Scrum

Team

Scrum

XP

Team

Scrum

XPAUP

Team

DSDMScrum

XPAUP

Team

DSDMScrum

XPAUP Lean

Team

DSDMScrum

XPAUP Lean

Kanban

Linking to the Enterprise

I1-N

I0I1-N

I0I1-N

IH

Inc.Construction

Trans.

I0I1-N

IH

Elab.

Inc.Construction

Trans.

I0I1-N

IH

Elab.

Initiate Plan Execute Monitor & Control Close

Establishing a Delivery Cadence and Building Trust

Cadence and Trust

• Deal with breadth first, then depth

• Focus on good technical practices

• Build trust through delivery

• Communicating status to the business

Cadence and Trust

• Deal with breadth first, then depth

• Focus on good technical practices

• Build trust through delivery

• Communicating status to the business

http://www.methodsandtools.com/

Epic

Epic

Epic

Epic

Feature

Feature

Feature

Feature

Feature

Feature

Epic

Epic

Epic

Epic

Feature

Feature

Feature

Feature

Feature

Feature

Epic

Epic

Epic

Epic

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Database

Report

Screen

User Story

User Story

User Story

User Story

User Story

User Story

User Story

Cadence and Trust

• Deal with breadth first, then depth

• Focus on good technical practices

• Build trust through delivery

• Communicating status to the business

Database

Report

Screen

• Test Driven Development

• Continuous Integration

• Pair Programming

• Refactoring

Database

Report

Screen

• Test Driven Development

• Continuous Integration

• Pair Programming

• Refactoring

Database

Report

Screen

• Test Driven Development

• Continuous Integration

• Pair Programming

• Refactoring

Database

Report

Screen

• Test Driven Development

• Continuous Integration

• Pair Programming

• Refactoring

Database

Report

Screen

• Test Driven Development

• Continuous Integration

• Pair Programming

• Refactoring

Cadence and Trust

• Deal with breadth first, then depth

• Focus on good technical practices

• Build trust through delivery

• Communicating status to the business

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Organizational Roadmap

Release Release Release

I1 I2 I3 I4 I5 I6 I7 I8 I9

Cadence and Trust

• Deal with breadth first, then depth

• Focus on good technical practices

• Build trust through delivery

• Communicating status to the business

BurndownGraphs

BurndownGraphs

BurndownGraphs

Agile Team

Agile Team

RYGStatus

Gantt Charts

EVM

Risk Burndown

Removing Common Impediments

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product Ownership• Well communicated

expectations• Create real value

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product Ownership• Well communicated

expectations• Create real value

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product Ownership• Well communicated

expectations• Create real value

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode

teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product

Ownership• Well communicated

expectations• Create real value

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product Ownership• Well

communicated expectations

• Create real value

Clearing Impediments

• Matrixing

• Power & Politics• Mixed mode teams• Unclear

expectations• High velocity, low

value

• Specializing generalists

• Safety• Product Ownership• Well communicated

expectations• Create real value

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

The Approach

• Baseline agility assessments

• Enterprise value modeling

• Current reality diagrams

• Coaching and training

• Control teams

Learning Outcomes

1. Focus on measurable value

2. Build organizations around agile teams

3. Working, valuable software builds trust

4. Inspect and adapt and get better

Learning Outcomes

1. Focus on measurable value

2. Build organizations around agile teams

3. Working, valuable software builds trust

4. Inspect and adapt and get better

Learning Outcomes

1. Focus on measurable value

2. Build organizations around agile teams

3. Working, valuable software builds trust

4. Inspect and adapt and get better

Learning Outcomes

1. Focus on measurable value

2. Build organizations around agile teams

3. Working, valuable software builds trust

4. Inspect and adapt and get better

Learning Outcomes

1. Focus on measurable value

2. Build organizations around agile teams

3. Working, valuable software builds trust

4. Inspect and adapt and get better

Replicate your success!

mike cottmeyerenterprise agile coach

mike@cottmeyer.com404.312.1471

www.leadingagile.comtwitter.com/mcottmeyer

Getting Started with AgileMike Cottmeyer

www.leadingagile.com