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Why Agile for Leaders—12 Practices for Agile Transformation
!Jean Tabaka, Rally Software
www.rallydev.com
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Agile is failing!
!
How can YOU ensure Agile
failure?
!
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!
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Agile is not the problem
!
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Beautiful practices of Agile success
!
Don’t abandon Agile
!
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Lead with success practices
Prepare to change
WORLD your
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your group
your organization
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your company
your customers
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Expansion not
Scarcity
Continued
Customer Value
Knowledge -creating company
What do we mean by Agile?
!
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OVERVIEW SCRUM
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Scrum&VALUES&&&
! !Commitment!
! !Focus!
! !Openness!
! !Respect&&
! !Courage!
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Scrum&asks&you&to&commit&to&a&goal&and&then&provides&you&with&the&authority&to&meet&that&commitment.&
Scrum&insists&that&you&focus&all&your&efforts&on&the&work&you're&commi:ed&to&and&ignore&anything&else.&&
Openness&is&promoted&by&the&fact&that&everything&about&a&Scrum&project&is&visible&to&everyone.&&
Scrum&asks&you&to&have&the&courage&to&commit,&to&act,&and&to&be&open&with&respect.&
ww
w.ddj.com
/dept/architect/184414912?cid=Am
bysoft
Product!Backlog!
Sprint/Itera;on!!Backlog!
Sprint/Itera;on!2=4!Weeks!
Daily3Mee5ng3
Poten;ally!Shippable!Product!
Increment!
SPRINT/ITERATION MECHANICS
3Demo/Review33&33Retrospec5ve3
Sprint3/Itera5on3Planning3
Release3Planning3&3Backlog3Grooming3
Burndown!Chart!!
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SHIPPABLE” PRODUCT INCREMENT?
“POTENTIALLY What is a
TESTED HIGH QUALITY
COMPLETE
DONE
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(potentially shippable) = SHIPPABLE
Target
Scrum: WORKFLOW of “SPRINTS”
Sprints/Iterations
release release
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What are the Scrum roles?!
Facilitates with team and customer
Doesn’t commit to dates, budgets
Enforces values and practices
Not the decision maker
Removes impediments
Servant leader
SCRUM MASTER
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PRODUCT OWNER
Represents (or is) the customer
One voice, often representing many
Defines product vision & conveys goals
Prioritizes the Product Backlog for value delivery
Responsible for the ROI
TEAM DELIVERY
Typically 5-9 people
Full-time members
Self-organizing
Self-managing
Cross functional
No egos
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PO!
SM!
TEAMS
DEDICATED PERSISTENT
SCRUM? WHY
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We can’t know everything up front
Rita Willaert
How Scrum Reduces Risk • Iterative and incremental development provides fast feedback loops
• Fast feedback loops provide fast learning about features, technology, market
• Focus and visibility means support delivery, and better information for decision-making
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How Scrum Reduces Risk • Iterative and incremental development provides
fast feedback loops
• Fast feedback loops provide fast learning about features, technology, market
• Focus and visibility means support delivery, and better information for decision-making
How can I bring Agile into
my organization? !
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A question for you
!
How do you turn an elephant?
Attribution: flickr/coolinsights
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Switch!
To truly switch:!
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Direct the rider!
Motivate the elephant!
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Shape the path!
Each of the 3 patterns has practices for successful
Agile transformation !
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Direct the rider!
A clear and compelling goal
!
#1 !
http://www.flickr.com/photos/inkybob/122476158"
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http://www.flickr.com/photos/inkybob/122476158"
“Why are we undertaking an Agile transformation?”
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Crisis or culture of improvement?
!
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Scarcity or expansion?
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Vision
High-level Agile transformations support your organizational VISION
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Examples from real customers:
• Earlier business value via faster time-to-market • Transparency, visibility, predictability • Improve employee engagement and teamwork!
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Script a co-created transformation framework!
#2 !
Set!High)Level!Business!Goals!![Co$create*clear*goals*at*all*levels]*
1.!2.!3.!
