Transitioning a team

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In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations.

Webinar discussed how people process change, how to start your transition and how to support it.

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Transitioning a team

  1. 1. Transitioning a Team<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  2. 2. Conscires Agile Practices <br />Who we are ::<br /><ul><li>Enabler of Agile & Scrum adoption for your organization
  3. 3. Agile Adoption Assessment, Training & Coaching</li></ul>What we do ::<br /><ul><li>Agile & Scrum Coaching – http://agile.conscires.com/services/
  4. 4. Agile & Scrum Trainings - http://bit.ly/allTrainings
  5. 5. Irvine,CA
  6. 6. Boston,MA
  7. 7. Denver, CO
  8. 8. San Diego,CA</li></ul>Erin S Beierwaltes | Conscires Agile Practices<br />
  9. 9. Erin Beierwaltes, PMP, CSM<br />Certified Project Management Professional<br />Certified Scrum Master<br />Professional Scrum Master I<br />Agile Transition Coach at InfoPrint Solutions (past)<br />ScrumMaster at RightNowTechologies (current)<br />Agile Contributor and Teacher<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  10. 10. Community of Thinkers<br />I am a member of a community of thinkers<br />I believe that communities exist as homes for professionals to learn, teach, and reflect on their work<br />http://www.rallydev.com/agileblog/2009/12/a-community-of-thinkers/<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  11. 11. Credits<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  12. 12. Successes by Size and Approach<br />2010 IT Project Success Rates, August 02, 2010 <br />Erin S Beierwaltes | Conscires Agile Practices<br />
  13. 13. Triple Constraints<br />Fixed Requirements Resources Time <br />Plan Driven<br />Value<br />Driven<br />Estimated Resources Time Features<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  14. 14. Waterfall vs. Agile<br />Waterfall<br />Requirements<br />Prescriptive<br />Individuals<br />Sequential<br />Cost of change<br />Agile<br />User Stories<br />Empirical<br />Teams<br />Iterative<br />Encouraged Change<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  15. 15. Ideal Pilot Project (IF you can choose)<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />www.mountaingoatsoftware.com<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  16. 16. Duration<br />Too Short creates skepticism<br />Too Long delays success recognition<br />IDEAL: A project that is near the middle of what is typical (3-4 months)<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  17. 17. Size<br />Collocated team<br />Not too big (won’t exceed more than 5 teams)<br />Communication between multiple teams add complexity<br />IDEAL: One Team (even if will grow to more)<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  18. 18. Importance<br />Not low-importance<br />Not low-risk<br />IDEAL: An important project will help drive the team to implement all the hard things that Scrum asks of you<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  19. 19. Business Sponsorship<br />Business and technical sides must change<br />Must have someone on the business side with the time to work with the technical team<br />Assist in business processes, departments or individuals that to adjust<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  20. 20. People<br />Types<br />Scrum lobbyists<br />Willing optimists<br />Fair skeptics<br />Yes, this stacks the deck in your favor that won’t work on all projects, but this is an attempt to use a new approach to deliver an important project.<br />Large<br />Weak<br />Size<br />Critical<br />Business <br />Sponsorship<br />Ideal Project<br />Duration<br />Importance<br />Short<br />Long<br />Strong<br />Unimportant<br />Small<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  21. 21. Ken Schwaber<br />“30% of all teams or organization that use Scrum will become excellent development organizations “<br />“When adopted, some of its practices are inconsistent with the culture of the team…the team changes Scrum so it is consistent and fits in…self organization of teams does not occur then.”<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  22. 22. Change Reaction<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  23. 23. Resisting Change<br />The top reasons for resisting change, as given by employees and managers. Creasey and Hiatt, 2007<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  24. 24. Native Conflict Response Mode Thomas Kilmann Instrument (TKI)<br />Competing: Assertive and not cooperative<br />Collaborating: Assertive and cooperative<br />Compromising: In the middle on both dimensions<br />Accommodating: Cooperative and not assertive<br />Avoiding: Neither assertive nor cooperative<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  25. 25. Coaching<br />Teams need someone to provide them with the right teaching, coaching and mentoring<br />No one is satisfied anymore being cogs in the machine and want to know their effort yields value<br />http://systemagility.com/2010/11/28/looking-forward-to-agile-coach-camp-norway-2011/<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  26. 26. Agile Coach<br />Agile methodologies provide a framework to setup and do well, but coaching will deepen understanding and success<br />Facilitator<br />Teacher<br />Mentor<br />Conflict Navigator<br />Collaboration Conductor<br />Problem Solver<br />…MORE<br />http://smartlemming.com/<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  27. 27. Coaching<br />Problem is<br />most aspiring agile coaches have <br />very little education or experience to<br />prepare them<br />Ask yourself…<br />What is my role in a self-organized team?<br />How do I help the team yet stay hands-off?<br />http://bt-01.deviantart.com<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  28. 28. Transitioning from the Traditional<br />Coaching Agile Teams (Lyssa Adkins, 2010) <br />Erin S Beierwaltes | Conscires Agile Practices<br />
