Your SlideShare is downloading. ×
Agile lean workshop for teams, managers & exec leadership
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Saving this for later?

Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime - even offline.

Text the download link to your phone

Standard text messaging rates apply

Agile lean workshop for teams, managers & exec leadership

1,094
views

Published on

Published in: Business, Technology

0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,094
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
70
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Agile-Lean workshop for teams, managers & exec leadership by Ravi Tadwalkar is licensed under a Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License.
    Based on Pete Behrens’s work at http://www.slideshare.net/petebehrens/leading-agility-insideout
    Based on Alan Fine, creator of InsideOut Coaching, source: insideoutdev.com
    Based on Jurgen Appelo’s “management 3.0” related work, such as: http://www.slideshare.net/jurgenappelo/checklist-for-the-agile-manager

  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Will McKinley wrote this article on the WebEx Social community: http://iwe.cisco.com/web/standard-agile/principles
    ======================================================================
    The agile manifesto is well known as the four statements that guide the behavior of well-formed agile teams.  However, supporting those four statements are twelve principles that get little airplay.  Will McKinley distilled those as to what they mean and how they are supported by agile leadership.
    "Our highest priority is to satisfy the customer through early and continuous delivery of valuable software."
    Measure customer satisfaction.  Using Net Promoter Score (http://en.wikipedia.org/wiki/Net_Promoter_Score).
    Deliver faster.  Be hard on the date, but flexible on features. De-scope!  
    Continuous delivery.  Technical practices supporting continuous delivery are a must.  We must enable true continuous integration (not just continuous compile), TDD as well as various flavors of TDD (BDD, ATDD).
    "Welcome changing requirements, even late in development.  Agile processes harness change for the customer's competitive advantage."
    Shortening the release cycle.  Being able to change is accelerated by being able to release quickly.  Committing to getting stories done by the end of the iteration aids in the adoption of this behavioral change.
    "Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale."
    Instill technical practices.  Make sure stop and fix mentality is supported by technical practices supporting it.
    "Business people and developers must work together daily throughout the project."
    Product owner involvement is mandatory.  This does not mean that all product owners are from product marketing, but the chief product owner must be from product marketing.
    "Build projects around motivated individuals.  Give them the environment and support they need, and trust them to get the job done."
    Unwind the command and control tendencies.  Motivation comes from autonomy, mastery and purpose.  Make sure that your team knows that you trust them even when they fail.  See Dan Pink's video on motivation at http://www.ted.com/talks/dan_pink_on_motivation.html.
    "The most efficient and effective method of conveying information to and within a development team is face-to-face conversation."
    Favor in-person conversations over all other forms of communication.  Use of the daily standup, along with other forms of planning meetings can foster this communication.   Learn to depend less on tools and processes as the answer and more on your fellow team members.  Use of video is preferred over audio if needed when team members are not co-located.
    "Working software is the primary measure of progress."
    Percentage done is a meaningless metric.  Use simple states that show on a task or Kanban board such as "ToDo", "Doing", "Complete" and "Accepted."  Make sure that the gate between "Complete" and "Accepted" is product owner and stakeholder agreement after seeing a demonstration of the feature.  Base done estimations on real data.
    "Agile processes promote sustainable development.  The sponsors, developers, and users should be able to maintain a constant pace indefinitely."
     To go faster, you must do less.  I have also heard this as to go faster, you must go slower but that is simply confusing.  It really means to focus on a few things and do them well.  Train the organization to limit work in progress.  Use this all the way up to the portfolio level with a pull system.  Both Mike Cottmeyer (http://www.leadingagile.com/about-mike-cottmeyer/) and Dean Leffingwell (http://deanleffingwell.com/) promote this approach for enterprise agile.
    "Continuous attention to technical excellence and good design enhances agility."
    Understand the reality of the code.  When working with legacy code, you can typically be up against a mountain of tightly coupled and interlocked designs that are not easy to maintain, refactor or test.  This needs to be assessed so that a realistic appraisal can be made of how we can deal with this issue.  This will be the primary cause adversely affecting velocity.
    "Simplicity -- the art of maximizing the amount of work not done -- is essential."
    Learn to under-engineer.  Engineers are good at looking at maximizing the flexibility of the code.  This can lead to code that is not only hard to maintain, but code that is wasteful.  Looking at the Standish studies shows us that roughly 50% of the features written are not used.  That is also true with code paths.  Test-driven development enables a different way of thinking about code design that leads to smaller, highly refactorable code.  It also teaches that refactoring is not only desireable, but necessary as we learn about the domain.
    "The best architectures, requirements, and designs emerge from self-organizing teams."
    Design thinking.  All phases of product development improve with self-organized teams.  Requirements are not just something that the "business" wants us to do.  It has to make sense for the product overall and sometimes the best way is understood by the developers and testers rather than by the customer or product marketing.  Make sure that learning is essential to product development through all stages.  
    Make decisions at the last responsible moment.  Making critical design decisions too early in the product development cycle can doom a product to inadequacy or slipping out of the market window.  Use set-based design when necessary to test out several solutions at once in order to prove out the design.  Here's an interesting post on this topic - http://www.codinghorror.com/blog/2006/10/the-last-responsible-moment.html.
    "At regular intervals, the team reflects on how to become effective, then tunes and adjusts its behavior accordingly."
    Plan-Do-Check-Act.  The PDCA cycle comes from Lean.  It is most noticeable in the scrum retrospective ceremony.  The process of continuous learning is necessary to instill the autonomy of the team and to promote the knowledge that the team is responsible for improving its own process.
