Where is our Lead..err?A model for successful Agile AdoptionDan TeoFiserv

Intentional Gaps1.

Looking through a lense2.

Leadership Engagement3.

We’re going to talk about…

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1. Intentional Gaps

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Are there gaps?

What are the greatest concerns when adopting Agile?

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What do these gaps look like?

What are the barriers to further agile adoption?

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Intentional Gap #1 – Living the Values

▪ Filling the SM role?

▪ Role interpreted differently

▪ Impact of this?

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Intentional Gap #2 – Measuring Teams

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Committed vs Completed

DifferenceCommitted

Poin

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Performance measured on % committed

You get what you measure

Teams game’d

the system!© 2014 Fiserv, Inc. or its affiliates.

Intentional Gap #3 - Estimation

Different levels of estimation

Held to account for estimation?

Cone of uncertainty!

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Intentional Gaps

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Intentional Gaps

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Intentional Gaps

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Intentional Gaps

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2. Looking through a lense

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▪ Low Competency

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▪ High Commitment

▪ Low Competency

▪ Low Commitment

▪ High Competency

▪ Varied Commitment

▪ High Competency

▪ High Commitment

▪ Decision to go Agile▪ 2 Day Scrum Training▪ Scrum Boards forming

▪Low Competency▪High Commitment

▪ “Agile……”▪ Isn’t it exciting?!▪ Let’s wait and see..▪ This is fun!!

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Hear See

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Are you building a strong foundation?STAGE 1

▪ Strong Scrum Master

▪ External Consultant

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2▪ People “doing” scrum▪ DoR, DoD, Team Charter▪ Reliance on SM▪ Team forming..

▪Low Competency▪Low Commitment

▪ “Too many mtgs”▪ “That isn’t Scrum”▪ Why do we Point?

▪ Decision to go Agile▪ 2 Day Scrum Training▪ Scrum Boards forming

▪Low Competency▪High Commitment

▪ “Agile……”▪ Isn’t it exciting?!▪ Let’s wait and see..▪ This is fun!!

1

Hear See

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▪ There will be problems

▪ Supporting the teams to resolve, not resolving for them

Are values being role-modelled?STAGE 2

This is where old habits are broken

3▪ Self-Directing Teams▪ Stand-up without SM▪ Planning/Refinement▪ Sticking to Commitments

▪High Competency▪Varied Commitment

▪ “Our environments▪ Are always broken!”▪ Ahhh too many ▪ dependencies

2▪ People “doing” scrum▪ DoR, DoD, Team Charter▪ Reliance on SM▪ Team forming..

▪Low Competency▪Low Commitment

▪ “Too many mtgs”▪ “That isn’t Scrum”▪ Why do we Point?

▪ Decision to go Agile▪ 2 Day Scrum Training▪ Scrum Boards forming

▪Low Competency▪High Commitment

▪ “Agile……”▪ Isn’t it exciting?!▪ Let’s wait and see..▪ This is fun!!

1

Hear See

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▪ External Impediments outside of team

▪ Varied Commitment…

▪ Leadership Scrum?

Organizational impediments… have you been keeping them at bay?

Moment of realization…STAGE 3

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3▪ Self-Directing Teams▪ Stand-up without SM▪ Planning/Refinement▪ Sticking to Commitments

▪High Competency▪Varied Commitment

▪ “Our environments▪ Are always broken!”▪ Ahhh too many ▪ dependencies

2▪ People “doing” scrum▪ DoR, DoD, Team Charter▪ Reliance on SM▪ Team forming..

▪Low Competency▪Low Commitment

▪ “Too many mtgs”▪ “That isn’t Scrum”▪ Why do we Point?

▪ Decision to go Agile▪ 2 Day Scrum Training▪ Scrum Boards forming

▪Low Competency▪High Commitment

▪ “Agile……”▪ Isn’t it exciting?!▪ Let’s wait and see..▪ This is fun!!

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4 ▪High Competency▪High Commitment

▪ Celebrate Success▪ Ideas + Solutions

▪ Well oiled engine

Hear See

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▪Teams are fragile

▪Test of the Foundation

Teams might get here…but will they stay here?STAGE 4

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3. Leadership Engagement

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A Typical Scenario

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▪ Agile Master

▪ Agile Master▪ Scrum Teams

▪ Leadership Team

▪Low Competency▪High Commitment

▪Low Competency▪Low Commitment

▪High Competency▪Varied Commitment

▪High Competency▪High Commitment

▪ Training

▪ Assess Team Health▪ Room for Failure▪ Resource Mgmt Models▪ Measuring Performance

▪ Remove Org Impediments▪ Holding roles to account

▪ Organizational Flow▪ Portfolio -> Teams

▪ Scrum Teams

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Problems that Emerge..

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Cause Effect Outcome

Trained without organizational context

Confusion around organizational unique roles (PM, TL, Release Manager..?)

Teams confused about way of working

Repeat Training…

Changes to roles and Responsibilities not thought of…

Does the Line-Manager job change?

How do people managers support self-organizing teams?

Conflict with SM and People Managers?

Are leadership role-modelling Agile Values?

Culture/Behaviour is top-down

“Doing” Scrum

Problems that Emerge..

…tend to emerge long after they have been created© 2014 Fiserv, Inc. or its affiliates.

Moving to Engaged Leadership

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▪ Organization Context Training▪ Co-Location / Dedicated Roles▪ Technical Practices

▪ Role Model Agile Values▪ Hold roles to account▪ Leader’s Scrum▪ Measure teams on creating Value

▪ Supporting OrganizationalImpediments

▪ Celebrate Success▪ Bring teams closer to dependencies

▪ Meetings about Rollout▪ Has the consulted implemented

Scrum yet?▪ We’re trained

▪ We’re doing Scrum▪ Why are there problems?▪ Conflict between roles▪ Line Mgmt vs Self-Organized

▪ No visibility to organizational impediments – anecdotal

▪ Constantly Communicate

▪ Supporting OrganizationalImpediments

▪ Celebrate Success▪ Bring teams closer to dependencies

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Typical Engaged Leadership

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▪ We’re there

Key Takeaways▪ There are Intentional Gaps in the Scrum Framework

▪ These gaps when interpreted incorrectly can lead to agile anti-patterns

▪ Leaders can identify where their organization is at in the 4 stage model

▪ Leadership engagement is on-going throughout the entire agile adoption – Don’t wait till it’s too late!

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Questions?

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Thanks for listening…Dan TeoFiserv