A Group of Agile Teams - PMI La Crossepmilacrosse-rochester.org/Presentations/Organizational...

A Group of Agile Teams ≠

Organizational AgilityMike Stuedemann, PMP, PMI-ACP, CSP

Certified Scrum Professional & Agile Transformation Coach

http://collaborativeleadershipteam.com

[email protected]

@StuedeSpeaks

http://collaborativeleadershipteam.com/

mailto:[email protected]

Copyright 2015 Collaborative Leadership Team 2

Why Agile?

2014 VersionOne State of Agile Survey

3Copyright 2015 Collaborative Leadership Team

Agile Manifesto

Agile Software Development Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

http://agilemanifesto.org


Agile Manifesto Principles

1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4 Business people and developers must work together daily throughout the project.

5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7 Working software is the primary measure of progress.

8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9 Continuous attention to technical excellence and good design enhances agility.

10 Simplicity--the art of maximizing the amount of work not done--is essential.

11 The best architectures, requirements, and designs emerge from self-organizing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/


Organizational Agility

“A group of agile teams does not an agile

organization make…”


Organizational Agility – The Goal

“The new goal for

the organization

must be to

delight the

customer.”


Organizational Agility – A Definition


Shared Vision or Current Reality?

Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge


Potential Obstacles


12Copyright 2015 Collaborative Leadership Team

Potential Obstacles

Source: Dynamic System Development Method (DSDM or RAD)

Potential Obstacles


Be Prepared to Learn

15

Copyright 2015 Collaborative Leadership Team

Project Focus

Investment made at the Project Level

People referred to as “Resources”

People time-sliced across multiple

projects

By definition projects are temporary

All projects have a Start and a Finish

Scope locked down

Change discouraged

Plan Driven

People reassigned when project is

finished

Support Function created for

Customers

Product Focus

Investment made at the Product Level

People 100% intact; dedicated in

Teams

Holistic view of the product being

created, built or enhanced

Scope is dynamic and changing

Value Driven

New Products can be brought to a

Team but the Team stays together

Anything from Customer is feedback

or is work on the ordered to-do list

Traditional Methods Agile Methods

Potential Obstacles


Potential Obstacles

New Quality Practices

• Testers are part of the team

• Tests drive coding

• Testing a user story is done within an iteration – not after

• Quality is not a role, a person or a department – it’s everyone’s job

• Testing is not something performed by a “tester”

• Test automation is critical to long-term effectiveness


Potential Obstacles

Personnel Considerations

• Focus is on Cross Functional Teams

• Delivery is Value Based on the Customer

• What support or training do our teams need to make the paradigm shift in collaboratively working in a cross functional way?

• What happens to our individual incentives in asking people to work in teams?

• What happens to our hiring practices in asking for cross functional behavior and skills?

• What about career path considerations?


Potential Obstacles

• Inclusive, Collaborative

• Flexible, Adaptive

• Possibly-Oriented

• Facilitative

• Self-reflective

• Courageous

• Observant

Adapted from Leadership Agility, Bill Joiner & Stephen Josephs and Action Inquiry, William Torbert


Confronting Current Reality


Realizing the Vision

Use a Management or Organizational Backlog to Prioritize Next Steps


How Long Does this Take?

It Depends…

• Size of the Organization

• Organization Culture

• Flexibility and Adaptability

• Commitment of

Organization Leadership

• Commitment to Automation


A Case Study

• Privately held organization that provides contract

and support services to a worldwide franchise

• Moved from project structure to product structure

enabling faster delivery of business value

• Teams are empowered, co-located and high

performing

• Better alignment with the Business


10 Reasons I Love My Job

3. Integrated teams. Product owner, QA, operations, infrastructure, developers – we’re all on the same team. We work together, and are committed to each other. There is opportunity for growth. Just one month in, I can already sense it. And many times I’ve already seen where wins are celebrated by the entire team, and mistakes are owned by the entire team. It’s awesome.

http://silvanolte.com/blog/2013/02/09/10-reasons-i-love-my-job/




2. Agile. Weekly sprints. Sprint goals. The ceremonies. The daily meetings. The sprint planning. The sprint retrospectives. The sprint board. The stickies. Weekly deployments into Production. Having a clear sense of what our focus is this week. Commitment to the work at hand. Establishing a velocity and trusting in the team to perform. Similar to feeling at home with Apple products and OS X, I also feel incredibly at home in this environment.





1. People care. This is the most important thing to me. I work in an environment where people really care about what they do. Shades of gray, I acknowledge, between just being somewhere for the paycheck and having a passion for what you do. At my new workplace, I find that people care about what they do. To do well for their customer because it’s the right thing to do. Because there’s a sense of pride in doing good. I can get a paycheck anywhere. But I can only do what I do, and with the people I do it with, where I’m at right now.




A Case Study

The CIO’s email to me in sharing the blog post:

“One more thing. Check out this blog from one of our

developers. I can die and go to CIO heaven now.

Thanks for all you did to help us get to where we are.”




Questions


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