  • Immediate feedback: Internal & external customers

    Inspect & Adapt: Release, Sprint Retrospectives

    Lean Principles

    Eliminate waste
    Amplify learning
    Decide as late as possible
    Deliver as fast as possible
    Empower the team
    Build integrity in
    See the whole
  • Hi, We have been able to provide working software every three weeks with often single digit bugs in the backlog. As we work through an Agile release we often find requirements change significantly, this removes the redundant work, and adds capacity for the unexpected. Estimation has improved drastic for us, whereas at the start of the process 2 years often more than 50% of feature delivery failed in three weeks cycles, whereas now we seen 85-90% being delivered as scheduled. This makes integration with other teams more efficient and predictable. FCS has been very predicable, the longest we've had to move a FCS is two weeks. In essence we have found the significant improvements to be in the areas of efficiency and predictability. I can pull out examples of the predictability, thx, Andrew
  • What is Agile?
    Agile := “immediate feedback- inspect-and-adapt”
    Agile software development is a group of methods based on iterative and/or incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.
    It is a conceptual framework that promotes interactions throughout development.
    Cisco Agile practitioners use agile methods such as scrum & XP (Extreme Programming).
    Why Agile?
    Scrum introduces “feedback loop” that enables frequent delivery of customer value.
    Short cycle (compared to “waterfall”), 2-4 week heartbeat (aka sprint or iteration)
    Each sprint spans from sprint planning to sprint demo of product increment
    Each sprint has opportunity for continuous improvement via the retrospective
    It promotes adaptive planning, evolutionary development and delivery, a time-boxed iterative approach. It encourages rapid & flexible response to change.
    Incremental, time-boxed release planning & subsequent sprint planning to:
    Continuously identify risks, dependencies, and opportunities
    Create lightweight, just in time, documentation
    Create predictability via regular completion of tested features using complementary
  • How to apply lean principles while using Agile (scrum & XP based process)
    Apply WIP limits,
    Limit batch size
  • References:
    CPDM Standard Agile “Starter Kit”; URL: http://wwwin.cisco.com/tech/EngCoE/agile/starter-kit.shtml (Read Roles ‘n Responsibilities EDCS-1139525)
    * Check Cisco Agile Playbook definition of Engineering Manager for CBABU’s additions to Cisco CPDM Standard Agile source mentioned above:
    http://devplaybook.cisco.com:8080/download/attachments/2228378/Agile%20Role%20-%20Engineering%20Manager.pptx?version=2&modificationDate=1399336813000&api=v2
  • References:
    * CPDM Standard Agile “Starter Kit”; URL: http://wwwin.cisco.com/tech/EngCoE/agile/starter-kit.shtml
    * Read Roles ‘n Responsibilities EDCS-1139525
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Agile exposes already exiting inefficiencies, such as gaps in development and test environments.
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Hint: play audio clip from James Hunter’s audio set here and show the pictures
  • Hint: play audio clip from James Hunter’s audio set here, and show the pictures of example “radar chart” assessments
  • Hint: play audio clip here and show the pictures
  • Want to see how Agile / Scrum works at Cisco?
    You can get started with agile with or w/o tooling- leveraging on your visit to CBABU team room aka scrum room and/or attending CSTG IPS-SDT scrum team meetings. Almost everything in agile is centered on the team.  Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project.  We have some suggestions for you.
    CBABU team room aka "scrum room"
    CBABU teams have been a leader in Agile practices within CCG (VTG) and is willing to share practices across Cisco to support agile adoption effort.
    Contact us (Agile Lean at Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis.
    The only rule is not to interrupt the scrum team.
    CSTG IPS-SDTscrum team meetings
    It is also possible to show-case IPS-SDT team to newbie teams/individuals, as part of their agile adoption process. Newbie teams do want to see a daily scrum meeting with scrum team in action.
    We (Agile@Cisco team) will coordinate with IPS-SDT team each time we get such a request. Their candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    Team Composition
    We suggest you look for these characteristics when forming an agile team:
    A team with every member willing to try agile
    A team that is curious and willing to adapt and learn
    A team willing to collaborate through constructive "storming" to have a better solution
    A team with diverse technical skills, willing to broaden skills by teaching and learning
    A team in which some members have domain expertise
    A team willing to foster strong communication skills
    A team with one or more agile champions
    A team with one or more experienced agile practitioners
    Co-located or distributed- the team should, at least, be willing to come together for coaching.
    Expectation Management
    Progress
    Productivity will go down at first and rise later.  You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall.
    Predictability
    Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    Attitudes
    There will be those that feel:
    Time is wasted in daily meetings
    Time is wasted testing even though we won’t deliver in this iteration
    Roles are not clear
    There is not enough project definition
    There is not enough documentation
    The team is not going fast enough
    …and so on.
    Involvement
    The role of every single person on the team will change.
    Project Managers will need to give up control
    Product Owners will forgo detailed requirements documents
    Developers will need to develop incremental design and architecture skills
    UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished.
    QA engineers will start testing earlier to largely overlap code development
    Scrum masters will be servant leaders
    The entire team takes ownership of requirements definition through testing.
    Quality
    Product quality will stay the same or rise slightly in the first few iterations.  The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
  • Want to see how Agile / Scrum works at Cisco?
    You can get started with agile with or w/o tooling- leveraging on your visit to CBABU team room aka scrum room and/or attending CSTG IPS-SDT scrum team meetings. Almost everything in agile is centered on the team.  Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project.  We have some suggestions for you.
    CBABU team room aka "scrum room"
    CBABU teams have been a leader in Agile practices within CCG (VTG) and is willing to share practices across Cisco to support agile adoption effort.