!Define!Success!Metrics!
Goal Metric How Reported
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Set an initial rollout plan Example of an Agile Rollout for 500 people
Vision
Roadmap
Release
Iteration
Daily
Steer your Agile rollout to support levels of business planning, decisions, certainty
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Engage your plan with guidance
!
#3 !
Find bright spots—seek mentors
!
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Books are not enough. We need to find others and work with them.
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Motivate the elephant!
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Engaged executive sponsorship
!
#4 !
Create a sense of caring and
engagement that invites people’s gifts
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Fully committed—a Social Contract
!
Israel Gat – Cutter Consortium
Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
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Servant leadership
!
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Shrink the change
!
#5 !
What’s in it for me? (WIIFM)
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“We will learn and all of us will have better skills as software professionals.”
Support collaboration not command and control
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Start pilot teams based on rollout plan
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Learn and mature before you scale
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Grow your people
!
#6 !
Train everyone in their roles
!
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Each person knows what to do
Create safe team ownership and commitment
!
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Shape the path!
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Define cadences and a framework of feedback
!
#7 !
Form support councils not status reporting
!
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Teams and stakeholders share feedback on the transformation and the business
Mul;=Team!Program!
Team=of=Teams!!Program!Steering!
Portfolio Mgt & Governance
Architecture Council
Release Mgt
Sustain cadences of feedback
!
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AGILE cadences ORGANIZATIONALLY
Quarterly Business Cycle (Cross Organizations)
Product Cycles (Cross Departments)
Team Cycles
Incremental!Delivery!of!Customer!Value!Product Backlog
Release Backlog
Iterations 1-4 Weeks
Daily Meetings
Product Increment
Releases 1-4 Months
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• Release planning • Iteration planning • Daily planning • Demo and
Retrospective • Product council
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Vision
Roadmap
Release
Iteration
Daily
Inform the business Vision from through the cadences of decisions
Measure for feedback not control
!
#8 !
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Watch impacts on the flow of value
!
!Don
Reinertsen !
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“Watch the work product not the worker” -- Don Reinertsen
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!“The economics of FLOW is almost always dominated
by the cost of queues.”
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!Queues, variability, batch
size, WIP, cadence, feedback, distributed
decision making
!
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Readiness of the product increments
!
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Standardization and Optimization
www.scaledagileframework.com
Continuously pull engineering practices
!
#9 !
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GUI
Business Logic
Database
SLICES VERTICAL Story 1 Story 2
Build feature by feature
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Pull testing forward
Task Estimate Owner Code the UI 6 Brenda
Code the middle tier
8 Yi
Create and automate tests
4 Alan
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Invest in a resilient infrastructure
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Create a culture of continuous learning
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#10 !
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Retrospect at all levels regularly for continuous knowledge flow
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Prepare to scale
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#11 !
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Architect for change and growth in product and organization
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Maintain passionate
change agents !
Be patient and apply these practices to your context
!
#12 !
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AGILE Alignment takes time
Corporate Level
Departmental Level
Team Level
Personal Level
Revisit your compelling goal
!
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Examples from real customers:
• Earlier business value via faster time-to-market • Transparency, visibility, predictability • Improve employee engagement and teamwork!
Revisit the strength of your sponsorship
!
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Israel Gat – Cutter Consortium
Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
Frame*&*Empathize*
Build*&*Ship*
Test*&*Measure*
Learn*&*Share*
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Wrap up our story
!
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Agile is not the problem
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Success
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Your turn to turn the elephant
Attribution: flickr/coolinsights
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3 actions you can do right now
1. Start where you are
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2. Define your compelling goal
3. Seek bright spots and mentors
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Knowledge -creating company
Expansion not
Scarcity
Customer Value
“What questions do you have for me?”
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www.rallydev.com" ©2013 Rally Software Development Corp "
Go Agile. Go Rally."
Why Agile for Leaders—12 Practices for Agile Transformation
!Jean Tabaka, Rally Software
www.rallydev.com
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