Building High Performing AgileTeamsIncrementally…Presented byNaveed KhawajaCarl Bruiners
AssessmentStrategyCoachingj             vaah             d             ea             e             aKw             N
Bio – Carl Bruiners                      Originally a techie who became a                       frustrated Development Ma...
Where we want to be…                  Maturity Unconscious     Conscious     Conscious       UnconsciousIncompetence   Inc...
The basics
Waterfall            http://scalingsoftwareagilityblog.com
Customer focused…User Story Lifecycle
The perfection lament         If you wait until you do       everything for everybody               instead of       somet...
Values, Principles and Practices                Values    BEING               Principles               Practices          ...
Activity 1Duration: 10-12 minutes         The Tower Project               [Iteration 1]
Agile Manifesto   We are uncovering better ways of developing software by doing it and helping             others do it. T...
Transformation – Poorly plannedOrganisational change
The heartbeat - Ceremonies                              • Show & Tell        • Pre-Sprint Planning • Sprint Retrospective ...
Create a trusting environment     Empower teams to help guide product direction     Trust team estimations     Continue...
Communication and Collaboration is key   Ideally co-located teams   Enabling teams to keep in constant contact by utiliz...
What is a high performing team
Disciplined execution vs continuousinnovation
What a good (Agile) team looks like   Constant business engagement   Customer delivery focused   Diverse   Flexible  ...
Challenge = Opportunity             Responsibility                 Obligation       You                    Others         ...
Agile Improvements                                            Quarterly  Everything      Quarterly Pseudo                 ...
Agile Improvements                                                 Colocation with BA &                                   ...
Activity 2Duration: 10-12 minutes         The Tower Project               [Iteration 2]
Tips to helping you become a highperforming team
Embrace Continuous Improvement   Change of pace should be    measured – a steady    cadence can lead to    disappointment...
No two teams are equal Don’t compare, instead play to their  strengths Move your team members around to  create your str...
Visual to reality                                                           Iteration 1                                   ...
Is limiting what my partner can buy a badthing? – PO ManagementBe sensible limit the PO’s choices– if you say you can theo...
Number of Items Remaining       Legend:       Incoming                                         Sprint 34 End       Remaini...
Backlog management -MMFS / MVPAlways create a Minimal Viable Product / Minimal MarketableFeature Set
Managing your task board (& don’t forgetyour WIPs).
Have you kicked off your story yet?
A streamline kick off…                          BA             UX                               Dev                  QA   ...
In Sprint test debt / avoid mini-waterfall
Continuous Delivery… Its easy… but   Continuous Integration?   Test Automation?   Software Configuration?   Automated ...
Defects                             TDD & BDD Earlier              Defects, TD            Pain                            ...
Using class of serviceStandard service classClasses should be dictated by the business costs    Various class types shoul...
Stop escaping defectsDo not use average defect throughput as a stick to beat yourteams withDefects discovered that are not...
How the cost of removing defectsincreases over time
“Done is better than perfect!”•   Gauge multi-tasking•   Manage comfort level•   Systems impact visibility•   Propose time...
Fail fast and learn from the mistakes
Embrace TDD / BDD sooner rather thanlater Retro-fitting TDD / BDD into your work process is far more  painful than the in...
Lean everything out…   Constantly seek ways to    improve your processes   Waste is not always    obvious – Don’t be afr...
Agile is not an Arm’s Race Simple Agile = Beautiful Agile Don’t run before you can walk Embrace Pragmatic Continuous Im...
Want to know more?Naveed Khawaja                 Carl Bruiners@morphilibrium                 @cbruinersin.morphilibrium.co...
