learning how to lead h-p agile teams v12...a seasoned leader and coach in agile and testing...

AW3 Product Ownership Practices Wednesday, November 6th, 2019 10:30 AM

What “Good”Looks Like: The 4 Quadrants of Product Ownership

Presented by:

Bob Galen and Mary Thorn

Vaco

Brought to you by:

888-‐-‐-‐268-‐-‐-‐8770 ·∙·∙ 904-‐-‐-‐278-‐-‐-‐0524 -‐ [email protected] https://agiledevopseast.techwell.com/

Bob Galen Bob Galen is an agile practitioner, trainer & coach based in Cary, NC. In this role, he helps guide companies and teams in their pragmatic adoption and organizational shift towards Scrum and other agile methodologies and practices. He is a Principal Agile Coach at Vaco Agile, a leading business agility transformation company. He is also President and Head Coach at RGCG a boutique agile coaching firm. Bob regularly speaks at international conferences and professional groups on topics related to software development, project management, software testing, and team leadership. He is a Certified Enterprise Coach (CEC), CAL I trainer, and an active member of the Agile & Scrum Alliances. He’s published three agile-‐centric books: Three Pillars of Agile Quality and Testing in 2012, Scrum Product Ownership, 3rd Edition in 2019, and Agile Reflections in 2012. He’s also a prolific writer, blogger, and podcaster. Bob may be reached directly at [email protected] or networking via LinkedIn

Learning How to LeadHigh-Performing Agile Teams

Bob Galen & Mary ThornAgile Coach & Agile Practice Lead

Vaco

MARY [email protected]

Mary is the Agile Practice Lead at Vaco - Agile in Raleigh, NC.

During her more than 20 years of experience with financial, healthcare, and SaaS-based products, Mary has held VP, Director, and Manager level positions in various software development organizations.

A seasoned Leader and Coach in agile and testing methodologies, Mary has direct experience building and leading teams through large scale agile transformations. Mary’s expertise is a combination of agile scaling, agile testing, and DevOps that her clients find incredibly valuable.

She is also Chief storyteller of the book The Three Pillars of Agile Testing and Quality, and avid keynote and conference speaker on all things agile and agile testing.

2

MARY THORN

Copyright © 2019 RGCG, LLC2

BOB [email protected]

Principle Agile Coach at Vaco Agile in Raleigh, NC

Agile Trainer & Coach atRGalen CG

• Somewhere “north” of 30 years experience• Wide variety of technical stacks and

business domains• Roots of a software developer• Senior/Executive software development

leadership for 20+ years• Agile “Coach of Coaches” and Leaders• Deep XP, Lean, Scrum, and Kanban

experience since late 1990’s• From Cary, North Carolina; husband,

father, grandfather, and dog lover3

BOB GALEN

Copyright © 2019 RGCG, LLC3

mailto:[email protected]

https://www.vaco.com/recruiting-expertise/information-technology-recruiters/business-agility/

http://www.rgalen.com/

Agile Leadership & Coaching PDF eBooks, free copies

Copyright © 2019 RGCG, LLC

https://leanpub.com/agilereflectionsforagileleaders

https://leanpub.com/agilereflectionsforagilecoaches

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https://leanpub.com/agilereflectionsforagileleaders

https://leanpub.com/agilereflectionsforagilecoaches

Copyright © 2019 RGCG, LLC 5

First, let’s explore…Your current Leadership Maturity assumptions

n From your experience or within your company context, what do think are indicators (patterns) of Agile Leadership Maturity?

n Let’s rank order some of them; I.e. what do you think are the more impactful patterns? Or the ones whose absence would do the most “harm” in an agile transformation?

