giving teams the roots to grow and wings to fly · 2019-12-16 · title: giving teams the roots to...
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Giving Teams the Roots to Grow and Wings to Fly
Guiding new agile teams to become great agile teams
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Building Blocks of Success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Tuckman (1965)
Focu
s on
task
(pro
duct
ivity
)
Relationship
forming
storming
norming
performing
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
of course, all our teams learn like this
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
well... not quite
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Tuckman (1965)
Focu
s on
task
(pro
duct
ivity
)
Relationship
forming
storming
norming
performing
sustaining
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Tuckman (1965)
Focu
s on
task
(pro
duct
ivity
)
Relationship
forming
storming
norming
performing
sustaining
regressing
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Leadership Challenge
“However most of the high-performance teams were not manager-led teams.
They were teams where the management had deliberately stepped back, or was inattentive or for one reason or another was totally absent, thus enabling the team to self-organize.”
Steve Denning
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Balance Directive and Supportive Actions
• There are priorities to learning so focus on what to learn
• Let the team experience the need, not just talk about it
• Plan situations, don’t wait for a need to emerge
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
+15TEAM Assessment starting the conversation
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Where Do You Stand?
I ticked less than 5 boxes
I ticked 11 or more boxesI ticked 5-10
boxes
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Form a Team
•Form groups of 5-6 with similar scores
•Discuss your +15TEAM with rest of your group•What similarities do
you see?•How are your teams
different?•Describe how your
team works
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Dimensioning Change
•Rank each dimension 1-5 for your team
•Plot your results on your team’s chart
•Aggregate the results and plot spider chart
•Prioritize where your ‘team’ takes action
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Laying Foundations
•Identify and group practices that your ‘team’ already has
•Group remaining practices into required and nice-to-have
•Add any additional ‘practices’ your team might need
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Planning Action
•Label required practices against dimensions of change
•Each practice may impact multiple dimensions
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Visualize the Plan
•Prioritize practices in order of importance to the team
•Split practices into groups of 3-5
•Create phases of team development•With 3-5 practices in
each phase•Limit to 2-3 phases
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
New Agile Teams
• 1-3 sprints
• Shared team commitment
• Emerging XP practices
• Transparent impediments
• Balance between feature development & technical debt
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
The Team Crashes?
• Change is painful, requiring sacrifice before the reward
• Pain avoidance, often a result of no strong direction
• Inside the team: • New incremental changes
that violate core principles• Outside the team:
• Management intervention or misdirection
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
signs of regression
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Core Concepts Underpinning Self-organization
shippableproduct
teamcommitment
feedbackcycles
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Core Concepts Underpinning Self-organization
shippableproduct
teamcommitment
feedbackcycles
personal backlog items, parallel and individual work, us & them vocabulary
partial or locally-optimized delivery avoiding organizational pain-points
anything that lengthens feedback loops, or eliminates them altogether
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
e.g. No Daily Standup
...because• I need time to develop• we already know what everyone
is doing• its just a status reporting meeting• tasks take too long - nothing
changes within only one day
Potential indicators of something more fundamental:• Lack of information• Misunderstanding• Pain avoidance
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sustaining Progress
• Stable progress dependent on learning new skills - focus on process/practices, not principles
• Become very good at what they do, but miss the continual practice of change
• Still inertia to change - tend to be dogmatic about rules, not agile
• Typically teams replace one institutional process with another
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sustaining Teams Quickly Regress to the Mean
replace one defined process with anotherdogmatic and selective application of new ruleschange practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sustaining Teams Quickly Regress to the Mean
replace one defined process with anotherdogmatic and selective application of new rules
change practices for comfort rather than resultslearn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sustaining Teams Quickly Regress to the Mean
replace one defined process with anotherdogmatic and selective application of new rules
change practices for comfort rather than resultslearn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Sustaining Teams Quickly Regress to the Mean
replace one defined process with anotherdogmatic and selective application of new ruleschange practices for comfort rather than results
learn little in way of new skills
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Growing Learning Teams
• Strong product and quality ownership
• Builds mental muscle for adapting to change
• Continually practices small change, challenging status quo
• Focus on accelerated learning practices
• Hungry for responsibility
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Great Agile Teams are Continually Changing
build out good practices without compromiseincorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Great Agile Teams are Continually Changing
build out good practices without compromiseincorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Great Agile Teams are Continually Changing
build out good practices without compromiseincorporates holistic view / guidance
leadership creates environment for success
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
The development team has 7±2
people and is cross-functional,
with all the skills necessary to
deliver a PBI inside a sprint
There is a product vision,
expressed as an elevator pitch,
and a list of requirements
prioritized by business value
There is a product backlog
with enough PBIs to fill 1-2
sprints, that all meet the
Definition of Ready
The team and PO meet
regularly to groom PBIs.
