Coaching Agile Transitions @Turku Agile Day 2011

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Transcript of Coaching Agile Transitions @Turku Agile Day 2011

  • 1. Coaching Agile Transitionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011.

2. What am I going to talk about Short intro to myself and agile42 Common problems Some things to keep in mind when thinking about a transition Strategy Map - A tool for planning a transition Example of a Strategy Map of a transitionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 3. Lasse Ziegler Agile Coach Joined agile42 in January 2011 Over 10 years of experience in software development Have been a coder, architect, project manager, ScrumMasteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 4. agile42 HQ in Berlin, Germany Other ofces in Vancouver,Helsinki, Bologna We currently work mostly inEurope Our focus is on doing transitionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 5. Some of our customersagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 6. Agile Transitionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 7. Common problems when doing transitions No compelling reason for change Lack of communication Focus on changing process, structure etc instead of behavior No room for failures Management and leadership not willing to change themselves Only training and no coaching Nothing changes if nothing changes Not making the process transparent and meaningful to the individual - WIIFM And many more...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 8. Transition to Agility Team/People Empowerment Knowledge building, andpersisting Adaptivity to changes, exibility Focus on Value and Customer Cultural Change, paradigm shiftagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 9. At the University of California at Irvine, ... they just planted grass... they waited a yearAdapting vs. Dening and looked at where people had made paths in the grass and built the side walks there.agile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 10. A process for transitions Establish a reason for the transition Create a transition team Develop a vision and strategy Communicate the vision Empower people to change Generate quickly some success Dont let up Anchor new approach in the culture Based on Leading Change by John Kotteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 11. Strategy MapHow to dene a Goal and setup a strategy to successfully transform yourorganization?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 12. Strategy Map Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objectiveagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 13. Strategy Map Possible SuccessFactorStrategic Objective(s)Description of a desired outcome withkey differentiators Strategic ObjectivePossible Success FactorsBrainstorm as many possible factorsthat will contribute to successfullydelivering the objective.Factors may include:Possible Skills or Capabilities Success Factor Relationships or Interactions Constraints or Targetsagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 14. Strategy MapNecessary NecessaryCondition Condition Possible SuccessFactor Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objective Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:Possible Skills or Capabilities Success Factor Relationships or Interactions Constraints or Targets Necessary Necessary ConditionsNecessary Condition Minimum actions or deliverablesCondition needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identied.agile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 15. An Example Strategy MapWhat might be part of a transitionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 16. Strategy MapEvidence of Pilot Projects SuccessTop ManagementSponsorshipEnterprise successfullydelivering with Scrumagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 17. Pilot Project Try the whole process end-to-end, notjust the development Start by training the Product Owners,and through coaching identify anddevelop a Product Backlog Train the Team when the Backlog isREADY and start sprinting Coach the whole Scrum Teamthrough 2-3 Sprints till the Team willbe independent, than start withanother team Learn from every experience andconsolidate the Backlog and theapproachagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 18. Strategy MapEvidence of Pilot Projects Success Transition TeamTop ManagementSponsorship TransitionRemove BacklogImpedimentsEnterprise successfullydelivering with Scrumagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 19. Transition Backlog Contains all the tactical actionsstemming from the TransitionStrategy Contains all the impediment roseby the Scrum Teams that needsystemic intervention outside oftheir responsibility Gets processed by theTransition Team, in order ofpriorityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 20. Transition Team Members representing thedisciplines and roles present inthe organization Contains the Sponsor of thetransition acting as ProductOwner Members may rotate over timedepending on the focus at thattime Also Team Member may join tosupport Impediment removalagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 21. Strategy MapEvidence of Pilot Projects Success Transition TeamTop ManagementSponsorship TransitionRemove BacklogImpedimentsAgile & ScrumAwarenessintroductionEnterprise successfullydelivering with Scrumagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 22. Lean, Agile or Scrum?Openne Ree nt s s Co urage sp e ctit m m omFocus C Scrum Framework Agile Values Lean Principlesagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 23. Strategy MapEvidence of Pilot Projects Success Transition TeamTop ManagementSponsorship TransitionRemove BacklogImpedimentsAgile & ScrumAwarenessintroductionEnterprise successfullydelivering with Scrum Success StoriesMarketing & Communication Paradigm shift: bottom-upagile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 24. Put your team into context, allow them to tell the story... good and bad stories, they are all Start to ask Questions! lessons learned :-)agile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 25. Strategy Map Evidence of Pilot ProjectsSuccessTransition TeamTop ManagementSponsorshipTransition RemoveBacklog Impediments Agile & Scrum Awarenessintroduction Enterprise successfully delivering with ScrumSuccess Stories Marketing &CommunicationParadigm shift: Effectivebottom-up Scrum Teams Agile Engineering Technical PracticesExcellence TrainingCoachingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 26. Agile EngineeringPracticesDelivering fast requires newmethods... and new toolsPeople need to learn new tools and new practices...agile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 27. and have the courage to leavebehind the Old tools which arenot supportive anymoreThere is no perfect tool and there is no toolAgile Engineering forever...Practices agile42 | We advise, train and coach companies building softwarewww.agile42.com | All rights reserved. Copyright 2007 - 2011. 28. Coaching Coaching mostly the ProductOwners and ScrumMasters Focus on changing behavior Guiding people to a solutioninstead of giving one Asking powerful questions andgiving feedback Coaching coachesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2011. 29. Strategy Map Evidence of Pilot ProjectsSuccessTransition TeamTop ManagementSponsorshipTransition RemoveBacklog Impediments Agile & Scrum Awarenessintroduction Enterprise successfullySupport growth of Cultural Changedelivering with ScrumSuccess Storiesnew RolesMarketing &Communication Customer & Value Paradigm shift: Effectivebottom-uporientation Scrum Teams Agile Engineering Technical PracticesExcellenceSystem Thinking TrainingCoachingagile42 | We advise, train and coach companies building software www.agile42.com |