Introduction

n VersionOne 2016 Survey, Barriers to further agile adoption:

1. 55% - Ability to change organizational culture2. 42% - General organizational resistance to change3. 40% - Pre-existing rigid/waterfall framework4. 39% - Not enough personnel with necessary agile experience5. 38% - Management support

n All five can be influenced, improved, and changed by leadership engagement

Organizational culture increased from 44% in 2014 and resistance to change increased from 34% in 2014. Trends increasing…


“Doing” Agile vs.“Being” Agile?

n One debate in the agile community surrounds agile maturity. A way of characterizing it surroundsq Doing Agile – focusing towards is tactics, ceremonies, and techniques

vs.q Being Agile – focusing towards team mindset, leadership mindset,

behaviors, organizational adoption, etc.

n As an entry exercise, can we brainstorm aspects of Doing vs. Being to capture how you view the differences?

n The Mature Patterns workshops sort of crosses both, with an emphasis towards the Being-side of the equation.


IntroductionScott Downey: Hyper-productivity ?

n Agile 2007 workshopn Defined setup constraints for Hyper-productive teamsn Sutherland, etc. have shared on these sorts of teams

n First, these teams have infrastructure in placeq Automated testing, continuous deployment capabilitiesq Legacy code support; marginalizedq Tooling support

n http://rgalen.com/agile-training-news/2015/12/14/shock-therapy-revisited-bootstrapping-hyper-productive-scrum-teams


http://rgalen.com/agile-training-news/2015/12/14/shock-therapy-revisited-bootstrapping-hyper-productive-scrum-teams


n The “Entry Rules”q Everyone on the team attends a Scrum training classq 1-week sprintsq Clear, team-based definition of “Done”q Estimate in story pointsq Information radiatorsq Sprint planning will be 4 hours, each week

n Demonstrationn Retrospectiven Product Backlog Presentationn Estimation & Negotiatingn Sprint Backlog Commitment

q Multi-tasking forbidden during sprint



n Very prescriptive approach – “Shock Therapy”

n Outsider – In approach; Expert Agile Coach

n Usually major impediments come out quickly for resolution

n Why Scott thinks it’s successful:1. Get impediments out quickly2. Team vs. him; can be more prescriptive (Bad Cop) in lieu of later Scrum

Master3. Foster an environment of honest and open dialogue; call out bad

behavior



The Patterns


OutlineLeadership Maturity Patterns

1. Leading with V-M-G-T2. Leading with Training &

Coaching3. 3-Tier Adoption Strategy4. The Place for Tooling5. Trusting Your Teams6. Always Remembering The

TEAM7. Champion Your Teams

Results8. Storytelling9. Coaching Towards…“being

Agile”

10. Continuously Reinforce Accountability

11. Foster Innovation and Slack Time

12. Reacting to Impediments or Requests for Help

13. Saying ‘NO’ as a Leader14. Personally Engage Agility15. Create an Agile Culture16. Organizational Leadership

Alignment17. Congruent Agile Measurement18. Fostering FUN!


For each pattern…workshop discussions

n For sets or groups of patterns, we’ll pause and discuss the patterns

q Looking for examples where you’ve seen the pattern in operation and have a story to tell

ORq Examples where you’ve seen related anti-patterns in operation and have

a counter-story to tell

n Either way, we’ll be looking for group-based discussion around the ways and means of achieving agile maturity


#1, Leading with…V-M-G-Tn Mission & Vision

q Competitive Landscapeq ‘Why’ behind everything

n Goalsq Release Goals / Criteriaq Sprint Goals / Criteriaq Done-Ness Criteria; Acceptanceq Standards; Meta Requirements

n Transparencyq Straight-talk

n They can “Handle the Truth”

n Sharing stories about “Being Agile”

Motivating Your Team

Stephen M. R. Covey’s book –

13 Behaviors that Foster & Increase

Trust

1. Talk Straight2. Demonstrate Respect3. Create Transparency4. Right Wrongs 5. Show Loyalty6. Deliver Results7. Get Better8. Confront Reality9. Clarify Expectations10. Practice Accountability11. Listen First12. Keep Commitments13. Extend Trust

15Copyright © 2019 RGCG, LLC


#2, Importance of Training & Coaching

n Agility is deceptively simple; however do not under invest in team trainingq Role training for Scrum Masters