    Contact us (Agile Lean at Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis.
    The only rule is not to interrupt the scrum team.
    CSTG IPS-SDTscrum team meetings
    It is also possible to show-case IPS-SDT team to newbie teams/individuals, as part of their agile adoption process. Newbie teams do want to see a daily scrum meeting with scrum team in action.
    We (Agile@Cisco team) will coordinate with IPS-SDT team each time we get such a request. Their candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    Team Composition
    We suggest you look for these characteristics when forming an agile team:
    A team with every member willing to try agile
    A team that is curious and willing to adapt and learn
    A team willing to collaborate through constructive "storming" to have a better solution
    A team with diverse technical skills, willing to broaden skills by teaching and learning
    A team in which some members have domain expertise
    A team willing to foster strong communication skills
    A team with one or more agile champions
    A team with one or more experienced agile practitioners
    Co-located or distributed- the team should, at least, be willing to come together for coaching.
    Expectation Management
    Progress
    Productivity will go down at first and rise later.  You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall.
    Predictability
    Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    Attitudes
    There will be those that feel:
    Time is wasted in daily meetings
    Time is wasted testing even though we won’t deliver in this iteration
    Roles are not clear
    There is not enough project definition
    There is not enough documentation
    The team is not going fast enough
    …and so on.
    Involvement
    The role of every single person on the team will change.
    Project Managers will need to give up control
    Product Owners will forgo detailed requirements documents
    Developers will need to develop incremental design and architecture skills
    UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished.
    QA engineers will start testing earlier to largely overlap code development
    Scrum masters will be servant leaders
    The entire team takes ownership of requirements definition through testing.
    Quality
    Product quality will stay the same or rise slightly in the first few iterations.  The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
  • Want to see how Agile / Scrum works at Cisco?
    You can get started with agile with or w/o tooling- leveraging on your visit to CBABU team room aka scrum room and/or attending CSTG IPS-SDT scrum team meetings. Almost everything in agile is centered on the team.  Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project.  We have some suggestions for you.
    CBABU team room aka "scrum room"
    CBABU teams have been a leader in Agile practices within CCG (VTG) and is willing to share practices across Cisco to support agile adoption effort.
    Contact us (Agile Lean at Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis.
    The only rule is not to interrupt the scrum team.
    CSTG IPS-SDTscrum team meetings
    It is also possible to show-case IPS-SDT team to newbie teams/individuals, as part of their agile adoption process. Newbie teams do want to see a daily scrum meeting with scrum team in action.
    We (Agile@Cisco team) will coordinate with IPS-SDT team each time we get such a request. Their candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    Team Composition
    We suggest you look for these characteristics when forming an agile team:
    A team with every member willing to try agile
    A team that is curious and willing to adapt and learn
    A team willing to collaborate through constructive "storming" to have a better solution
    A team with diverse technical skills, willing to broaden skills by teaching and learning
    A team in which some members have domain expertise
    A team willing to foster strong communication skills
    A team with one or more agile champions
    A team with one or more experienced agile practitioners
    Co-located or distributed- the team should, at least, be willing to come together for coaching.
    Expectation Management
    Progress
    Productivity will go down at first and rise later.  You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall.
    Predictability
    Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    Attitudes
    There will be those that feel:
    Time is wasted in daily meetings
    Time is wasted testing even though we won’t deliver in this iteration
    Roles are not clear
    There is not enough project definition
    There is not enough documentation
    The team is not going fast enough
    …and so on.
    Involvement
    The role of every single person on the team will change.
    Project Managers will need to give up control
    Product Owners will forgo detailed requirements documents
    Developers will need to develop incremental design and architecture skills
    UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished.
    QA engineers will start testing earlier to largely overlap code development
    Scrum masters will be servant leaders
    The entire team takes ownership of requirements definition through testing.
    Quality
    Product quality will stay the same or rise slightly in the first few iterations.  The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
  • Want to see how Agile / Scrum works at Cisco?
    You can get started with agile with or w/o tooling- leveraging on your visit to CBABU team room aka scrum room and/or attending CSTG IPS-SDT scrum team meetings. Almost everything in agile is centered on the team.  Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project.  We have some suggestions for you.
    CBABU team room aka "scrum room"
    CBABU teams have been a leader in Agile practices within CCG (VTG) and is willing to share practices across Cisco to support agile adoption effort.
    Contact us (Agile Lean at Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis.
    The only rule is not to interrupt the scrum team.
    CSTG IPS-SDTscrum team meetings
    It is also possible to show-case IPS-SDT team to newbie teams/individuals, as part of their agile adoption process. Newbie teams do want to see a daily scrum meeting with scrum team in action.
    We (Agile@Cisco team) will coordinate with IPS-SDT team each time we get such a request. Their candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    Team Composition
    We suggest you look for these characteristics when forming an agile team:
    A team with every member willing to try agile
    A team that is curious and willing to adapt and learn
    A team willing to collaborate through constructive "storming" to have a better solution
    A team with diverse technical skills, willing to broaden skills by teaching and learning
    A team in which some members have domain expertise
    A team willing to foster strong communication skills
    A team with one or more agile champions
    A team with one or more experienced agile practitioners
    Co-located or distributed- the team should, at least, be willing to come together for coaching.
    Expectation Management
    Progress
    Productivity will go down at first and rise later.  You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall.
    Predictability
    Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    Attitudes
    There will be those that feel:
    Time is wasted in daily meetings
    Time is wasted testing even though we won’t deliver in this iteration
    Roles are not clear
    There is not enough project definition
    There is not enough documentation
    The team is not going fast enough
    …and so on.
