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Why Agile for Leaders—12 Practices for Agile Transformation

!Jean Tabaka, Rally Software

www.rallydev.com

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Agile is failing!

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How can YOU ensure Agile

failure?

!

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!

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Agile is not the problem

!

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Beautiful practices of Agile success

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Don’t abandon Agile

!

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Lead with success practices

Prepare to change

WORLD your

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your group

your organization

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your company

your customers

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Expansion not

Scarcity

Continued

Customer Value

Knowledge -creating company

What do we mean by Agile?

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OVERVIEW SCRUM

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Scrum&VALUES&&&

! !Commitment!

! !Focus!

! !Openness!

! !Respect&&

! !Courage!

37&

Scrum&asks&you&to&commit&to&a&goal&and&then&provides&you&with&the&authority&to&meet&that&commitment.&

Scrum&insists&that&you&focus&all&your&efforts&on&the&work&you're&commi:ed&to&and&ignore&anything&else.&&

Openness&is&promoted&by&the&fact&that&everything&about&a&Scrum&project&is&visible&to&everyone.&&

Scrum&asks&you&to&have&the&courage&to&commit,&to&act,&and&to&be&open&with&respect.&

ww

w.ddj.com

/dept/architect/184414912?cid=Am

bysoft

Product!Backlog!

Sprint/Itera;on!!Backlog!

Sprint/Itera;on!2=4!Weeks!

Daily3Mee5ng3

Poten;ally!Shippable!Product!

Increment!

SPRINT/ITERATION MECHANICS

3Demo/Review33&33Retrospec5ve3

Sprint3/Itera5on3Planning3

Release3Planning3&3Backlog3Grooming3

Burndown!Chart!!

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SHIPPABLE” PRODUCT INCREMENT?

“POTENTIALLY What is a

TESTED HIGH QUALITY

COMPLETE

DONE

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(potentially shippable) = SHIPPABLE

Target

Scrum: WORKFLOW of “SPRINTS”

Sprints/Iterations

release release

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What are the Scrum roles?!

Facilitates with team and customer

Doesn’t commit to dates, budgets

Enforces values and practices

Not the decision maker

Removes impediments

Servant leader

SCRUM MASTER

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PRODUCT OWNER

Represents (or is) the customer

One voice, often representing many

Defines product vision & conveys goals

Prioritizes the Product Backlog for value delivery

Responsible for the ROI

TEAM DELIVERY

Typically 5-9 people

Full-time members

Self-organizing

Self-managing

Cross functional

No egos

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PO!

SM!

TEAMS

DEDICATED PERSISTENT

SCRUM? WHY

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We can’t know everything up front

Rita Willaert

How Scrum Reduces Risk • Iterative and incremental development provides fast feedback loops

• Fast feedback loops provide fast learning about features, technology, market

• Focus and visibility means support delivery, and better information for decision-making

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How Scrum Reduces Risk •  Iterative and incremental development provides

fast feedback loops

•  Fast feedback loops provide fast learning about features, technology, market

•  Focus and visibility means support delivery, and better information for decision-making

How can I bring Agile into

my organization? !

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A question for you

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How do you turn an elephant?

Attribution: flickr/coolinsights

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Switch!

To truly switch:!

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Direct the rider!

Motivate the elephant!

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Shape the path!

Each of the 3 patterns has practices for successful

Agile transformation !

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Direct the rider!

A clear and compelling goal

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#1 !

http://www.flickr.com/photos/inkybob/122476158"

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http://www.flickr.com/photos/inkybob/122476158"

“Why are we undertaking an Agile transformation?”

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Crisis or culture of improvement?

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Scarcity or expansion?

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Vision

High-level Agile transformations support your organizational VISION

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Examples from real customers:

•  Earlier business value via faster time-to-market •  Transparency, visibility, predictability •  Improve employee engagement and teamwork!

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Script a co-created transformation framework!

#2 !

Set!High)Level!Business!Goals!![Co$create*clear*goals*at*all*levels]*

1.!2.!3.!

