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AGILE PERFORMANCE MANAGEMENTC.A Parkin – Agile Coach (CSM/CSP/SAFe4.5)

SUGSA Feb 2019

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EXECUTIVE SUMMARY

• What Performance To Measure & Why?

• Performance Management – 12 Agile Principles

• Performance Management – SCRUM

• Performance Management – KANBAN

• Performance Management – LEADERSHIP

• Organization Of Squads To Support Agile Performance Management

• Applying Agile Performance Management Operationally

• Closing / Questions?

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WHAT PERFORMANCE TO MEASURE & WHY?

WHAT DOES IT MEAN TO BE AGILE?

WHY DO WE WANT TO BECOME AGILE?

❑ To Be Agile?

❑ Improved Delivery ?

❑ Reduced Costs ?

❑ Improved Quality ?

❑ All of the above ?

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WHAT PERFORMANCE TO MEASURE & WHY?

Performance Management System = Transformation Goals

Monetary Reward Conflict

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PERFORMANCE MANAGEMENT – 12 AGILE PRINCIPLES

Principle Metric

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

Our backlog is driven by actual customer value based on customer feedback, not perceived value. This is delivered regularly (once every 1-4 weeks) to our customers

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

We allow the PRODUCT (not sprint) BACKLOG to change based on customer feedback and business needs

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

We decide on our cadence based on our expertise in a way it will best serve our Organization, considering our dependencies on other teams and visa versa

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PERFORMANCE MANAGEMENT – 12 AGILE PRINCIPLES

Principle Metric

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

Business is in the squad, present and able to answer questions we may have, when we have it whilst fulfilling the business role and representing the customer

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

[ This cannot be measured in a Squad context because the Organization needs to enable squads in this regard. This stretches into Agile Performance Management Leadership which we will look at later]

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

We shorten the feedback loop by having face-to-face conversations and having phone calls instead of sending off emails and waiting for replies NOTE: Organizations should strive for fully co-located squads, as it is ideal to have all members in squad co-located

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PERFORMANCE MANAGEMENT – 12 AGILE PRINCIPLES

Principle Metric

7. Working software is the primary measure of progress

When we deliver software, it has the minimum amount of bugs and prod issues and has been quality tested by the squad. We keep track of our bugs, prod issues and their severity and try to reduce it over time by using Test Automation and other approaches

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

We deliver what we can commit to within our cyclical timeline (Sprint or Kanban) NOTE: This measures teams overcommitting to deliveries and never finishing their commitment within a specified timeline. Teams should commit to a realistic amount of work within a timeline that will be completed during office hours. This creates predictability in delivery, happy staff, less absenteeism and resignations. It also helps encourage teams to track their velocity properly in order to get insights into how they work and what they can commit to

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

We plan (design) technical solutions that are scalable, supportable, can handle required volumes and are easy to understand by the people using them (lean documentation)

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PERFORMANCE MANAGEMENT – 12 AGILE PRINCIPLES

Principle Metric

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

We keep the product backlog at a level that does not introduce waste. The backlog remains DEEP and we INVEST in our User Stories. We also start with simple (MVP) implementations and test it against customer feedback before expanding on it or removing it in order to keep risk at a minimum

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

We take ownership as a team to solve the problems presented to us in the most effective and efficient manner possible. We organize ourselves around the work presented and make it happen within the committed timelines

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

We have a retrospective at least once a month and from this take action on how to improve as a squad based on past learnings

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PERFORMANCE MANAGEMENT – SCRUM VALUES

Value Metric

Focus We focus on the work in the sprint and do not do other work that is not visible on the board

Courage We have courage to do the right things, and speak up in order to ensure the right things are done in the right way (leadership)

Openness We are open about our challenges, concerns and achievements and raise them early and often

Commitment We deliver what we commit to in a sprint as far as possible

Respect We treat each other and other people in and outside of our team with respect

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PERFORMANCE MANAGEMENT – SCRUM PILLARS

Pillar Metric

Transparency We are open about what we are working on, making it visible for anyone to see

Inspection We inspect our transparent work regularly to understand it as a team

Adaption We adapt whenever we need to in order to become better at what we do and ensure the we deliver based on our commitment

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PERFORMANCE MANAGEMENT – KANBAN PRINCIPLES

Principle Metric

We start where we are We do not initially make any changes in the way we work except towards agility

Pursue incremental evolutionary change We keep implementing small incremental changes on a continuous basis in order to improve on the way we currently do things

Respect current process, roles, responsibilities & titles We keep the current processes, roles, responsibilities and titles in place whilst pursuing incremental evolutionary change

Encourage acts of leadership at all levels We step up when the team needs us regardless of our role or title

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PERFORMANCE MANAGEMENT – KANBAN CORE PROPERTIES

Property Metric

Visualize the workflow We visualize our workflow (as-is) in order to gain visibility into our current way of work

Limit WIP We limit Work In Progress in order to identify bottlenecks within our process and promote collaboration within our team. We stop starting and start finishing work by working together

Manage flow We use the visualized workflow to manage our flow and make improvements in our workflow so that we incrementally improve as a team. We use Lead-time and Cycle-time to measure the improvements on changes we make and also break our work down to smaller equal sizes in order to gain a more even and predictable flow

Make process policies explicit We make our processes and policies visible for all to see

Improve collaboratively We follow the Kaizen principle by continuously finding ways to improve, sticking to them and leaving behind what does not work

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PERFORMANCE MANAGEMENT – LEADERSHIP (AGILE PRINCIPLE #5)

Action Metric

Remove impediments outside of squad control

We assist squads with removing impediments beyond their control in order to help them succeed

Enable teams We enable our teams by giving them the training, tools and contacts they need in order to succeed

Continuous improvement We learn and grow with our squads, and continuously look for ways to improve and help them within the squad, and in relation to other squads (scaled scrum)

Listen and share We listen to what our teams are saying, feeding this back into leadership in other segments in the organization in order to improve as a whole

Conduct We see ourselves as part of the squad, treating others with the same respect we expect to be treated with no matter what level they are at. We do not mange, we lead

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ORGANIZATION OF SQUADS TO SUPPORT AGILE PERFORMANCE MANAGEMENT

TopManagement

& Business

Leader A (Squad Support)

Squad A Squad B

Leader B (Squad Support)

Squad C Squad D

Drive Change

Up & Down

Through Leaders

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APPLYING AGILE PERFORMANCE MANAGEMENT OPERATIONALLY

• Monthly/quarterly survey for teams to rate themselves and the executives that support them (cultivating a culture of openness, honesty and autonomy)

• Survey for Executives to rate the team(s) they support

• More frequent surveys allows faster performance feedback loops in order to take corrective action faster and improve on squad performance faster

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CLOSING / QUESTIONS?

Thank You Cornelius Parkin – Agile Coach

(CSM/CSP/SAFe 4.5) corneliusparkin@gmail.com