    Involvement
    The role of every single person on the team will change.
    Project Managers will need to give up control
    Product Owners will forgo detailed requirements documents
    Developers will need to develop incremental design and architecture skills
    UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished.
    QA engineers will start testing earlier to largely overlap code development
    Scrum masters will be servant leaders
    The entire team takes ownership of requirements definition through testing.
    Quality
    Product quality will stay the same or rise slightly in the first few iterations.  The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
  • Want to see how Agile / Scrum works at Cisco?
    You can get started with agile with or w/o tooling- leveraging on your visit to CBABU team room aka scrum room and/or attending CSTG IPS-SDT scrum team meetings. Almost everything in agile is centered on the team.  Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project.  We have some suggestions for you.
    CBABU team room aka "scrum room"
    CBABU teams have been a leader in Agile practices within CCG (VTG) and is willing to share practices across Cisco to support agile adoption effort.
    Contact us (Agile Lean at Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis.
    The only rule is not to interrupt the scrum team.
    CSTG IPS-SDTscrum team meetings
    It is also possible to show-case IPS-SDT team to newbie teams/individuals, as part of their agile adoption process. Newbie teams do want to see a daily scrum meeting with scrum team in action.
    We (Agile@Cisco team) will coordinate with IPS-SDT team each time we get such a request. Their candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    Team Composition
    We suggest you look for these characteristics when forming an agile team:
    A team with every member willing to try agile
    A team that is curious and willing to adapt and learn
    A team willing to collaborate through constructive "storming" to have a better solution
    A team with diverse technical skills, willing to broaden skills by teaching and learning
    A team in which some members have domain expertise
    A team willing to foster strong communication skills
    A team with one or more agile champions
    A team with one or more experienced agile practitioners
    Co-located or distributed- the team should, at least, be willing to come together for coaching.
    Expectation Management
    Progress
    Productivity will go down at first and rise later.  You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall.
    Predictability
    Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    Attitudes
    There will be those that feel:
    Time is wasted in daily meetings
    Time is wasted testing even though we won’t deliver in this iteration
    Roles are not clear
    There is not enough project definition
    There is not enough documentation
    The team is not going fast enough
    …and so on.
    Involvement
    The role of every single person on the team will change.
    Project Managers will need to give up control
    Product Owners will forgo detailed requirements documents
    Developers will need to develop incremental design and architecture skills
    UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished.
    QA engineers will start testing earlier to largely overlap code development
    Scrum masters will be servant leaders
    The entire team takes ownership of requirements definition through testing.
    Quality
    Product quality will stay the same or rise slightly in the first few iterations.  The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Agile/Lean fundamentals
    "self-paced training" section
    Agile Manifesto
    What is Agile & Why Agile
    What is Lean & Why Lean
    Agile Lean at Cisco Program- "What We Do" deck
    Focus on "starter kit" documentation e.g. "Agile Roles & Responsibilities"- both deck & doc
    Servant leadership examples & assessment tools
    sample audio/video/quotes
    from Lyssa Adkins, mainly from coachingagileteams.com
    from James Hunter, mainly from jameshunter.com
    Peopleware Topics
    Typical functional management (power vs. authority) scenarios at Cisco and possible workarounds for some of those. This is based on conversations with several functional/non-functional managers.
    Servant leadership related content, with concrete exercises (this is a soft skill that is extremely hard to coach, teach or mentor)
    LSI (Leadership Skills Inventory) based assessment handout/exercise/vovici
    Promote team room based collaboration, create culture of co-location
    Schneider's culture model (Michael Sahota video)
    cultural assessment handout/exercise/vovici
    Team formation guidance
    team-room wiki page
    High level Cisco examples of how engineering management can collaborate with product management on defining product vision, roadmap, release planning & backlog grooming from Agile Product Management page
    jabber video demo of CBABU team-room
    Process training
    The motivation to move to agile
    sharing road show material with managers for exec buy-in (CBABU pioneer award entry deck as handout)
    Pete Behren's "inside-out agility" presentation
    Scrum/Kanban difference
    Guidance for management on when to choose what- agile/scrum and lean/kanban.
    When neither agile nor lean makes sense and perhaps waterfall/RUP is better choice
    e.g. release planning may not be feasible for pure R&D initatives like CSDN project or really complex BI projects like GMI project where Ken Collier's "agile analytics" approach may be more practical.
    I can imagine firmware development project teams e.g. CENBU. These projects cannot avoid what they do currently, hoping to optimize on flow at best, using lean principles (and not kanban process as such).
    I think taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption.
    Challenges of Agile Transition
    Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? It feels like watching those commercial ads when you read stuff. Get advice from internal coaches' network.
    Common pain points and scenarios listed during internal coaches' meetings
    Creating Backlog during Release Planning
    Creating tasks during Sprint Planning
    Are you kidding- Working Software Over Documentation?
