mike cottmeyer - how to get started with agile
DESCRIPTION
presented at Southern Fried Agile 2010.southernfriedagile.comTRANSCRIPT
Getting Started with AgileMike Cottmeyer
“I estimate that 75% of those organizations using Scrum will not succeed in getting the
benefits that they hope for from it.”
Ken SchwaberFebruary 2008
Culture & Structure
People, Process & Tools
Team
Team
Team
Traditional Enterprise
Agile Teams
Agile Team
Agile Team
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Agenda
1. How to focus on value creation
2. Setting up the team and getting started
3. Establishing a delivery cadence and building trust
4. Clearing the way and replicating success
Focusing on Value Creation
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Investments across products not level
• Investments across multiple products
• Business case made for each investment
• People vary project to project
• Teams tend to form and re-form as projects spin up
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Incremental ongoing investment in a single product
• Investment is pre-approved and scope is negotiated release to release
• Team members tend to be stable across releases
• Teams better able to stay together
What Do We Deliver?
• Project focused organizations
• Product focused organizations
• Operations focused organizations
• Similar in form to product focused
• Teams can stay together
• Investments are level over time
• Characterized by rapid changes to the product backlog based on immediate customer demand
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Change is encouraged
• Focused on optimizing business outcomes
• Features vary based on customer input
• Agile is primarily a mechanism for fast feedback from customers on what to build
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Change is not as desirable
• Convergence over emergence
• Customer has a clear idea of what they expect
• Agile is primarily a mechanism for rapid risk reduction, and learning
What Do We Value?
• Emergent outcomes
• Predictive outcomes
• Managing flow
• Constantly changing backlog
• Need a way to understand capacity
• Need a way to make and meet short term commitments
• Agile is primarily a scheduling mechanism
Choosing The Agile Pilot
• Value• Constraint• Risk
Choosing The Agile Pilot
• Value• Constraint• Risk
ValueCreation
Choosing The Agile Pilot
• Value• Constraint• Risk
ValueCreation
ImprovementOpportunity
Choosing The Agile Pilot
• Value• Constraint• Risk
Agile Pilot Team
Setting Up the Team and Getting Started
Building Your Team
Developers
DevelopersTesters
Developers
Analyst
Testers
Developers
PMAnalyst
Testers
Developers
CSMAnalyst
Testers
Product Owner
CSMAnalyst
Testers
Developers
http://www.situational.com/
Forming
http://www.situational.com/
Forming
Storming
http://www.situational.com/
Forming
StormingNorming
http://www.situational.com/
Forming
Storming
Performing
Norming
http://www.situational.com/
Team
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Feature
Database
Report
Screen
Choosing Your Methodology
Team
Team
Scrum
Team
Scrum
XP
Team
Scrum
XPAUP
Team
DSDMScrum
XPAUP
Team
DSDMScrum
XPAUP Lean
Team
DSDMScrum
XPAUP Lean
Kanban
Linking to the Enterprise
I1-N
I0I1-N
I0I1-N
IH
Inc.Construction
Trans.
I0I1-N
IH
Elab.
Inc.Construction
Trans.
I0I1-N
IH
Elab.
Initiate Plan Execute Monitor & Control Close
Establishing a Delivery Cadence and Building Trust
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
http://www.methodsandtools.com/
Epic
Epic
Epic
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
Feature
Feature
Feature
Feature
Feature
Feature
Epic
Epic
Epic
Epic
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Database
Report
Screen
User Story
User Story
User Story
User Story
User Story
User Story
User Story
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Database
Report
Screen
• Test Driven Development
• Continuous Integration
• Pair Programming
• Refactoring
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Organizational Roadmap
Release Release Release
I1 I2 I3 I4 I5 I6 I7 I8 I9
Cadence and Trust
• Deal with breadth first, then depth
• Focus on good technical practices
• Build trust through delivery
• Communicating status to the business
BurndownGraphs
BurndownGraphs
BurndownGraphs
Agile Team
Agile Team
RYGStatus
Gantt Charts
EVM
Risk Burndown
Removing Common Impediments
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode
teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product
Ownership• Well communicated
expectations• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well
communicated expectations
• Create real value
Clearing Impediments
• Matrixing
• Power & Politics• Mixed mode teams• Unclear
expectations• High velocity, low
value
• Specializing generalists
• Safety• Product Ownership• Well communicated
expectations• Create real value
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
The Approach
• Baseline agility assessments
• Enterprise value modeling
• Current reality diagrams
• Coaching and training
• Control teams
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Learning Outcomes
1. Focus on measurable value
2. Build organizations around agile teams
3. Working, valuable software builds trust
4. Inspect and adapt and get better
Replicate your success!
Getting Started with AgileMike Cottmeyer
www.leadingagile.com