kaa how to get your good agile teams to great
DESCRIPTION
Keep Austin Agile Conference Presentation by David Hawks and Brad SwansonTRANSCRIPT
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Getting Your Agile Team from Good to Great! Interactively explore team challenges & discover proven techniques to focus,
accelerate learning, and enjoy building great products.
David Hawks @austinagile
Brad Swanson @bradswanson
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Collaborate in small groups (2-4) to identify characteristics of a great agile team
Put your top items on three Post-Its and place on an easel pad paper sheet
5
Minutes
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!
20 Slides Automatically advancing every 20 seconds
A Coach’s opinion on what techniques help teams get to great
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David Hawks Lessons From the Trenches
CEO of Agile Velocity!Agile Trainer and Coach!
!
!
Agile Austin Board Member !(Education Chair)!
!
@austinagile!!
austinagile.com (blog)
Delivering Innovative Products Faster
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Problem #1 We are Focused on the Wrong Goal - Output
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45%$
19%$
16%$
13%$7%$
Never$Rarely$Some5mes$O8en$Always$
How good are we at predicting what customers need?
�8
From: A Standish Group 2002 study
Feature/func<on usage in the so>ware industry
alwayso>en
some<mes
rarely
never
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Release Burnup
20
40
60
80
2 4 6 8 10 12
Weeks
Poi
nts
Scope
Work Complete
204
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BuildLearn
Minimize time thru the loop
Eric Ries: The Lean Startup
Validated Learning: the Build-‐Measure-‐Learn cycle
Measure
�10
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BuildLearn
Minimize time thru the loop
Eric Ries: The Lean Startup
1) What do we need to
learn?
2) How can we measure it?
3) What is the simplest thing
to build to measure it?
(MVP)
Measure
�11
Validated Learning: the Build-‐Measure-‐Learn cycle
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Solution Prioritize Outcome over Output
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Theoretical Capacity
Technical Debt
Productivity
Time
Problem #2 Growing Technical Debt
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In order to go fast we need a focus on Craftsmanship
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Theoretical Capacity
Technical Debt
Productivity
Time
Solution Allocate Time to Incremental Improvements
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Problem #3 Drowning in a Sea of Opportunity
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Project 1
Lots of Simultaneous Projects
Project 2
Project 3
Project 4
Project 5
All Making Progress
But How Much Value is Being Delivered?
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Project 1
Focus on Finishing not Starting
Project 2
Project 3
Project 4
Project 5
Now Value is Being Delivered Early and Often
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Project 1Project 2Project 3Project 4Project 5
ProjeProje
ProjeProje
Proje
What is the Impact of Change?
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Limit WIP
Lower Cycle Time
Enables Focus
Get Things Done
Deliver Value Sooner
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Solution Stop Starting, Start Finishing
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Build the Right Thing
Build it Right
Build it Fast
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In your groups, discuss the
biggest challenges you’ve
encountered in building great
agile teams
Put your top items on 3 Post-It
Notes5
Minutes
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FROM GOOD TO GREAT TEAMS PECHA KUCHA
Brad%Swanson%Senior%Agile%Coach%@%agile42%[email protected]%
@bradswanson%Agile42%
The%Agile%Coaching%Company%
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4 THINGS
Values
Discipline
Focus
Learning
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FOUNDATION OF A GREAT TEAM
�28
Trust
Constructive conflict
Commitment
Accountability
attention to
Results
Patrick Lencioni: Overcoming the The Five Dysfunctions of a Team
Use Lencioni’s Team Assessment periodically.
Discuss. Reflect. Act.
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VULNERABILITY BASED TRUST
Try: Lencioni’s Personal History Exercise. Share with the team the most difficult or important challenge of your
childhood.
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CONSTRUCTIVE CONFLICTTeam Working Agreement
1) How we address conflict: Tackle it directly with respect. Don’t let it fester. Apply our team values.
Sample scenario: two team members can’t get along. 1. One party initiates a reconciliation. Courage & respect. 2. A neutral party facilitates a reconciliation 3. The team raises it as an impediment, requesting action. 4. Last resort: bring in a manager or HR.
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CONSTRUCTIVE CONFLICT
John Gottman: http://www.beyondtheleadingedge.com/news/teams/the-four-team-toxins/
Team Toxin Antidotes
Blaming Address the behavior, not the person. Non-violent communication (NVC). Find the request. Vent to 3rd party.
Defensiveness Active listening. Look for the 2% truth.
Contempt Respect. Tact. NVC. “I” statements. Cool-off period.
Stonewalling Cool-off period. Create safety. Remove fear.
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TEAM VALUES Pick the team’s top 6-8 values. !
Write an example of what each one looks like in action.
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TEAM HEALTH CHECK
0"
1"
2"
3"Value"
Quality"
Speed"
Agility"/"adapability"
Sustainable/predictable"
Fun"Empowerment"
Learning"opportuni@es"
Purpose"/"mission"
Internal"code"quality"
Process"
Nov"
Dec"
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http://trustartist.com/2014/02/19/beyond-roles-in-scrum/
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FOCUS
“What is the RIGHT thing to do today?”
“What will I do today?”
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FOCUS
Lead time: from idea to delivered
MVP
Executive dashboard
0"
2"
4"
6"
8"
Jan" Apr" Jul" Oct"
project/product+lead+.me+
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VALUE STREAM MAPPINGRequest 5 days 0.2 FTE
Analysis 10 days 0.5 FTE
Design 10 days 0.5 FTE
Review 1 day 0.5 FTE
Approval 1 day 1 FTE
Approval 1 day 1 FTE
Reqts 8 days 0.5 FTE
Deploy 2 days 1 FTE
Test 10 days 0.5 FTE
Code 15 days 1.5 FTE
20d
5d
10d15d
5d5d
5d
Q 10 Q 5 Q 20
Q 20 Q 20
Q 20
Q 20 Q 20
Q 20
2d
10d
2X
2X
Where is the biggest
waste or delay in
your system?
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VISUALIZE FLOWbacklog analyze code deploytest
DG
H
F
1 2 2
B
AE
C
validateWIP limit
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EXPLICIT POLICIESbacklog analyze code deploytest
DG
H
F
1 2 2
B
AE
C
validate
Policy/DoR 1)… 2)
WIP limit
Policy DoD 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
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WORKING AGREEMENTSbacklog analyze code deploytest
DG
H
F
1 2 2
B
AE
C
validate
Policy/DoR 1)… 2)
WIP limit
Working agreement 1)… 2)
WA 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
WA 1)… 2)
WA 1)… 2)
WA 1)… 2)
WA 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
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LIMIT WIPbacklog analyze code deploytest
DG
H
F
1 2 2
B
AE
C
validate
Policy/DoR 1)… 2)
WIP limit
Working agreement 1)… 2)
WA 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
WA 1)… 2)
WA 1)… 2)
WA 1)… 2)
WA 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
Policy DoD 1)… 2)
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MEASURE FLOW
To#do
time
cumulativequantity
WIP
cycle time
Done
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T-SHAPED PEOPLE
Trange of knowledge
depth of knowledge
Diploma
Major: Testing
Minor: Database programming
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California Bakery: https://www.flickr.com/photos/61678515@N02/
Hav
e fu
n to
geth
er!
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Self-organize into Scrum-sized teams !
Each team will tackle a specific challenge and identify solutions Summarize on a flip chart.
15
Minutes
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Gallery walk: each group presents their solutions to the larger audience. (10 min)