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Agile cambridge 27th September 2012

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  • NAVEED
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  • BOTH OF US – BOUNCE OFF EACH OTHER TO MAKE DYNAMICAbraham Maslow's Four Stages of CompetenceUnconscious IncompetenceThe individual neither understands nor knows how to do something, nor recognizes the deficit, nor has a desire to address it.Conscious IncompetenceThough the individual does not understand or know how to do something, he or she does recognize the deficit, without yet addressing it.Conscious CompetenceThe individual understands or knows how to do something. However, demonstrating the skill or knowledge requires a great deal of consciousness or concentration.Unconscious CompetenceThe individual has had so much practice with a skill that it becomes "second nature" and can be performed easily (often without concentrating too deeply). He or she may or may not be able to teach it to others, depending upon how and when it was learned.- Add maturity slide
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  • Grouped stories – Product Management
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  • Agile cambridge 27th September 2012

    1. 1. Building High Performing AgileTeamsIncrementally…Presented byNaveed KhawajaCarl Bruiners
    2. 2. AssessmentStrategyCoachingj vaah d ea e aKw N
    3. 3. Bio – Carl Bruiners  Originally a techie who became a frustrated Development Manager  Has been on a Agile education journey  Companies range from SME’s to large Corporations  Strong passion & experience for taking on problem’ projects / teams  Loves automation Agile Coach or Most Valuable Mentor of the Year Agile Player UK
    4. 4. Where we want to be… Maturity Unconscious Conscious Conscious UnconsciousIncompetence Incompetence Competence Competence Maslow
    5. 5. The basics
    6. 6. Waterfall http://scalingsoftwareagilityblog.com
    7. 7. Customer focused…User Story Lifecycle
    8. 8. The perfection lament If you wait until you do everything for everybody instead of something for somebody you will end up not doing anything for anybody ~ Malcom Bane
    9. 9. Values, Principles and Practices Values BEING Principles Practices DOING
    10. 10. Activity 1Duration: 10-12 minutes The Tower Project [Iteration 1]
    11. 11. Agile Manifesto 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 & Working Customer Responding to interactions software collaboration change over over over over processes and comprehensive contract following a plan tools documentation negotiation Agile Manifesto with Dude’s Law
    12. 12. Transformation – Poorly plannedOrganisational change
    13. 13. The heartbeat - Ceremonies • Show & Tell • Pre-Sprint Planning • Sprint Retrospective • Sprint Planning defineWed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue On-going iterative activities throughout the sprint • Story Kick-Offs • Daily Scrum • Backlog Grooming • User Story Writing
    14. 14. Create a trusting environment Empower teams to help guide product direction Trust team estimations Continued trust when a Sprint doesn’t work out sov·er·eign·ty 1. Supremacy of authority or rule as exercised by a sovereign or sovereign state. 2. Royal rank, authority, or power. 3. Complete independence and self-government. 4. A territory existing as an independent state. 5. A group or body of persons or a state having sovereign authority.
    15. 15. Communication and Collaboration is key Ideally co-located teams Enabling teams to keep in constant contact by utilizing any and all communication methods (Face to face, VC, Telephone, Email, IM, Task Walls) Business representation throughout the delivery process Daily updates
    16. 16. What is a high performing team
    17. 17. Disciplined execution vs continuousinnovation
    18. 18. What a good (Agile) team looks like Constant business engagement Customer delivery focused Diverse Flexible Energized Constantly seeks ways to improve Meets their commitments more often than not
    19. 19. Challenge = Opportunity Responsibility Obligation You Others Justify Shame Blame C Avery
    20. 20. Agile Improvements Quarterly Everything Quarterly Pseudo Releases & instead of Releases Continuous something (Mini-Waterfall) Deployment Collaborative Requirements Backlog volatile progression conundrum yet prioritized - WIP Limits - Kick-Offs - Wall of Shame Well controlled/ Value Based negotiated / Portfolio Portfolio prioritized/Prioritization Planning Cost of Delay over Delivery
    21. 21. Agile Improvements Colocation with BA & open casual Pseudo colocation Communication discussion space with without BA dedicated focus timeslots Functional Team 7 plus minus 2 7 plus minus 2 Structure without BA with BA Disciplined Disciplined Prescriptive execution with execution &processes with little value & flexibility Continuous value Innovation
    22. 22. Activity 2Duration: 10-12 minutes The Tower Project [Iteration 2]
    23. 23. Tips to helping you become a highperforming team
    24. 24. Embrace Continuous Improvement Change of pace should be measured – a steady cadence can lead to disappointment Don’t wait for your retrospectives to encourage CI, introduce constant Team Kaizens
    25. 25. No two teams are equal Don’t compare, instead play to their strengths Move your team members around to create your strongest teams Don’t cross compare team velocities Move team members around to cross pollinate
    26. 26. Visual to reality Iteration 1 Iteration 2 Release 1 … Vision Release 2 Iteration n Programme … 1 Iteration 1 Backlog Iteration 2 Release n … Releases Iteration n Portfolio Vision … Release 1 Iteration n Release 2 Programme 2 Iterations … … … Release n Programme Iteration n n
    27. 27. Is limiting what my partner can buy a badthing? – PO ManagementBe sensible limit the PO’s choices– if you say you can theoreticallyput a man on the moon, beprepared to be asked to do so.