Everyone in the team estimates
PBIs before committing to them
The Definition of Done has
been agreed between the PO
and the team, and consists of a
checklist of up to 10 points
Preparing a Backlog
The team takes from the top of
the backlog at least 6-10 PBIs
of about the same size into
every 1-2 week sprint
During the sprint, the team
works on at most 2-3 PBIs at
any one time until the PBI is
done
PBIs are broken down into
tasks that are small enough to
be completed in 1-2 days,
tracked on the team's taskboard
The team meets every day
around the task board, for a
short (max 15 min) standup to
plan the day's activities
There is an impediment
backlog owned by the SM.
Impediments are quickly
resolved by the team or the SM
Sprint Behaviors
There is a sprint burndown
that uses estimation points and
is updated daily. Points only
burn down when PBIs are done
The team is continuously
improving quality and the
process with the Active Learning
Cycle during the retrospective
The team delivers on its
commitment with at least 90%
predictability (ratio of accepted
to committed estimation points)
At the end of every sprint the
team delivers a potentially
shippable product, that can be
released or used internally
Shared code ownership is
actively pursued by the team,
for example, by pairing or
trending the bug count to zero
Delivering a Shippable Product
+15TEAM framework
• The +15TEAM questionnaire starts a discussion on agility• What does the core Scrum
framework look like• Allows change in team
behaviors to be tracked• Brings clarity to what is
expected of team
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2012.
Growing Agile Teams
copyright 2011 agil
e42 consulting ltd
team name:
more
directive
more
guiding
each stage act
s as a sc
affold, offering gu
idance and
support, for different phases of a t
eam’s agile journey
agile teams first
focus on
smoothing flow and
enhancing quality, leading to
maximizing of value delivery
enhancing quality
maximizing value
smoothing flow
� Everyone experiences SM
� Team owns environment
� Velocity guides release
� Reduces technical debt
� Grow engineering practices
� Automated Story testing
� Business value drives work
� Visible measure of value
� Swarms on committed Story
� Owns external dependencies
STEP 3. Maximize Value
organize to deliver maxim
um value
� Cross-functional Teams
� Backlog groomed often
� Stories broken into tasks
� Team capacity is visible
� Daily stand-ups
� Sprint burndown
� Only 2-3 open Stories
� Working Agreement
� Stories for 1-2 sprints
� Impediment backlog
� Active Learning Cycle
� Definition of Done
� Definition of Ready
� Potentially shippable
� Vision and requirements
STEP 1. Organize
preparing the structures, work a
nd
people
� Team takes 6-10 Stories
� Predictability over 90%
� Stories reviewed as done
� Shared code ownership
� Technical debt identified
� Bugs actively fixed
� 1-3 improvement actions
� Release Definition of Done
� Business value understood
� Stories done in priority
order
STEP 2. Gain
Experience
people, process and work all settlin
g
in, focus on learning
� Specialist knowledge shared
� Acceptance test-driven dev
� Limited manual testing
� Automated testing of NFRs
� Communities of Practice
� Shared Definition of Done
� Stable and verifiable builds
� Cross-cutting concerns
� Entire team works on release
STEP 4. Scale
grow knowledge, share learning,
expand capabilities
the accompanying G
rowing Agile Teams worksheets provide more details
behind the checklist for each ste
p
+15FLIGHTPLAN
• The +15FLIGHTPLAN guides team development
• Framework is created and owned by the team
• Captures aspirational goals of newly formed agile teams
• Allows progress to be tracked• e.g. every release cycle
• Reassess current state of team (spider chart) before reviewing
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Further Reading
• Slideshare: http://www.slideshare.net/davesharrock
• Materials for Giving Teams Roots to Grow...
http://www.slideshare.net/davesharrock/growing-agile-teams-poster
http://www.slideshare.net/davesharrock/growing-agile-team-behaviors
• How to Form Agile Teams:
http://www.slideshare.net/davesharrock/how-to-form-agile-teams
• Lasting Agile Change:
http://www.slideshare.net/davesharrock/creating-lasting-agile-change
• Leading at a Higher Level: Blanchard on Leadership and Creating High Performing Organizations by Ken Blanchard
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
compliance international B2B MBA English IPO
agile husband start-up technology
newly-minted Canadian
executive leanstartup outsourcing father enterprise transitions
B2C data analysis kanban seismology PhD
scrum organizational excellence
[email protected]: @davesharrockskype: dave.sharrock
Dave Sharrock
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
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