welcome to the statefarm continuous delivery dojo. · title: welcome to the statefarm continuous...

Copyright © 2018 Accenture All rights reserved.

WELCOME TO THE CONTINUOUS DELIVERY DOJO.IT’S A MAGICAL PLACE*

David Hammerslag, PhD

Sr. Lean/Agile Coach

Solutions IQ, an Accenture Company

*like Tahiti


• In 2017 Accenture acquired SolutionsIQ and

the Agile Coaching Institute, which combined

makes us the largest and most capable Agile

transformation consultancy

• We have trained over 5,000 Agile Coaches

and are industry thought-leaders in defining

Agile Coaching as a true profession. It's our

passion.

• We are a founding member of the Business

Agility Institute, a Scaled Agile Gold Partner, a

Member Training Organization of the

International Consortium for Agile, and a

Scrum Alliance Registered Education Provider

• Premier Agile education, globally recognized

transformation at the scale of Accenture

WHO WE ARE


WHAT KIND OF TALK SHALL WE HAVE?


WHO I AM

• 30 years software industry experience

• 10 years experience coaching and leading agile teams

• 5 years consultant with BigVisible Solutions and SolutionsIQ

• PhD (Computer Science)

• Lean 6-σ Green Belt

• ICAgile Certified Professional - Agile Coaching

• ICAgile Certified Professional - Agile Team Facilitation

• CSM


IMAGINE A DIFFERENT WAY TO WORK WITH TEAMS….

Imagine you are a coach…

•What if the team you are coaching could see and

realize the value of changes in a matter of days…

Imagine that you have an idea for helping a team have

better retrospectives…

•What if, on average, you had to wait only a day to

implement that idea…


THE DOJO IS/IS NOT

Is….1. A place you go

2. Experiential learning – Learning by doing

3. Teams work on real project work they bring with them.

4. An experience driven by the team

5. Resident, committed coaches (Tech and Agile)

6. A safe place to fail

7. Built around “hyper sprints”: 2 sprints per week, 12 sprints in the Dojo

8. Built on shared team and leadership commitment

Is Not…1. A thing you do

2. Classroom Training

3. Built on hypothetical examples

4. A prescribed course or outcome

5. Drive by/bungee coaching

6. Toleration for prevarication – no excuses

7. Scrum-but

8. Team v. management


DOJO ENVIRONMENT: SINGLE BAY



Scrum Team



Coaches: Agile

and Tech



Pairing Stations



Whiteboard WallsWhiteboard Walls



Observers, Dojo Staff,

Team’s Leadership


DOJO ENVIRONMENT: MULTIPLE BAYS

“Floating” coaches


HOW IT WORKS

Register

Leadership Conversation

Observation and Maturity Assessments

Charter

Sprint 0 (Foundational workshops)

11 Hyper-Sprints

Re-Assessment Graduation

1 month follow-up 3 month follow-up 6 month follow-up


• Why are you coming to the Dojo?

• How long will you stay?

• How will we work together on the journey?

• How will we measure our progress?

• Goals/Measures

• As a team…

• Product delivery

• Improved Agility

• Delivery/Technical Skills

• Team drives the goals; shared commitment

CHARTERING

Where are we going? Why are we going there?


SPRINT 0Monday Tuesday Wednesday Thursday Friday

09:00 Standup

09:15

09:30

09:45

10:00

10:15

10:30

10:45

11:00

11:15

11:30

11:45

12:00

12:15

12:30 Standup

12:45

01:00 Retrospecctive

01:15

01:30

01:45

02:00

02:15

02:30

02:45

03:00

Git Overview &

WorkshopPairing Workshop

Sprint Review

(Showcase)

Planning

Dojo Welcome

Break Break Break Break

Jenkins Overview

Story

Mapping/Story

Writing

Backlog Review

Agile Overview &

Team Formation

TDD/BDD

Workshop


SPRINTS 2 – 12Monday Tuesday Wednesday Thursday Friday

9:00 Standup Standup Standup Standup

9:15

9:30 Retrospective

9:45

10:00

10:15

10:30

10:45

11:00

11:15

11:30

11:45

12:00

12:15

12:30 Standup Standup Standup Standup Standup

12:45

1:00

1:15 Retrospecctive

1:30

1:45

2:00

2:15

2:30

2:45

3:00

Planning

Sprint Review

(Showcase)

Planning

Backlog Review

Sprint Review

(Showcase)

Break Break Break Break Break

Backlog Review


THE MAGIC OF 2.5 DAY SPRINTS


GRADUATION

Final Showcase

Celebration

The Way Forward


LEAVING THE DOJO

• Final Demo

• Celebrating achievements and growth

• Post Dojo follow up:

• 1 week

• 1 Month

• 3 Month

• 6 Month

• Opportunities for on-going coaching, community


RESULTS

» Accelerated team transformation and

improved predictability

» Level up technical skills and practices

» Discovering the power of

short feedback loops» Increased quality, automation and

reduced delivery time


TYPICAL LEARNINGS

• Confidence – We can get a lot done in a short time

• Collaboration – Teams experience the power of constant communication and collaboration

• Value of tight feedback loops – Most teams use 1 week sprints post Dojo

• Persistence – Teams may enter the pit of despair after 2 weeks or so; they push through and see the value.

• Story splitting skills

• Embracing technical practices (TDD, BDD, CD, Pairing)

• Collective code ownership

• Improved code quality

• Increased automation (build pipelines)

• Stronger teams


THE DOJO SECRET SAUCE!

• A place, not an activity

• My house, my rules

• Focus is on delivery not agile. Agile is the means, not the end

• Hyper sprints (2.5 days)

• Intentional Engagement with the team’s leadership

• Pre-Dojo

• Weekly during Dojo

• Strong sponsorship

• Promoting success

• Protecting the “brand”

• Tailored Experience

• Pre-Dojo Observation

• maturity surveys

• Highly collaborative staff focused on team success.

• Daily feedback from Dojo participants

• Daily staff “huddles” focused on how teams are progressing and on problem solving.

• Intentional planning for life after Dojo

• Shared responsibility for the outcome (Dojo, Team, & Leadership)


DOJO CASE STUDY: A NATIONAL INSURANCE COMPANY

Summary

• 76 teams have graduated Dojo since September 2016

• Maximum capacity: 17 teams at a time, across 4 locations

• Platform to mentor internal tech and agile coaches

• Expansion to business teams and leadership teams

25


DOJO CHALLENGES – VICTIMS OF YOUR OWN SUCCESS

• Management push instead of team pull

• Highly dependent on good coaches

• Dojo culture (Leadership and Staff) needs care.

• Compromising on “entry criteria”

• “Dojo” can become an end, not a means


DOJO MVP

1. A space large enough to comfortably hold the team and coaches and allow room for observers. Plenty of whiteboards. Preferably away from the team's regular work space (e.g., different building or at least a different floor).

2. Focus is on delivery not on “doing” agile.

3. Commitment to hyper sprints (2.5 days)

4. The right team:

1. engaged leadership

2. no immediate critical deliverables

3. valuable work to bring into the Dojo

4. co-located (or can be co-located)

5. Strong (internal) sponsor leader: regularly engaged and present; able to shift organization roadblocks

6. Method to collect daily feedback

7. The right coaches (Process and Technical): pragmatic, collaborative, experienced


THANK YOU FOR YOUR KIND ATTENTION

What Questions do you have?

[email protected]

welcome to the statefarm continuous delivery dojo. · title: welcome to the statefarm continuous...

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