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Copyright © 2016 Agile Velocity, LLC. All Rights Reserved. AGILE VELOCITY PROPRIETARY

Is Your Agile A Sinking Ship? The Path to Agility Can Be Its Lifesaver

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David HawksAgile Trainer and Coach

@austinagile

[email protected]

AgileVelocity.com

Accelerate Agility Transformation | Training | Coaching

http://agilevelocity.com

EVERYONE HAS ADOPTED AGILE IN SOME CAPACITY 94% of all organizations surveyed now practice agile. (VersionOne State of

Agility 2015)

ONLY 53% OF AGILE PROJECTS ARE SUCCESSFUL

It is better than waterfall, but is that good enough?

(VersionOne State of Agility 2015)

THERE IS MORE BAD AGILE THAN GOOD AGILEWhy is that?

Path to AgilityStage Align Learn Predict Accelerate Adapt

Pains

• Goal is to “implement” Agile, Scrum, SAFe, etc.

• Lots of chaos and resistance• No process for escalating

organizational impediments• Teams don’t feel management is

bought in

• Different understandings of Agile/ Scrum

• Think Agile is just a process change

• No time to make improvements• Not a safe to fail environment• Leadership is acting the way they

always have

• Lots of carryover into next Sprint

• Dev & QA not working close together

• No known Velocity• Ambiguous backlog and stories

• Long release cycle times• Organizational friction with the

“business”• Long customer feedback cycles• Low customer satisfaction

• Low employee engagement across the organization

• Executive leadership not operating with agility

• Other departments culture not aligned with Agile

Your Rating (1-5)

Potential Solutions

• Set strategic measurable goals• Create a sense of urgency• Form a Transformational

Leadership Team• Create a Transformation Backlog• Make progress transparent and

visible

• Training for all team members• Training for leadership• Provide slack to learn• Emphasize team building• Form cross-functional teams

• Make all work visible• Limit WIP until you are getting

“Done Done”• Constant team Backlog

Grooming• Break work down and swarm• Embrace cross functional team

goals• Cross train and develop T-shaped

ppl

• Leadership focus on optimizing the whole

• Urgently resolve organizational impediments

• Test Automation, Continuous Integration, DevOps

• Lean Product Discovery

• Educate teams and leaders across the org

• Implement Agile practices in other parts of the organization (Make work visible, self-organizing teams, daily standup, etc.)

• Change leadership mindset to servant leadership

Your Action Item

Pitfall #1No Alignment on Mission

Satir Model of Change

Status Quo


Chaos & Resistance

Status Quo


Integration & Practice

Chaos & Resistance

Status Quo


Integration & Practice

Chaos & Resistance

Status Quo New Status Quo


Apply Organizational Change Management

1. Create Urgency

2. Form a powerful coalition

3. Create a vision for change

4. Communicate the vision

5. Empower action

6. Create quick wins

7. Build on the change

8. Make it stick

Creating the climate for

Change

Engaging & enabling the organization

Implementing & sustaining for change

Adapted from Dr John Kotter’s 8 Step Process for leading changehttp://www.kotterinternation.com/our-principles/changesteps/changesteps

http://www.kotterinternation.com/our-principles/changesteps/changesteps

Run the Transformation using Agile

Insights and organizational impediments from teams

TransformationBacklog

TransformationTeam

Product of Transformation:

Agile teams working in an agile organization

Align

Path to Agility

AlignPath to Agility - Stage 1

Pains


• Lots of chaos and resistance

• No process for escalating organizational impediments

• Teams don’t feel management is bought in

Solutions

• Set strategic measurable goals

• Create a sense of urgency

• Form a Transformational Leadership Team

• Create a transformation backlog

• Make progress transparent and visible

Discussion: What could your leaders do better to support your change?

Pitfall #2Team and Leadership not equipped with knowledge

Self Organizing Teams need Knowledge and Support

Traditional Teams Agile Teams

Project Manager Team Lead

Self-Organizing

Servant LeaderFacilitator

ShuHaRi

Stages of Team Learning

SHU

HA

RI

Follow the Rule

Break the Rule

Be the Rule

Stages of Team

Development

Casual

Connected

Committed

Forming• confusion• uncertainty• assessing situation• testing ground rules• feeling out others• defining goals• getting acquainted• establishing rules

• disagreement over priorities• struggle for leadership• tension• hostility• clique formation

Storming

Norming

Performing

• consensus• leadership accepted• trust established• standards set• new stable roles• co-operation

• Successful performance• flexible, task roles• openness• helpfulness• delusion, disillusion and

acceptance

Incre

asing

grou

p

effec

tiven

ess o

ver t

ime

Stage 1 immature group

Stage 2 fractional group

Stage 3 sharing group

Stage 4 effective team

LearnAlign

Path to Agility

LearnPath to Agility - Stage 2

Pains



• No time to make improvements

• Not a safe-to-fail environment

• Leadership is acting the way they always have

Solutions

• Training for all team members

• Training for leadership

• Provide slack to learn

• Emphasize team building

• Form cross-functional teams

Pitfall #3Not Getting to Done

Focus on Clarity of Scope

BacklogGrooming:• EngagedPO• Wholeteam

involvement• Conversations• Prepareforfuture

Sprints• DefinitionofReady

Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1

Individual Efficiency != Team Effectiveness2 Week Sprint - 4 User Stories - 4 Developers and 2 QA

Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1

Individual Efficiency != Team Effectiveness

Dev 1

2 Week Sprint - 4 User Stories - 4 Developers and 2 QA

Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3

Dev 4


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3

Dev 4

QA 1


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3

Dev 4

QA 1

QA 1


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3

Dev 4

QA 1

QA 1

QA 2


Stor

y 2

Stor

y 3

Stor

y 4

Stor

y 1


Dev 1

Dev 2

Dev 3

Dev 4

QA 1

QA 1

QA 2

QA 2


Stor

y 2b

Stor

y 3a

Stor

y 3b

Stor

y 4a

Stor

y 4b

Stor

y 2a

Stor

y 1b

Stor

y 1a

Get Something “Done Done” every Few Days

Dev 1 & 2


QA 1Dev 1 & 2

QA 1

Dev 3 & 4QA 2

Dev 3 & 4QA 2

Dev 1 & 2QA 1

Dev 1 & 2QA 1

Dev 3 & 4QA 2

Dev 3 & 4QA 2

New Skills Required:Break Work Down (Stories/Tasks), Swarm, xFunctional Teams, Cross Training (T-Shaped ppl)

PredictLearnAlign

Path to Agility

PredictPath to Agility - Stage 3

Pains



• No known Velocity

• Ambiguous backlog and stories

Solutions

• Make all work visible

• Limit WIP until you are getting “Done Done”

• Constant team Backlog Grooming

• Break work down and swarm

• Embrace cross-functional team goals

• Cross train and develop T-shaped people

Discussion: What needs to happen to get 9 out of 10 Sprints 100% Done?

Pitfall #4Not Optimizing the Whole

Optimize the Full Value StreamId

eatio

n

Prio

ritiz

atio

n

Req

uire

men

tsD

efini

tion

Impl

emen

tatio

n

Qua

lity

Ass

uran

ce

Inte

grat

ion

&

Reg

ress

ion

Test

ing

Dep

loym

ent

Cus

tom

er/ M

arke

t Val

idat

ion


eatio

n

Prio

ritiz

atio

n

Req

uire

men

tsD

efini

tion

Impl

emen

tatio

n

Qua

lity

Ass

uran

ce

Inte

grat

ion

&

Reg

ress

ion

Test

ing

Dep

loym

ent

Cus

tom

er/ M

arke

t Val

idat

ion

Scrum


eatio

n

Prio

ritiz

atio

n

Req

uire

men

tsD

efini

tion

Impl

emen

tatio

n

Qua

lity

Ass

uran

ce

Inte

grat

ion

&

Reg

ress

ion

Test

ing

Dep

loym

ent

Cus

tom

er/ M

arke

t Val

idat

ion

Scrum

Test Automation/ Continuous Integration


eatio

n

Prio

ritiz

atio

n

Req

uire

men

tsD

efini

tion

Impl

emen

tatio

n

Qua

lity

Ass

uran

ce

Inte

grat

ion

&

Reg

ress

ion

Test

ing

Dep

loym

ent

Cus

tom

er/ M

arke

t Val

idat

ion

Scrum


DevOps


eatio

n

Prio

ritiz

atio

n

Req

uire

men

tsD

efini

tion

Impl

emen

tatio

n

Qua

lity

Ass

uran

ce

Inte

grat

ion

&

Reg

ress

ion

Test

ing

Dep

loym

ent

Cus

tom

er/ M

arke

t Val

idat

ion

Scrum


DevOps

Lean Product Discovery

Discussion: Where is the main bottleneck in your Full Value Steam?

Predict AccelerateLearnAlign

Path to Agility

AcceleratePath to Agility - Stage 4

Pains

• Long release cycle times

• Organizational friction with the “business”

• Long customer feedback cycles

• Low customer satisfaction

Solutions


• Actively resolve organizational impediments



Path to AgilityStage Align Learn Predict Accelerate Adapt

Pains


• Lots of chaos and resistance• No process for escalating

organizational impediments• Teams don’t feel management is

bought in



• No time to make improvements• Not a safe to fail environment• Leadership is acting the way they

always have



• No known Velocity• Ambiguous backlog and stories

• Long release cycle times• Organizational friction with the

“business”• Long customer feedback cycles• Low customer satisfaction

• Low employee engagement across the organization

• Executive leadership not operating with agility

• Other departments culture not aligned with Agile

Your Rating (1-5)

Potential Solutions

• Set strategic measurable goals• Create a sense of urgency• Form a Transformational

Leadership Team• Create a Transformation Backlog• Make progress transparent and

visible

• Training for all team members• Training for leadership• Provide slack to learn• Emphasize team building• Form cross-functional teams

• Make all work visible• Limit WIP until you are getting

“Done Done”• Constant team Backlog

Grooming• Break work down and swarm• Embrace cross functional team

goals• Cross train and develop T-shaped

ppl


• Urgently resolve organizational impediments



• Educate teams and leaders across the org

• Implement Agile practices in other parts of the organization (Make work visible, self-organizing teams, daily standup, etc.)

• Change leadership mindset to servant leadership

Your Action Item

Exercise: What is the top thing you can go implement?

Predict AccelerateLearnAlign Adapt

Path to Agility

Status Quo Chaos & ResistanceIn

tegr

atio

n &

Prac

tice

New Status Quo

The goal for the transformation cannot be to do Agile. Understanding and communicating the business objectives that will be achieved with the transformation is a critical first step.

Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works.

Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place.

Teams harden these newly learned practices and become more disciplined in order to deliver working product in a predictable and iterative manner.

Once the teams become disciplined and predictable, we can focus on team and organizational improvements to optimize across the full delivery cycle and shorten time to market.

Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever-changing market demands as they have transformed to an organization with true Agility.

[email protected]

@agile_velocity

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