Enterprise Agility starts with healthy teams. How …...Agile Principles Working software (value...

Enterprise Agility starts with healthy teams.

How healthy is YOUR Agile team?

www.AgileTransforma0on.com Transformation Strategy & Roadmap | Agile & Cultural Training

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About Me • Sally Elatta [email protected] •  President, Agile Transformation, Inc. •  AgilityHealthRadar.com | AgileVideos.com | AgileforGovernment.com •  Enterprise Agile Transformation Coach, Trainer and Speaker •  Background: Software Engineer and Architect •  Trained thousands and helped coach dozens of teams on Agile •  Agile Expert for PMI.org Learning Community of Practice •  GAO Agile Expert Advisor

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I am simply a transformer. Someone who is really passionate about transforming individuals, teams and organizations to doing what they do better. I believe in Servant Leadership as the way to lead change and create a culture of empowered collaborative high performing teams.

Workshop – Drivers for Agile Adoption

What are YOUR top

drivers for adopting

Agile?

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Common Drivers for Agile Adoption

Large backlog of work not getting done Lack of predictability

Missing deadlines, losing customer

confidence Constantly-changing

business priorities

Silos, handoffs, heavy processes,

lack of trust/ communication

Slow time to market, can't deliver fast

enough for customer needs

Missing, incomplete, changing, ambiguous

requirements

No focus, multi-tasking, several projects by the same

people

No strategic alignment, chasing

shining objects

Lack of enterprise capacity

measurement

Ineffective and wasteful meetings,

dysfunctional negative behaviors

Quality and rework issues, little customer

engagement

Unrealistic estimates and due dates set by

the wrong people

Heavy engineering and testing

processes, no automation

Lack of empowerment, low engagement and

morale

Specialized roles, ‘not my task’ thinking

What is Agile? A Framework and Collection of Methods that Implement the Agile Values (4) and Principles (12).

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The Agile Manifesto - 2001

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The manifesto’s shared value statement: “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 & interactions Over Processes & Tools

Working Software Over Comprehensive Documentation

Customer Collaboration Over Contract Negotiation

Responding 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.”

www.agilemanifesto.org

Agile Principles

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

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

Deliver working software (business value) frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers (the team) must work together daily throughout the project.

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

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

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Agile Principles

Working software (value delivery) is the primary measure of progress.

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

Continuous attention to technical excellence and good design enhances agility.

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

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

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

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From Silos to Collaboration

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The Traditional Way

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The Scrum Way

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Backlog Interested Commi9ed

11

Planning Work into Sprints











Sprin

t 1

Sprin

t 2

Sprin

t 3

Sprin

t 4

Sprin

t N

Sprint is 1 – 4 Weeks 12

Sample Point and Cost Burn Up Chart What is ‘Done’? How much did it cost me?

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The Scrum Meetings Sprint Planning

Sprint Review

3 5

8 3

2

8

2

13

1

q  Create UI (5 hrs) q  Code, Unit test validation logic (3 hrs) q  User Acceptance Testing (2 hrs)

Sprint Backlog (Tasks)

Daily Scrum

Sprint Retrospec0ve Product Backlog

What did I complete yesterday? What am I working on today? What is slowing me down?

Worked Well Needs Improvement

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Agile Posters

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The Basic Team Structure Business Vision What? Why?

Team Facilitator

Technical Vision

How

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Backlog

Measurement

Program View (Scrum of Scrums)

Program Leadership Team PULL from

the Ba

cklog

Why Measure TeamHealth?

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Hard to gain visibility into TeamHealth

Growth was not measurable

Losing the ‘Story’ of team and org

growth

Lack of clear metrics to prove

success

Hard to see patterns across

many teams

Current HR performance

appraisals ‘not agile’

Recognitions and rewards were not

‘team’ focused

Excel sheets, survey tools

overwhelming and inconsistent

We and our clients NEEDED

a solution

Copyright© Agile Transformation Inc

AgilityHealth Certifications


Dial this number: +1.213.226.1066 Conference ID: 798-‐438-‐468


Thank You!!


Download: • Presentation PDF • Blank TeamHealth Radar • Agile Lifecycle Diagram www.bit.ly/agilityhealthseminar Enter PromoCode: AH-NetSpeed

Contact Us

• 1.402.809.1489 • [email protected] • [email protected] • www.AgilityHealthRadar.com • www.AgileTransformation.com


Enterprise Agility starts with healthy teams. How …...Agile Principles Working software (value...

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