& Product Ownersq New hire – Agile Onboarding

n Coaching is a strong part of this—particularly in the beginningq Get a Coach for the teams AND

for management / leadership

n Consider shorter iterations for reflection & continuous improvement

• Consider team maturity (Shu-Ha-Ri) at all levels within your adoption

• Consider Community of Practice or Guilds


#3, 3-Tier Adoption Strategy

n Establish an adoption tempo that is organizational-wide, not “Technology”-wideq Teamsq Mid-level Managementq Senior Leadership

n HR plays a significant role

n Middle management – the most critical part of your adoptionq Typically undermine the teamsq Uncomfortable with the role

shift from command-and-control

n It’s not a methodology… It’s an organization-wide

transformation play

Agile Transformation Team

n Scrum team of leadership centric, agile change agents

n Scrum Master – Head coach, senior Scrum Master

n Product Owner – Agile change agent, chief sponsor

n Backlog of change initiatives:ü Strategy & planningü Trainingü Coachingü Timingü Standardsü Frameworksü Tooling


n Key ceremonies:q Retrospective for continuous

improvementq Sprint Reviews for transparency

and accountabilityn Failure is an interesting edge

case!


#4, The Place for Tooling…

n Don’t “Lead With” tools, lead with principles and people

n Our tendency is to emphasize tooling and reporting…q KISSq Start as low-fidelity as possible

(cards, walls, etc.)q Don’t let tools become your

collaboration platformq Don’t ignore open source tools

n Let your teams lead the wayq Meet their needs…ask them?q Local teams vs. Distributed

teams are a key factor

n Less focus on Project Management & Reporting tools

n More focus on collaborative support for your teamsq Especially remote teams!


#5, Trusting Your Teams

n Provide guidance & advice; but trust the team to solve their own problems & challenges

n Foster an environment of experimentation, trying new things, and innovation

n Fostering and embracing failureq Failing Forward & learning

n Focus on Roles and the endpoints of sprintsq Accountable for their commitments

& results

Do you REALLY trust your Team?

ü Their estimates?ü Their craftsmanship?ü Their judgment & decision-

making?ü Their level of effort or work

ethic?ü Their plans?ü Their code quality? ü Their recommendations?ü Their motives?ü Their skills?ü Their preferred approaches?

n Do you actively give them feedback & coach them in areas where you consider them weak?q In real-time; congruently

n It’s easy to trust when things are “going well”. q How about when the going gets

tough?

q Or when you feel they’re not doing what you would do?

n Remember: your words, actions, and body language need to align


Discussion – Trusting your Teams

n How much overall trust exists within your organization?n In what directions?

q Up – towards “Management”q Laterally – across functions & “Management”q Down – towards “Teams”

q If there is “distrust”, what are the top 5 producers or initiators?

q How do you handle failure?q And how does trust change when you’re “Under Pressure”?q What if I said to you that you MUST trust your teams…no matter what!

What would be your reactions?q Care to share?



#6, Always Remembering…the TEAM

n Shifting from individual rewards…to team rewardsq Ask the team to “reward itself”

n Recognizing and acknowledging the behavior within teams q Teamwork, collaboration, mutual

respect

n Changing your language…q Why didn’t we find that in test?q Why aren’t the developers coding

right now?q Stop referring to ‘developers’ vs.

‘testers’

Holding the team accountable to results, commitments, and

support of standards of craftsmanship

5 Dysfunctions of a Team -- Lencioni

Absence of

Trust

Fear of

Conflict

Lack of

Commitment

Avoidance of

Accountability

Inattention to

Results


Passionate Debate about

the things that…

Truly Matter!


The BusJim Collins

n Getting the right people on the Bus

n Ensuring the each Bus is going in the right direction

n Getting the wrong people off of the Bus

n Not everyone is comfortable with an agile transformation, yet they eventually need to get “on board”


#7, Champion your Teams’ Results

n Always the cheerleader; Celebrate successes!

n Sharing agile “stories” of success and learning everywhere

n Look back at your progressq Contrast against historical

performanceq The improvement journey

n Defend your teams; defend your agile journeyq Focus on transparent RESULTS

Discussion – Celebrating your Team

n Privately make a list of the last 10 times you “celebrated” your team in public?

n What were the conditions?n What did you say? How did you say it?n In what directions?

q Upq Laterallyq Down

n Reflect on these. Did you do a good job or miss opportunities?n If you missed some, what changes in your “Celebratory Style” might

you make?n Care to share?