!Define!Success!Metrics!

Goal Metric How Reported

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Set an initial rollout plan Example of an Agile Rollout for 500 people

Vision

Roadmap

Release

Iteration

Daily

Steer your Agile rollout to support levels of business planning, decisions, certainty

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Engage your plan with guidance

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#3 !

Find bright spots—seek mentors

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Books are not enough. We need to find others and work with them.

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Motivate the elephant!

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Engaged executive sponsorship

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#4 !

Create a sense of caring and

engagement that invites people’s gifts

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Fully committed—a Social Contract

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Israel Gat – Cutter Consortium

Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”

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Servant leadership

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Shrink the change

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#5 !

What’s in it for me? (WIIFM)

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“We will learn and all of us will have better skills as software professionals.”

Support collaboration not command and control

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Start pilot teams based on rollout plan

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Learn and mature before you scale

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Grow your people

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#6 !

Train everyone in their roles

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Each person knows what to do

Create safe team ownership and commitment

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Shape the path!

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Define cadences and a framework of feedback

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#7 !

Form support councils not status reporting

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Teams and stakeholders share feedback on the transformation and the business

Mul;=Team!Program!

Team=of=Teams!!Program!Steering!

Portfolio Mgt & Governance

Architecture Council

Release Mgt

Sustain cadences of feedback

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AGILE cadences ORGANIZATIONALLY

Quarterly Business Cycle (Cross Organizations)

Product Cycles (Cross Departments)

Team Cycles

Incremental!Delivery!of!Customer!Value!Product Backlog

Release Backlog

Iterations 1-4 Weeks

Daily Meetings

Product Increment

Releases 1-4 Months

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•  Release planning •  Iteration planning •  Daily planning •  Demo and

Retrospective •  Product council

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Vision

Roadmap

Release

Iteration

Daily

Inform the business Vision from through the cadences of decisions

Measure for feedback not control

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#8 !

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Watch impacts on the flow of value

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!Don

Reinertsen !

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“Watch the work product not the worker” -- Don Reinertsen

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!“The economics of FLOW is almost always dominated

by the cost of queues.”

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!Queues, variability, batch

size, WIP, cadence, feedback, distributed

decision making

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Readiness of the product increments

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Standardization and Optimization

www.scaledagileframework.com

Continuously pull engineering practices

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#9 !

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GUI

Business Logic

Database

SLICES VERTICAL Story 1 Story 2

Build feature by feature

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Pull testing forward

Task Estimate Owner Code the UI 6 Brenda

Code the middle tier

8 Yi

Create and automate tests

4 Alan

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Invest in a resilient infrastructure

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Create a culture of continuous learning

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#10 !

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Retrospect at all levels regularly for continuous knowledge flow

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Prepare to scale

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#11 !

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Architect for change and growth in product and organization

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Maintain passionate

change agents !

Be patient and apply these practices to your context

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#12 !

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AGILE Alignment takes time

Corporate Level

Departmental Level

Team Level

Personal Level

Revisit your compelling goal

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Examples from real customers:

•  Earlier business value via faster time-to-market •  Transparency, visibility, predictability •  Improve employee engagement and teamwork!

Revisit the strength of your sponsorship

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Israel Gat – Cutter Consortium

Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”

Frame*&*Empathize*

Build*&*Ship*

Test*&*Measure*

Learn*&*Share*

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Wrap up our story

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Agile is not the problem

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Success

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Your turn to turn the elephant

Attribution: flickr/coolinsights

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3 actions you can do right now

1. Start where you are

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2. Define your compelling goal

3. Seek bright spots and mentors

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Knowledge -creating company

Expansion not

Scarcity

Customer Value

“What questions do you have for me?”

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www.rallydev.com" ©2013 Rally Software Development Corp "

Go Agile. Go Rally."

Why Agile for Leaders—12 Practices for Agile Transformation

!Jean Tabaka, Rally Software

www.rallydev.com