    http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training
    Jeff Marr's slides from "before & after" deck, e.g. sample release timelines, AC goals, Sprint 0 goals
    Examples of Agile Commit templates at various "scales" of program- small, medium & large
    Examples of Architectural design documentation
    James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors
    Overview of Agile metrics
    BSC metrics (in beta as of April 2013)
  • Transcript

    • 1. 1 Agile-Lean workshop for teams, managers & exec leadership Ravi Tadwalkar, Enterprise Agile Coach & Community Evangelist, Cisco Systems April 2013, Attribution-NonCommercial-NoDerivs 3.0 Unported Synopsis: It has always been my pleasure to informally facilitate planning workshops for teams, functional managers & exec leadership at and outside Cisco! This workshop helps leadership in exploring how to be a good servant leader in a “control” culture that expects neck-down management style. It helps team members to assess how "Whole Team Quality Ownership Model“ needs generalists in a culture that merits individual contributors This Agile-Lean workshop for teams, managers & exec leadership expands on what Pete Behrens refers to as "inside-out leadership agility”. “Plans are useless, but planning is indispensable" - Dwight D. Eisenhower
    • 2. What is agile/scrum? How different than lean/kanban? Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage
    • 3. 3 • Agile Manifesto • Agile & Lean Principles • What is Agile/Lean • Why Agile/Lean • What is Agile & Why Agile • What is Lean & Why Lean • Functional Manager Roles & Responsibilities in Agile • Every Team member takes on “Generalist” Role in Agile
    • 4. 4 The Agile Manifesto introduced the term “agile” in 2001: 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 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. Source: http://www.agilemanifesto.org/
    • 5. 5 • Agile Principles •There are 12 agile principles for iterative & incremental development: •Immediate feedback: Internal & external customers •Inspect & Adapt: Release, Sprint Retrospectives •(see notes section) • Lean Principles •These 7 lean software development principles enable continuous improvement: •Eliminating waste and rework •Amplify learning •Decide as late as possible •Deliver as fast as possible •Empower the team •Build integrity in •See the whole
    • 6. 6 • Agile Principles •Iterative & incremental development •Immediate feedback •Inspect & Adapt • Lean Practices •Eliminating waste and rework •Continuous improvement
    • 7. 7 • Increase customer satisfaction • Faster time to market • Be nimble & flexible in the market • Improve quality • Increase team morale • Predictable release timing • Simplify process • And…. Continuous Innovation (“Lean Startup”) “With waterfall, we spent 12 months planning for 4 months of engineering. With Agile, we spend 2 hours planning for 54 hours of engineering. One word: productivity.” -Steve Harter, CBABU Software Engineer
    • 8. 8 • What is Agile? Agile := “immediate feedback- inspect-and-adapt” • Group of methods based on iterative and/or incremental development • Cisco Agile practitioners use combination of agile methods such as scrum and XP. • Why Agile? Scrum introduces “feedback loops” that enable frequent delivery of customer value:
    • 9. 9 Sprint Timeboxed: 2-4 weeks in duration 24 hrs Product Backlog – Prioritized Features desired by Customer Daily Standup Meetings – • Obstacles? (Olve Maudal starts here) • Done since last meeting • Plan for today •- Apply XP best practices Sprint Planning Meetings – •Review Product Backlog •Estimate Sprint Backlog •Commit to Sprint Timebox •Establish Sprint Goal Backlog Tasks – expanded by team Sprint Backlog - Features (User Stories) selected into sprint, estimated by team Sprint Review Meetings – •Demo features to all •Retrospective on the Sprint Potentially Shippable Product Increment
    • 10. 10
    • 11. 11 • What is Lean? Lean := “reduce/eliminate process waste” Lean practitioners use lean tool- not a process- such as kanban • Why Lean? Mary Poppendieck (Lean Software Development guru) states: “ Deliver continually increasing customer value Expending continually decreasing effort In the shortest possible timeframe With the highest possible quality. A journey, not a destination. " Martin Fowler’s quote: “ The Poppendiecks didn't introduce lean as a separate idea, nor did they introduce lean as a published process in the style of Scrum or XP. Rather they introduced lean as a set of thinking tools that could easily blend within any agile process.”
    • 12. 12 • While both scrum and kanban support incremental development, kanban is less prescriptive than scrum & XP: In kanban based systems, there are no explicit iterations, no explicitly defined meetings (only cadence needed), and no defined roles. Focus is on creating “flow” in a pull based system. • Source: Henrik Kniberg
    • 13. 13 Functional Manager Usually DE & DT Managers fit in this role. Technical directors may also be good fit. Core Responsibilities Additional Responsibilities Transition Stage  Retain people management responsibilities  Creates an environment of trust  Removes Impediments  Protects Teams From Distractions  Recognizes and Rewards agile behavior in teams and individuals  Holds teams and individuals accountable for their own commitments  May also be SMEs, Architects, Product Owners - Have & set reasonable expectations about transition, i.e. team may stumble in initial phase. - Budget time, resources for team needs e.g. Agile training, infrastructure. Agile Newbie Required Training for Scrum: Scrum Fundamentals for Managers - Introduce Slack to improve effectiveness over efficiency - May participate in or sponsor Agile transition planning and execution Agile Practitioner - Support innovation - Fostering organizational improvement - Agile Portfolio Management - Incorporate lean principles in management - Effective coaches of Agile & lean principles Agile Innovator Become member of Agile@Cisco community CAVEATS/ Don’ts: For Functional Managers new to Agile, these behaviors conflict with Agile Scrum; • Decide what work needs to be done • Assign the work to Team members • Keep track of what everyone on the Team is doing • Make sure the Team gets their work done • Make commitments to management about how much Team can do by a certain date • Making commitments to management for the team • Do weekly status update report for management • Watch out for the drift back to old command-and-control behaviors by manager assigning tasks to team rather than team choosing it. Note: • Pete Deemer’s Manager 2.0: The Role of the Manager in Scrum for more details • Jurgen Appelo’s Management 3.0 workouts
    • 14. 14 Agile Team Member (AKA Architect, Programmer, Developer, Tester) Core Responsibilities Additional Responsibilities Transition Stage  Concurrently design, develop, and test working product increment.  Deliver to commitments on software, tests, and other deliverables  Decomposes work into SMART (Specific, Measurable, Achievable, Relevant, Time-boxed) tasks based on ideal-work day  Participates in sizing and estimation  Automates testing  Makes technical decisions (tools, architecture, design, development practices)  Writes, estimates, and selects ownership of tasks - Architects are available to the team - Conducts regression testing - in parallel with development - Verify & validate software while it is being developed. Agile Newbie Required Training for Scrum: Scrum Fundamentals for Team Agile Testing (TBD) - Runs continuous integration - Participates in code refactoring - Uses test-first/test-driven development, or better still, behavior driven development. - Delivers what has been committed- thereby avoiding QA back-ending - Automates acceptance testing Agile Practitioner Managing Software Debt (TBD) - Releases through continuous delivery - Uses collective code ownership to facilitate software delivery; i.e. multiple developers swarm on coding rather than only one developer - Nurtures emergent design - Decides at the last responsible moment - Exhibits swarming behavior i.e. everyone does testing - Decides at the last responsible moment Agile Innovator Become member of coaching network
    • 15. Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage What is Process Training?