#8) Storytelling

n One of the best ways to share your intentions for agile is by telling challenge stories.q The WHY behind the move to

agile

n One of the best ways to show your goals is by telling vision and mission storiesq The GOAL, what does DONE

look like?

n One of the best ways to GUIDE your journey is telling stories of:q Failure, implying it’s okq Success, implying it’s possible

And do the stories have to be true?


#9) Coaching Towards…“being Agile”

n Observing teams @ stand-ups, planning, & reviews

n Coaching team behaviorsq Setting expectations for quality,

done, assistance, commitment, and collaboration

n Engaging with the Product Backlogs and Roadmaps

n Moving towards Team-based recognition and performance evaluation

n Walking your talk


#10) Continuously Reinforce Accountability

n Influence at the Sprint / Release endpointsq Goals, Commitment,q Quality, and Delivery

n Call it—success or failureq Sprints and Releases

n Expect significant & continuous improvement

n Reward – Results, Effort, and Attitude


#11) Foster Innovation & Slack Time

n Beyond reducing multi-tasking…

n Google, 20% timeq Innovation Daysq Hackathon’s

n Collaborative projectsq Sign-up for what interests you

n Time to thinkq Immersionq Innovation & Creativity

n Slack Timeq Tom DeMarco (Peopleware

fame)n Flow Time

q Mihály Csíkszentmihályiq “in the flow…”

Creating Slack Time

Slack is the degree of freedom in a company that allows it to change. Allowing people room to breathe, increase

effectiveness and recreate themselves.--- Tom DeMarco

n Be careful of too much multi-tasking across projectsq Task switches take (waste) up to 20% of your time (per switch!)

n Defining projects with 100% availability assumptionsn Overloading key people – hard (hours) or soft (roles) overload


Some ideas…

Creating SpaceArticle that explores the leaders role in creating a fertile space for

the development of high-performance, self directed agile

teams.

n http://rgalen.com/agile-training-news/2015/8/9/creating-self-directed-teams-a-question-of-space

Managing CapacityArticle that focuses on the

importance of balanced capacity planning in giving the team

breathing room”.

n http://rgalen.com/agile-training-news/2015/1/2/agile-is-focused-on-capacity-equalization


http://rgalen.com/agile-training-news/2015/8/9/creating-self-directed-teams-a-question-of-space

http://rgalen.com/agile-training-news/2015/1/2/agile-is-focused-on-capacity-equalization

Discussion - Slack

n Everyone seems to nod their heads when I discuss “Slack Time”…getting the importance of it

n That’s the easy part, conceptually understanding the need. NOW, does your organization actively provide Slack Time?

n In what forms? To what trade-offs?n And if you don’t, what would be a fair strategy (get specific) to start

supporting the concept within your teams?

n Do you truly buy the connection to:q Creativity and Innovation?

n Care to share?



#12) Reacting to Impedimentsor Requests for Help

n Providing the team support is a prime goalq Servant Leadership mindset

n Supporting Scrum Master impediment list(s)q Transparency with your follow-

up actionsq Risks

n Reacting quickly to team needsq Same day response timeq “Example” efforts

n Always Pull vs. Push


#13, Saying NO as a Leader

n Knowing when to say…q Sometimes direction is required

n Putting on the hat of the observer; laying it on the table for the teamq Asking questions, trustfully

inquisitive

n Courage to tell it like it isq Of Elephants and 800 lb.

Gorillas

n Behind the scenes, 1:1 Coaching – towards Agile behaviors

95% Rule

n For every 100 opportunities to engage with YOUR decision, opinion, approach, solution, etc.q You ONLY get 5 actual shots…

v Avoiding Push-based leadership as much as possible

v Embracing Pull-based leadership whenever possible

http://rgalen.com/agile-training-news/2015/11/30/the-95-rule-for-agile-leaders


http://rgalen.com/agile-training-news/2015/11/30/the-95-rule-for-agile-leaders

38

The “One Thing”

When it comes to risky, controversial, and emotional conversations, skilled people find a way to get all relevant information

out into the open.