    28. 28. Number of Items Remaining Legend: Incoming Sprint 34 End Remaining Completed Sprint 35 EndDate Sprint 36 End Sprint 37 End Sprint 38 End
    29. 29. Backlog management -MMFS / MVPAlways create a Minimal Viable Product / Minimal MarketableFeature Set
    30. 30. Managing your task board (& don’t forgetyour WIPs).
    31. 31. Have you kicked off your story yet?
    32. 32. A streamline kick off… BA UX Dev QA TT…and continuous team effort gets us the gold
    33. 33. In Sprint test debt / avoid mini-waterfall
    34. 34. Continuous Delivery… Its easy… but Continuous Integration? Test Automation? Software Configuration? Automated Deploy? ACDT – Automated Continuous Delivery & Test
    35. 35. Defects TDD & BDD Earlier Defects, TD Pain -Defect fast tracking Defects D earlier -Cycle time controls pain - Class of service (SLAs)"
    36. 36. Using class of serviceStandard service classClasses should be dictated by the business costs Various class types should be created under the standard service class. For example;  A – Under $10000 impact if delayed  B – Under $5000 impact if delayed  C – Under $1000 impact if delayed  D – Under $100 impact if delayed  E – BAU The prioritization of the Stories is driven by the Standard Service Class Types A Story will change service types as it gets closer to its delivery date; i.e. a C type after 5 days would be escalated to a B type and therefore more further up the priority stack. Impact delay would be determined at the point of a story being added to the Task Wall, this will help Stories move up the priority stack as it gets closer to its delivery date.
    37. 37. Stop escaping defectsDo not use average defect throughput as a stick to beat yourteams withDefects discovered that are not legacy deal with within youcurrent Sprint £58 p/d 10 incoming defects p/w 2 days per defect to fix
    38. 38. How the cost of removing defectsincreases over time
    39. 39. “Done is better than perfect!”• Gauge multi-tasking• Manage comfort level• Systems impact visibility• Propose time bound analysis activity• Ask for the definition of value
    40. 40. Fail fast and learn from the mistakes
    41. 41. Embrace TDD / BDD sooner rather thanlater Retro-fitting TDD / BDD into your work process is far more painful than the initial pain of getting setup at the beginning
    42. 42. Lean everything out… Constantly seek ways to improve your processes Waste is not always obvious – Don’t be afraid of change There is no such thing as perfection
    43. 43. Agile is not an Arm’s Race Simple Agile = Beautiful Agile Don’t run before you can walk Embrace Pragmatic Continuous Improvement
    44. 44. Want to know more?Naveed Khawaja Carl Bruiners@morphilibrium @cbruinersin.morphilibrium.com in.carlbruiners.comblogs.morphilibrium.com blog.carlbruiners.comwww.morphilibrium.com www.carlbruiners.comnaveed@morphilibrium.com carl@carlbruiners.co.ukslideshare.morphilibrium.com

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