    • 16. 16 • The motivation to move to agile We can offer guidance for management on when to choose what- agile/scrum and lean/kanban. There are times when neither agile nor lean makes sense and perhaps waterfall/RUP is better choice. e.g. release planning may not be feasible for pure R&D initiatives like CSDN project or really complex BI projects like GMI project. Likewise, firmware development project teams e.g. CENBU. These projects can optimize on flow w/ lean, even without scrum/kanban. • Challenges of Agile Transition Taking stance on one standardized process can prove to be disastrous for enterprise level agile adoption. Agile transition model like SAFe or Flow-Pull-Innovate looks great in books & experience reports, but will that work for you? James Whittaker's "10-minute test plan" handout- may not work for really large programs with external vendors. Get advice from internal coaches' network, for common pain points and scenarios are discussed during those internal coaches' meetings • Are you kidding- Working Software Over Documentation? Reference: http://iwe.cisco.com/web/standard-agile/cpdm-standard-agile-training Creating Backlog during Release Planning; Creating tasks during Sprint Planning Refer to Starter Kit document named "before & after" (deck) for sample release timelines, AC goals, Sprint 0 goals Examples of Agile Commit templates at various "scales" of program- small, medium & large Examples of Architectural design documentation
    • 17. What are Agile/Lean Metrics? Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage
    • 18. 18 • Agile teams can use balanced scorecard approach to measure team performance using metrics such as Acceptance Percentage, Velocity Stability and Quality Debt with these assumptions: • Any metric we come up with has to be generally applicable and fall into the BSC charter. • We recommend using "effective person day" as the basis of effort estimate. As coaches we advise teams that they should use 4 hrs/day initially, and as they improve can go up to 6 hrs/day. Efficiency Measuring organization in meeting its current deliverables, productivity, revenue and cost targets. Value Delivery Measuring the value of the software delivered to customers during the measurement period. Quality Measuring the quality of the product as determined in the customer’s environment Agility Measuring the ability of the organization to improve and meet future performance objectives Reference: “Scaling Software Agility” Dean Leffingwell © 2007
    • 19. 19 1. Overall Team Agility Assessment (If we need to improve, what will help?) 2. Portfolio-level Feature Roadmap (What’s In/Out as of last sprint/release) 3. Pertinent Metrics: 1. Velocity Stability/Trend: Enhanced Velocity/ Release Burndown Chart (Velocity Trending Stats, for release/sprint planning) 2. Acceptance Percentage (last 3 sprints) 3. Scope Change Percentage (last 3 sprints) 4. Release Burnup vs. Defect Trend (Defect Debt situation) 5. Release-level and/or last Iteration-level CFD (Where is the WIP accumulating?)
    • 20. 20 • Kanban creator David Anderson recommends these lean metrics: • Lead time metric (as business agility indicator), tracked using average lead time trend line Tip: Use trending similar to empirical velocity based trending used in scrum process framework • Lean guru Donald Reinertsen has metrics for flow-based product development: • Queue size of product backlog • Batch size of stories/defects • Aging of backlog items • Feedback speed • Aging of obstacles • Trends in queue size • Trends in batch size • Trends in cadence • Efficiency of flow • Decision cycle time • Flow Efficiency metric = touch time / lead time • Due date performance metric (as predictability indicator)
    • 21. Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage What “fruits” (or proof) do you want to check out? How do we start?
    • 22. 22 • Review the CBABU Experience Report Start reading Cisco Agile Playbook content • Review the Exec-Roadshow Deck • How do we start - Candidates for Agile Projects
    • 23. 23 • Need For Agile Need for frequent customer input to discover and refine requirements Need to adapt to changing market conditions • Need For Lean Need for ad-hoc requests that suite lean/kanban approach You may want to consider lean/kanban for sustenance as well • Organizational Readiness Core players bought in – product marketing, development, and test Management support Critical partners educated (CA, Mfg, Sales, etc.) Team commitment to remove productivity barriers • Ability To Collaborate Willingness to organize cross-functional teams – no silos Development and test can work together daily
    • 24. Doesn’t “to lead is to serve” sound too good to be true? Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage
    • 25. 25 • Too good to be true: “To Lead is To Serve”? • Leadership Assessment (Example) • Summary based on assessment • Peopleware Topics Model of Team Room Model of Daily Standup Meetings Team Composition Expectation Management: Status Updates, Predictability, Attitudes, Involvement & Quality • What’s Culture? • Why Inside-out Agility? • Next Steps: GROW with InsideOut Coaching Training!