That’s it. At the core of every successful conversation lies the free flow of relevant information. People openly and honestly

express their opinions, share their feelings, and articulate their theories.

They willingly and capably share their views, even when their ideas are

controversial or unpopular.

-- Crucial Conversations, Patterson, Grenny, McMillan, Switzler



#14, Personally Engage Agility

n Start practicing agile techniques at a leadership levelq Stand-ups, Backlogs,

Transparency, and Information Radiators,

q Prioritization & Focus?q Collaboration & Teamwork

n Be ‘coachable’; be inquisitiveq Become a student of agilityq Ex: Personal Kanban

n Demonstrate understanding that agile isn’t a “speed play”…

How does “Agile”…Go Faster?

1. Rework avoidance: Bugs, poor Design, poor Code, poor Requirements, poor Performance, poor Usability

2. Waste avoidance: hand-offs, multi-tasking, resource sharing, project churn, sign-offs/approvals, dependencies

3. Requirement avoidance: Gold Plating, establishing Minimal Marketable Features or Products (MMF’s and MMP’s), focusing on value / prioritization, It’s Good Enough!

4. Leveraging the creativity / innovation of the team: Simple, just enough solutions; creative solutions; solutions to the REAL customer problems & challenges; Wisdom of the Crowd

Out of the box, agile is dependent on proper execution of the ‘principles’ for efficient delivery. For raw speed, you need to embrace the above – in order of difficulty

Notion of Hyper-productive agile teams – achieve 1.5x, 2x, up to a 3x productivity over their “traditional” counterparts.


#15, Establish an Agile Culture

n Towards Laloux Greenn Realizing that (you as) Leaders

establish culture!


n Walking your Talkn Modeling the behaviors you

wish to amplify

Organizational Behavior (Culture)Follows Leadership Behavior

"When we examine culture and leadership closely, we see that they

are two sides of the same coin; neither can really be understood by

itself. On the one hand, cultural norms define how a given nation or

organizations will define leadership—who will get promoted, who will get the attention of followers. On the

other hand, it can be argued that the only thing of real importance that

leaders do is to create and manage culture."

- Edgar Schein, Prof. , MIT Sloan School of Management


Michael Sahota –https://www.linkedin.com/pulse/organizational-behaviour-follows-leadership-michael-sahota

https://www.linkedin.com/pulse/organizational-behaviour-follows-leadership-michael-sahota

Larman’s Law of Organizational Behavior

Culture follows structure

Or, Culture/behavior/mindset

follows system & organizational

design. i.e., If you want to really

change culture, you have to start

with changing structure, because

culture does not really change

otherwise.

http://www.craiglarman.com/wiki/index.php

?title=Larman%27s_Laws_of_Organizatio

nal_Behavior

I discovered that the well-known systems-thinker/advocate John

Seddon also observed this:

"Attempting to change an

organization’s culture is a folly, it

always fails. Peoples’ behavior

(the culture) is a product of the

system; when you change the

system peoples’ behavior

changes."


http://www.craiglarman.com/wiki/index.php?title=Larman's_Laws_of_Organizational_Behavior

Google and the notion of…Safety

n What is the role that Agile leadership can play across these 5 areas?

n http://www.huffingtonpost.com/entry/google-employee-success-traits_us_564cd621e4b031745cef50fe

n https://www.linkedin.com/pulse/psychological-safety-one-piece-larger-puzzle-where-chris


http://www.huffingtonpost.com/entry/google-employee-success-traits_us_564cd621e4b031745cef50fe

https://www.linkedin.com/pulse/psychological-safety-one-piece-larger-puzzle-where-chris


#16, Organizational Leadership Alignment

n Senior–Middle–Low level leadership alignment with agile principlesq Training, operational

understanding

n Balanced Level A, B, and C leadership presentq At least one C championing

agile

n Projects, PMO, Regulatory requirements, COE aligned

Asking the “Right”Questions?

