GATEWAY TO AGILE Inauguralevent

THANK YOU

GERVAIS AND ROB

Ø  42 years combined experience and knowledge Ø  Lead Agile Adoptions and Transformations for

several companies

Ø  16 Years IBM tenure / Agile Thought Leader Ø  Leads, trains, coaches teams and organizations

in Agile Teams and Enterprise Adoption Ø  Agile Coach for Social Media, eCommerce,

Retail, Space, Software, SaaS, Telecom, and Financial Services companies

Relevant Certifications: PMP, ACP, CSM, CSP, CSPO, LeSS, SAFe SPC4, ACC, CISP, ICAgile Coach

HYPER-PERFORMING TEAMS

Whatweallwant

Team Science

Work Shop

Debrief

Dark Agile

OUR AGENDA

AGILE IS A NOUN

AGILE IMPERATIVE Increasing corporate agility has become a strategic priority for organizations. The focus…..

ü  Improve customer satisfaction

ü  Increase market share

ü  Decrease your operating expenses

ü  Increase your revenue

ü  Beat the competition or at least keep pace

ü  Shorten your time to market

ü  Improve employee performance

ü  Reduce turn-over

FUTURE AGILE 2016 – 2020 Humanized Internet, Internet of Everywhere, Service IoT, Fewer Fancy Phones Cognitive Computing, Machine to Machine, Virtual Reality Grid Modernization, Solar Power Increase, Increase Reusable Energy, Waste Water as Asset Data Driven Healthcare, Cancer Ending, 3-D Print Organs, Cures from Bacteria Scarcity Ending Continuous Learning

Fulvia Montresor is Director, Head of Technology Pioneers for the World Economic Forum

HYPER-PERFORMING TEAMS •  High Performing

•  Good communication patterns

•  Face each other and energetic

•  Connect with each other •  Side conversations and

connections •  Explore and bring back

•  Hyper-Performing •  Excellent Communication

Patterns •  Empathetic to each other

and infectious •  Connect with each other

and outside team •  Side and community

connections •  Explore and bring back •  Continuous learning and

application

Alex “Sandy” Pentland, MIT’s Human Dynamics Laboratory

Energy + Engagement + Exploration

IBM STUDY Hyper-Performing Teams over Individuals

Best Team = Complete 1 Week Slow Team = Complete in 2000 Weeks Mediocre Team = Complete in 1000 Weeks

Teams characteristics:

•  Transcendent

•  Autonomous

•  Cross-Functional

New New Product Game by Takeuchi and Nonaka

TEAM FOCUS

Perception misalignment and world view

Balance between harmony and disharmony, every teams needs a deviant

John Holland – Process of Inference, Learning, and Discovery and J Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University

Teams are real

Compelling Direction

Enabling Structures

Supportive Organization

Expert Coaching

TUCKMAN MODEL REALITY

TALENT ALIGNMENT

•Active Work •Other Tasks •Context Switching

•Active Work •Other Tasks •Context Switching

Stable Crews Tribes, Guilds, Chapters Competency Centers Revolving Experiences

T – Shape vs M-Shape

Reduce Context Switching & Unrealistic Work Loads

TEAM SIZE

What LimitsTeam 3—10 peopleScrum Master Supports up to 3 TeamsTeam Product Owner

Supports up to 3 Teams

Program Manager

Collaborates with up to 5 Scrum Masters

Product Manager

Collaborates with up to 5 Team Product Owners

One Product Manager or Program Manager can work, indirectly, with up to 15 Teams, and potentially up to 135 development and test-related personnel (Team members).

FEATURE VS COMPONENT

TEAM DEFINING

•  Coupling (noun):

“A factor or relationship that connects one thing to another”

•  Reflects frequency, number of dependencies

•  Requires collaboration

and synchronization of effort

WorkitemsofTeammembersare/ghtlycoupled

Ø Collabora/onhappensconstantly

TeamsonaProjectaremoderatelycoupled

Ø Collabora/onhappensdaily

ProjectsinaProgramarelooselycoupled

Ø Collabora/onhappensasneeded

FOCUS #1 COMPLETE TEAM

Department / Expertise Billing Catalog Subscription Engineering Bob,

Carson Frank, Sanjay

Sandy, Jack

Quality Assurance Sue, Carlos Charles, Martin

Bernice, Henry

Database Design Ted Ted Giles User Experience Mark Julio Mark Technical Publications Yvette