    • 26. 26 • James Hunter’s Servant Leadership Implementation Process (source: jameshunter.com) The process involves three steps that are implemented over a nine (9) month to one-year period and includes: • Foundation: Setting the standard by training the team on the specifics of Servant Leadership and the required leadership skills and behaviors. • Feedback: Identifying the Gaps is accomplished utilizing a Leadership Skills Inventory (LSI) tool, which is a 360° feedback tool clearly identifies the "gaps" between where the manager needs to be as the leader versus their actual level of performance as the leader. • Friction: Eliminating the Gaps & Measuring Results. Establishing specific and measurable goals and measuring behavioral changes. A Continuous Improvement Panel (CIP) is created to provide managers with support and provides the appropriate "friction" to ensure individual behavior change until those changes become habit (second nature). You can check out “The Servant Leadership Training Course” (audio MP3 CD set) on jameshunter.com for servant leadership specific training on topics such as: Leadership Skills, Community/Team Building, Active Listening, Assertiveness Training, Character Development, Constructive Discipline, Performance Planning & Review.
    • 27. 27 Popular example of leadership assessment used by agile coaching community: Source: James Hunter’s “Servant Leadership Skills Inventory” ( aka LSI tool ) URL: http://www.jameshunter.com
    • 28. 28 • Example summary of leadership assessment (source: jameshunter.com)
    • 29. 29 • Typical functional management (power vs. authority) scenarios and possible workarounds for few of those. This is based on conversations with several functional/non-functional managers. • Almost everything in agile is centered on the team. Effective teams can overcome almost any obstacle. Pay close attention to managing stakeholder expectations. Not establishing the correct expectations can create genuine havoc in your project. • You can get started with agile with or w/o tooling- leveraging on your visit to team room aka scrum room and/or attending scrum team meetings. • “Model” of Team room Contact us (Agile-Lean@Cisco team) so we can coordinate with the Scrum Master to have access into the “Kettle Drum” Scrum Room on a need-to-know basis. The only rule is not to interrupt the scrum team. • “Model” of daily standup meetings It is also possible to show-case a distributed scrum team to newbie teams/individuals. Newbie teams do want to see a daily scrum meeting with scrum team in action. Team’s candid response has always been: "We can certainly invite others to join to help them adopt more agile practices. (We have found it keeps us honest to our agile practice too as we are less likely to slip into bad practices with others watching)"
    • 30. 30 Team Composition We suggest you look for these characteristics when forming an agile team: • A team with every member willing to try agile • A team that is curious and willing to adapt and learn • A team willing to collaborate through constructive "storming" to have a better solution • A team with diverse technical skills, willing to broaden skills by teaching and learning • A team in which some members have domain expertise • A team willing to foster strong communication skills • A team with one or more agile champions • A team with one or more experienced agile practitioners • Co-located or distributed- the team should, at least, be willing to come together for coaching.
    • 31. 31 • Expectation Management- Status Updates • Productivity will go down at first and rise later. You should expect that it may take few iterations for productivity to match pre-adoption levels. Pressure to speed up will force the team into regressive behavior- such as wanting to go back to waterfall. • Expectation Management- Predictability • Good agile teams are known to be highly predictable, though during initial adoption the team’s predictability will decline as the team learns about its capacity to produce. As a team matures in its practices, a stable velocity will emerge leading to predictability.
    • 32. 32 • Expectation Management- Attitudes • There will be those that feel: • Time is wasted in daily meetings • Time is wasted testing even though we won’t deliver in this iteration • Roles are not clear • There is not enough project definition • There is not enough documentation • The team is not going fast enough • …and so on.
    • 33. 33 • Expectation Management- Involvement • The role of every single person on the team will change. • Project Managers will need to give up control. If they are scrum masters, they will have to be be servant leaders • Product Owners will forgo detailed requirements documents • Developers will need to develop incremental design and architecture skills • UX - User experience will need to lead development by working iteratively and deliver artifacts that are less polished. • QA engineers will start testing earlier to largely overlap code development • The entire team takes ownership of requirements definition through testing. • Expectation Management- Quality • Product quality will stay the same or rise slightly in the first few iterations. The big gains in quality come later when the team begins to adopt lean engineering practices like test first development, continuous integration and comprehensive unit, functional and acceptance automation.
    • 34. 34 • Check out this video by Michael Sahota • Example of cultural assessment survey (surveymonkey.com)
    • 35. • Notice how Eric Ries’s “lean startup” method applies agile/lean for continuous innovation! • 2 out of its 5 principles- “validated learning” & “build-measure-learn” require “inspect & adopt” & “reduce waste” • However, large corporations use top-down approach toward agile adoption • define process (formalize change) -> define structure (governance w/ silos) -> Culture (control) • That’s why Pete Behrens’s “Inside-out agility” approach makes sense for “corp -> lean startup” morph! • assess culture -> build org structure -> improve (process) with “inspect & adopt” & “reducing waste”. Source: Pete Behrens’s slideshare: http://www.slideshare.net/petebehrens/leading-agility-insideout
    • 36. 36 • Introduction • The purpose of this training is to practice how to help manager improve his/her manager effectiveness by asking to put all people managers through InsideOut Coaching training. • InsideOut Coaching provides practical skills for all People Managers that are immediately applicable to real-world situations. It's not just training and tools; it's a paradigm shift with the power to create change. Managers learn to stop dictating answers and help their team members find their own solutions – effectively unlocking the spirit of innovation and creativity within each team member and enabling them to thrive. • You can create a wiki page intended to provide a central repository of information about InsideOut Coaching and a place where people managers can share their experiences, their tips and tricks, and list events intended to continue the momentum around this powerful coaching technique.