Rightn Quality focused – around

done-ness adherence and bug repairs

n Based on information radiators; asking why…?

n In context, for example, at Sprint Reviews regarding features

n Around priority and value of delivered features

Wrongn Around raw speed; are we

there yet?q I don’t hear typing / coding

going onn Why do we need to fix that

bug? n Why do we need to refactor

that now? q Particularly with teams’ who

don’tn Why can’t we cut those points

down? What’s so hard about that?


Tools to Achieve Alignment

n Festivusq http://rgalen.com/agile-training-

news/2017/12/28/festivus-a-technique-for-achieving-leadership-alignment

n Perspective Mappingq http://leanchange.org/resources/pers

pectivemapping/

n (Mezick) Open Space Agility –Invitation

n (Mamoli) Self-Selection

n Large scale Retrospectives


http://rgalen.com/agile-training-news/2017/12/28/festivus-a-technique-for-achieving-leadership-alignment

http://leanchange.org/resources/perspectivemapping/

More Pervasive Retrospectives

n In SAFe there is the notion of a System Demo. Where a cadre of teams demo’s each sprint together for leadership and stakeholders.q Can do this iteratively AND pre-

Release as an organization.

n Can also do a Release-level Retrospective as a technology / product organization OR more broadly as a company.

For example, at iContact we had a quarterly release retrospective that explore ALL aspects of our agile performance and

improvement.


Large Scale Retrospectives at

Spotify

https://labs.spotify.com/2015/11/05/large-scale-retros/

https://labs.spotify.com/2015/11/05/large-scale-retros/

Discussion – Organizational Alignment

n At your groups, discuss your own organizational alignment towards agile leadership and practices

n Where are your teams?n Where are your middle managementn Where are your senior leadership?

n Is everyone roughly at the same “level” of adoption? If not, what are you doing about it?

Organizational maturity presentation from Agile 2011 conference


http://www.agilealliance.org/files/session_pdfs/Shu-Ha-Ri%20Applied%20to%20Agile%20Leadership.pdf


#17, Congruent Agile Measurement

n Don’t focus too heavily on metrics; instead on results

n Look for measures surrounding–q Value Delivered & Customer

Delightedq Quality being Built-Inq Team Health & Moraleq Productivity & Predictability

n 1-2 measures per areaq Focus on trendingq Behaviors

n Traditional measures can lead to Metrics Dysfunctionq Measure bugs for reward…get

more meaningless bugsq Measure LOC for reward…get

more meaningless LOC

VersionOne MetricsCopyright 2015 - Survey


https://www.linkedin.com/pulse/measuring-agile-success-look-some-metrics-todd-kamens

14651

https://www.linkedin.com/pulse/measuring-agile-success-look-some-metrics-todd-kamens

Discussion - Measurement

n At your groups, discuss your historical measures, the drivers for them, and the culture / tactics they influenced.

n Now within your Agile contexts:q Discuss the shift your metrics have made and/or need to make?q What will be some of the impediments to making this shift?q Brainstorm ideas for how to overcome them.

n What would be a “nirvana state” for your agile metrics?q If you could only measure 5 things, what would they be?q And why?



#18, Fostering FUN!

n Have a sense of humor; self-deprecationq Be ‘playful’ as a leaderq Practical jokes

n Find ‘partners’ in your teams that identify opportunities for having fun

n Don’t allow the teams to get “too serious”;q Take breaks, Team-buildingq Fund event ideas

n Hire positive, “can do” people

And what about…JOY?

n Joy ofq Appreciationq Learningq Creatingq Delivering valueq Craftingq Professionq Collaborationq Accountabilityq Psychological safetyq Diversityq Challengeq Doing things right



ASK, Don’t Telldid I say ASK?n In the end, you need to engage

agility; Make the Time!