  29. 29. Coach for the Team<br />Coaching Agile Teams (Lyssa Adkins, 2010) <br />Erin S Beierwaltes | Conscires Agile Practices<br />
  30. 30. Non-command and control thoughts<br />Be detached from outcomes<br />Take it to the team<br />Be a mirror<br />Master your words and your face<br />Let there be silence<br />Model being outrageous<br />Let the team fail<br />Always be their biggest fan, but be careful<br />http://superprojectmanagement.com/<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  31. 31. Team Start-Up<br />Process (Core of Agile)<br />Get everyone on the same page using the same terms and definitions<br />Offer to show “your” version of agile<br />Team<br />Learn about each other<br />Constellation<br />See ideas for collaborative actives from Lyssa Adkins<br />Work Ahead<br />Vision of the Product (Product Owner)<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  32. 32. Team Restart<br />Retrain<br />http://www.crisp.se/scrum/checklist<br />Positive Reinforcement<br />Guide by Retrospective!!<br />See blog post<br />See retrospectives book<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  33. 33. Set the Team’s Expectations<br />You have everyone you need to be successful<br />Expect high performance can be achieved<br />The Destination Never Comes<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  34. 34. Balance Learning and Doing<br />Shu: Follow the Rule<br />Basics that build a solid foundation<br />Ha: Break the rule<br />Start to reflect on a deeper understanding<br />Students can now instruct others<br />Individuality begins to emerge<br />Ri: Be the rule<br />Discovering through self exploration<br />Everything comes naturally<br />(try this in a retro)<br />http://alistair.cockburn.us/Shu+Ha+Ri<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  35. 35. Coaching Styles<br />Teaching<br />Lay down the law and teach the rules<br />Coaching<br />Encourage with questions and reflections<br />Advising<br />Self-organized, self-monitoring, self-correction<br />The team knows as much (if not more) that you<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  36. 36. Whole-team vs. Individual Coaching<br />Whole Team<br />During sprint planning and retrospectives to help them make better shared commitments<br />Takes a back seat during the sprint so the team can focus on work<br />Individual<br />During sprint development, as individuals bring problems and complaints<br />Coach individuals to be come better agilist and offer tools to resolve their own problems<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  37. 37. High Performance Tree by Lyssa Adkins<br />Chapter 2: of Coaching Agile Teams by Lyssa Adkins http://www.code-magazine.com/Article.aspx?quickid=100153<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  38. 38. Retrospective Action Items<br />One action at a time<br />Remind them they can try something in the next sprint<br />Give everyone permission to take time<br />Give everyone permission to try something once<br />Do NOT push the team to do what YOU think is the right action<br />It’s ok to let the team fail (because you might be wrong)<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  39. 39. Team Dynamics<br />Only as wise as the quietest person<br />Loudest Developer Driven (LDD)<br />Separation by Title<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  40. 40. Managing at the Speed of Change by Daryl Conner<br />“It is relatively easy to get your people to acknowledge that a change is to be made and to get start on it. The really tough job is to get them to stick with it when the going gets tough.”<br />Try to anticipate old habits in advance and help them stick to Scrum despite the discomfort and worry.<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  41. 41. Problem Solving<br />Set Expectations<br />It is the responsibility of the team to meet the challenges and find solutions<br />A problem is brought to you or you see it<br />Pause! Reflect on the problem!<br />Take the problem to the team<br />All the team to act (or not)<br />It’s their commitment, not yours!<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  42. 42. Become the Expert<br />Books<br />Blogs<br />Twitter<br />Meetup.com<br />Local Chapters<br />Colleagues<br />Friends<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  43. 43. Final Thoughts<br />The point isn’t to be the best at Scrum or some other Agile method, but to provide value to customers, the business and the team.<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  44. 44. Thanks!<br />coachatplay@gmail.com<br />#coachatplay<br />Erin S Beierwaltes | Conscires Agile Practices<br />
  45. 45. Upcoming Training in Denver,CO<br /><ul><li>“Scrum! Values, Foundations and Practices” </li></ul> with Erin Beierwaltes<br /><ul><li>May 14th 2011
  46. 46. 20% discount with code Webinar
  47. 47. http://agile.conscires.com/scrum-1-day-training-denver/</li></ul>Contact<br /><ul><li>Bachan Anand
  48. 48. W : http://agile.conscires.com
  49. 49. E : bachan.anand@conscires.com
  50. 50. P : 949-232-8900</li></ul>Erin S Beierwaltes | Conscires Agile Practices<br />

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