    • 37. 37 • For a quick "hallway coaching" session, instead of using all the GROW questions, use one question from each of the 4 sections, such as: • 1. What do you want from this discussion? (s.m.a.r.t.) 2. Briefly, what's been happening? 3. If you were watching this conversation, what would you recommend? 4. What and when is the next step? (s.m.a.r.t.)
    • 38. 38 D• escription Resource Public InsideOut Web Site insideoutdev.com InsideOut Coaching Web Site with licensed resources such as videos and tools (requires password) iocoachingcommunity.com Tools (for printing) - GROW Pad, Coaching Strategy and Feedback Form Tools for printing Tools (for editing) - GROW Pad, Coaching Strategy and Feedback Form Tools (for editing) Alan Fine, creator of InsideOut Coaching, TED Talk Alan Fine TED Talk Alan Fine's book "You Already Know How to Be Great: A Simple Way to Remove Interference and Unlock Your Greatest Potential" You Already Know How to Be Great Internal overview slide deck for sharing the basic ideas of InsideOut Coaching with team members InsideOut Coaching Debrief
    • 39. Why do we need Team Room? Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage
    • 40. 40 • Team Room Myth(s) • Why Team Room?
    • 41. 41 • Typical Myth- Functional Manager’s dilemma: • "Team room does not work for us, since I cannot be sure a) whether people are really working, or b) people are doing private work.” • Scenario: • This functional manager called for yet another all-hands. Team is fuming over too many and too long meetings. • Symptoms: • Micro-management; Lack of mutual trust; Not knowing team/project state causes anxiety • Solution: • Given that human brain mapping capability is spatial, persistent & tactile; a better materialization of this state is helpful. Team room can be remedy for underlying trust factor. Team room enables transparent view of all agile artifacts to all team members and stakeholders. Large companies create “model team-room“- not just a small “lean startup” aspect anymore! Geo-distribution is possible with video conferencing, wikis for shared editing • Team room is also a multi-purpose room where gamestorming supplements brainstorming; besides teams highlighting their impediments / blockers / obstacles. Visit team-room for demos & examples of how distributed teams collaborate with product managers/owners, leads & scrum masters.
    • 42. 42 • What’s typical engineering dilemma? • Managers (Functional & PMO) chase engineers on talks all the time • What’s the pitfall? • Productivity & quality at stake, resulting in rework • What’s the rescue situation? • Managers should let go (control): enable self-organizing teams by creating team rooms • How to avoid the pitfall • Enable team to have generalists so as to self-assign work with no pressure from “seagulls”. Let’s talk about “How?” • Team formation guidance: • Promote team room based collaboration, create culture of co-location • Form teams around portfolio/product level feature teams instead of component teams • Managers should train/mentor/coach team members so that they become generalists • Empower teams to become self-organizing “nirvana” state- by giving them your office for teamwork! • Engineers should collaborate in those “transient” team rooms for daily standups in front of task boards • Scrum Masters & POs should collaborate for obstacle removal in front of obstacle boards
    • 43. What “fruits” (or questions) do you want to add? Workshop “product tree” has roots based on agile/scrum values: Focus, Commitment, Respect, Openness and…Courage
    • 44. 44 • Managers • Teams
    • 45. 45 • How to empower feature teams to make decisions without continuous oversight by us? • How to create feature teams without enough PdM, Architect & UE lead in xyz location? • Team is not documenting their software when “swarming” during iterative development, beyond generating API docs. We expect SFS instead, and sometime end up thinking “the agile manifesto about ‘working software over documentation’ is wrong”. • How do we share engineers across programs to stay within budget? • How do we prioritize new features vs. retiring “technical debt”(recapitalization of core functionality to modernize it)? • In exec leadership workshop, one senior exec states the importance of stage-gates during iterative development, but there are very few in the audience that can smell scrum-but here. What would you do to get the crowd on track otherwise? You are up against crowd wisdom now. • How would you convince BU execs that their first agile experience will be not so pleasant? How will you mentor senior execs who tell you they will not (want to) fail at any cost?
    • 46. 46 • How do newbie scrum Teams adopt swarming behavior? How do we create “servant leader” out of a commanding officer (functional/PMO manager) causing that? • UE designer feels left out as her voices are not heard by marketing. She feels that she has better vision than the product manager/owner who is completely ignorant of UE research and usability. How do you make the UE work with marketing? • A scrum team wants to do planning poker based sizing during release planning. They want to size vertically sliced stories that have dependencies on external (waterfall) team. How should they size such stories? • A team currently maintains bugs in defect backlog. What is the correct Agile way to go about assigning and fixing bugs? This is considered technical debt to an extent, but some of these bugs are also minor features. Do we need a technical bug-fixing sprint or do we fix these bugs as we go about implementing user stories with a reduced velocity? • Testing user stories as they are completed - how is this handled when there are a set of user stories that need to be tested together due to dependencies. Several Defects in the backlog and there is a minimal set of features needed to release - how does this affect timelines? • To be agile, are daily code deployments a must? With weekly deployment, we can't react to re-testing fast enough which is the general approach in waterfall. Sprint completion gets delayed because of larger defect fixes that can't be done within the sprint period - how would this be handled? • Multiple people with similar roles on the project team. Who's the key decision maker in the Agile team for scope decisions? Place for team members in external teams who aren't part of the Agile team. Best practices for stakeholder management. Any best practices for teams that are not co-located and keeping agile? • Are there approaches where sprints happen in parallel or overlap. What are the drawbacks?