n Attend your teams collaborative ceremoniesq Respect the team dynamic, but

ask questions

n Show honest interest, be inquisitive

n Look for opportunities to Help

n Be interested in principles, behaviors, and results


20 Qualities of an Agile LeaderKelly Waters1. Strong communication –

storytelling and listening2. Passion for learning and intense

curiosity3. Focus on developing people4. Having fun and very energized5. Strong self-belief, coupled with

humanity and humility6. Committed to making a significant

difference7. Clarity of vision and ability to share it with others8. Dogged determination and often relentlessness9. Strong focus on priorities 10. Not afraid to show some vulnerabilityhttp://www.allaboutagile.com/20-qualities-of-an-agile-leader/

http://www.allaboutagile.com/20-qualities-of-an-agile-leader/


20 Qualities of an Agile LeaderKelly Waters

11. Regular use of reflective periods to think and learn12. Real passion and pride in what they do 13. Confidence and trust in their teams, giving them real empowerment14. Respect for all (team members, temps, customers, suppliers and

directors alike)15. Clear standards of ethics and integrity; openness and honesty16. Ability to drive, inspire and embrace change and continuous

improvement17. Positive attitude at all times and an innate ability to be diplomatic in

any circumstances18. Lateral thinking and ability to find innovative ideas and solutions

to problems19. Ability to inspire and motivate others20. Willingness to take (calculated) risks


WorkshopWrap-up

n Let’s rank order some of them:q Personal favorites?q What do you think are the more impactful

patterns? q Or the ones whose absence would do the

most “harm” in an agile transformation?

n Given your understanding and state of agility, what’s your Top 5 list of inspired patterns to “work on”?

Contact Info Bob GalenPresident, RGCG

Experience-driven agile focused training, coaching & consulting

Cell: (919) [email protected] www.rgalen.com

@bobgalenhttps://www.linkedin.com/in/bobgalen

Podcast on all things ‘agile’ -http://www.meta-cast.com/

59Copyright © 2019 RGCG, LLC 59

mailto:[email protected]

http://www.rgalen.com/

https://www.linkedin.com/in/bobgalen

http://www.meta-cast.com/

Certified Agile Leader (CAL-1)

1. The Context for Agile - Why?

2. Agile Overview3. Leadership in

an Agile Context4. The Agile

Organization5. Agile

Approaches to Change


Kanban Pizza GamePart-1


Kanban Pizza GameMaterials

n Break up into teams of from 4-6 individualsn Get your materials:n Post-Its in three colors: yellow (pineapple), pink (ham*) and green (rucola i.e. rocket

salad)n Index cards (white or yellow or some other light color so that you can draw tomato

sauce on them)n Red markersn Glue or transparent tape (to make the Post-Its stick better)n Masking tape (aka. painter's tape)n Scissors (one small + one large per team)n Stopwatchn Order cards - one set per teamn Oven plate - one per teamn The Kanban Pizza Game slides


http://dl.dropbox.com/u/31500040/Kanban%20Pizza%20Game%20-%20Orders.pdf

http://dl.dropbox.com/u/31500040/Kanban%20Pizza%20Game%20-%20pizza%20plate.pdf

http://www.slideshare.net/ralfhh/kanban-pizzagame

Kanban Pizza GameObjectiven Make as many pizza’s as you can in the allotted time

q I will keep time and stop you at some point; I will also keep counts for each team/round

q Round one – make Pizza (1 kind – Hawaiian)n Kanban

q Round two – develop Kanban board, make Pizza (1 kind)n Improve & modify system

q Round three – customer orders, 2 styles of Pizza Hawaiian and Rocket Salad) n Improve system

q Round four – final round, fine-tune the systemq Visualize the process on the tables; then debrief as a group


Kanban Pizza GameRules

n Pizza composed of crust, sauce, toppings,

n Up to 3 slices in the oven at once, 30 seconds minimal cook timeq No adding / removing slice

while cookingn Hawaiian style: 3 pieces of

Pineapple, 3 pieces of Ham


Kanban Pizza GameScoring


Kanban Pizza GameTable Setup, Round 2-4


Kanban Pizza GameTable Setup


Kanban Pizza Game


learning how to lead h-p agile teams v12...a seasoned leader and coach in agile and testing...

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