Good

Bad

•  A Team should include all areas of expertise aligned with the vertical application architecture

•  A Team often spans departmental boundaries (matrix organization)

Value Stream Mapping

FOCUS #2 TEAM MOTIVATION

IDG Research and Motivation Factor

Energy + Engagement + Exploration

M Factor

External Internal

Self Identifying

M Factor

45% 55%

Dan Pink: Drive AND http://readingraphics.com/how-to-increase-motivation/

“Extrinsic motivators kill creativity”

FOCUS #3 TEAM EMOTIONAL INTELLIGENCE

EI = Self Awareness +Self Management SI = Social Awareness + Social Skill

Leadership That Gets Results by Daniel Coleman

FOCUS #4 LOW BATCH SIZE

•  Collaboration within a Team is easy •  The Team has its own plan and priorities

•  Members of the Team collaborate to execute their plan

•  Collaboration within the Team is easy and informal

•  Adjusting to changes in scope or schedule is relatively simple, and usually requires no more than a short discussion

•  Collaboration between Teams is harder •  Collaboration requires planning to ensure

dependencies are addressed

•  Changes in scope or schedule that impact cross-Team dependencies require re-planning the schedules of both Teams

Define Teams to minimize interfaces Have representation of QA/ Release Management in the release planning phases

Strategies 1.  Feature Teams 2.  Client and Server Teams 3.  Component / Platform Teams

Cost of interaction increases with the number of interfaces!

FOCUS #5 REDUCE DEPENDENCIES

FOCUS #6 REMOVE WASTE

Improve Cycle Time

FOCUS #7 TEAM HEALTH

Agility Health

Team Canvas

AGILE ECOSYSTEM

AGILE ECOSYSTEM Focus on Interior & Exterior Collective Agile Humanity Agile Organization & Culture

BAD TEAMS = DARK AGILE

POWER START •  P = Purpose

•  O = Outcome

•  W = WIIFM

•  E = Energize and Engage

•  R = Roles/Responsibilities

WORKSHOP TEAMS

Chief of Planes

Chief of Customer

Mentors

Mentor: Tally, Plane Target, Yells, Gets Help

WORKSHOP DETAILS

Build & Fly

1st Team done: 10 pts

2nd Team done: 8 pts

All Other teams: 2 pts

Create Brand

1st Team done: 10 pts

2nd Team done: 8 pts

All Other teams: 2 pts

Present Brand

Chief of Customer awards: 10 - ∞ Chief of Planes awards: 5 pts

10 MIN 10 MIN 5 MIN EACH

WORKSHOP DEBRIEF

Experiences Wow Moments Feelings Dysfunctional Personas

DARK AGILE AvoidanceTherapy

DARK AGILE IS REAL

Agile is Dead

Dark Scrum

Scaling Agile Does Not Work

Rise of Zombie Scrum

50% Failure Rate

AGILE ECOSYSTEM

Dark Agile is created by improper alignment or care of your Agile Ecosystem

DARK AGILE PATTERNS

Technocentrics

Self-Absorbed

Augmented Reality

Laissez-Faire Grand Unified Theory

TECHNOCENTRICS

Too much Focus on Agile Practices and Tools Individual Collective (Limited) Interior

SELF-ABSORBED

Too much Focus on Agile Practices and Tools + Agile Humanity All Individual Interior

AUGMENTED REALITY

Little or No Focus on Organization and Culture & Environment Individual Collective (Selective) Interior

LAISSEZ-FAIRE

Insufficient Focus or Alignment Across Quadrants Individual + Collective Interior + Exterior Minimalist

GRAND UNIFIED THEORY

Too Much Focus on Each Quadrants, No Synchronicity Individual + Collective Interior + Exterior Extermist

GATEWAY TO AGILE RoadmapandInterestsGroups

ROADMAP

GRAND CHALLENGE

Team to organize and operate grand challenge Prize $TBD

EVENT COORDINATION

Team to help with Meetup and Events

SPONSOR MANAGEMENT

Team to help with Sponsors

THANK YOU HappinessatWellsFargoNext