Obstacles on agility path<br />
Dusan Kocurek<br />@didierkoc<br />
Agile is if….<br />……requirements and solutions evolve through collaboration between self-organizingcross-functionalteams<...
First look, experience<br />Scrum seems to be easy<br />Just 3 roles and a few ceremonies<br />Why is it hard to implement...
Because change is done by PEOPLE<br />
Change<br />Standards & processes save usfrom thinking about change<br />Change of process is blocked by process itself<br...
Resistance stages<br />It was difficult, but …<br />Nothing makes sense…<br />Ok, how about…<br />No, I won’t…<br />Nice b...
“Agile is reason why we fail.”<br />Ok, let’s cancel agile! <br />How would you work tomorrow? <br />What would be differe...
Resistance to agile<br />Missing reason whyto be agile<br />Missing shared goal<br />Fear of responsibility<br />Personal ...
We always repeat: ‘collaboration and  self-organization’<br />It’s a chance to drive, not just tobe driven<br />Chance to ...
Not just TEAM should transform…<br />
If Pippi Longstocking would be on your project, what would she do? Jan 19th  #AROTD @Retroflection<br />
Pippi would ask impertinent questions, <br />helpher team  to identify assumptions, <br />and energize the team room! <br ...
Model 7:00:15:30<br />
‘I can’bug <X> told me vs. I can do<br />
Test your team<br />Ask:<br />We need to prepare a new release.<br />WHO IS GOING TO DO IT?<br />
Test your team<br />
Answer of THE TEAM?<br />“We need a leader”<br />
Leader necessity<br />Decision maker or leader?<br />Leaders are born<br />Why? Why? Why? Why? Why? <br />What? What? What...
Agile crossing chasm<br />Dr. Dobbs magazine, 2006<br />The picture is about companies, <br />but isn’t it about every tea...
The Satir Change Model<br />
People resist a lot of changes<br />Shrink the change!<br />
How to change<br />First instinct <br />is toeducate people<br />John Cutter (Harvard)<br />
How to change<br />It almost never happened<br />
How to change<br />that makes people to<br />that gives fuel to<br />
Agility is acceptationof failures<br />
Before transition<br />Retrospective<br /><ul><li>Yes, even before agile transformation!</li></ul>Coaching<br /><ul><li>At...
More people in company
Establish forum to create knowledge platform</li></ul>Play games and learn<br /><ul><li>Iterative development
Self-organization
Do retrospective
Common planning
Common estimation</li></ul>PREPARE<br />
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Obstacles on agility path

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  • We need stability, standardization and norms to function properly (law). They saves us from thinking about everything, every small detail.
  • Leader is not role, leadership is behavior
  • http://stevenmsmith.com/ar-satir-change-model/Stage 1: Late Status QuoThe group is at a familiar place. The performance pattern is consistent. Stable relationships give members a sense of belonging and identity. Members know what to expect, how to react, and how to behave.
  • Obstacles on agility path

    1. 1. Obstacles on agility path<br />
    2. 2. Dusan Kocurek<br />@didierkoc<br />
    3. 3. Agile is if….<br />……requirements and solutions evolve through collaboration between self-organizingcross-functionalteams<br />
    4. 4. First look, experience<br />Scrum seems to be easy<br />Just 3 roles and a few ceremonies<br />Why is it hard to implement it?<br />
    5. 5. Because change is done by PEOPLE<br />
    6. 6. Change<br />Standards & processes save usfrom thinking about change<br />Change of process is blocked by process itself<br />Resistance to change is normal and healthy<br />
    7. 7. Resistance stages<br />It was difficult, but …<br />Nothing makes sense…<br />Ok, how about…<br />No, I won’t…<br />Nice but...<br />
    8. 8. “Agile is reason why we fail.”<br />Ok, let’s cancel agile! <br />How would you work tomorrow? <br />What would be different?<br />Answer that question to help yourself<br />
    9. 9. Resistance to agile<br />Missing reason whyto be agile<br />Missing shared goal<br />Fear of responsibility<br />Personal goals (career risk)<br />Low courage<br />Bad experience<br />
    10. 10. We always repeat: ‘collaboration and self-organization’<br />It’s a chance to drive, not just tobe driven<br />Chance to pull, not to be pushed<br />But it means responsibility<br />
    11. 11. Not just TEAM should transform…<br />
    12. 12. If Pippi Longstocking would be on your project, what would she do? Jan 19th #AROTD @Retroflection<br />
    13. 13. Pippi would ask impertinent questions, <br />helpher team to identify assumptions, <br />and energize the team room! <br />Every team needs Pippi<br />
    14. 14. Model 7:00:15:30<br />
    15. 15. ‘I can’bug <X> told me vs. I can do<br />
    16. 16. Test your team<br />Ask:<br />We need to prepare a new release.<br />WHO IS GOING TO DO IT?<br />
    17. 17. Test your team<br />
    18. 18. Answer of THE TEAM?<br />“We need a leader”<br />
    19. 19. Leader necessity<br />Decision maker or leader?<br />Leaders are born<br />Why? Why? Why? Why? Why? <br />What? What? What?<br />Fear of responsibility in team<br />
    20. 20. Agile crossing chasm<br />Dr. Dobbs magazine, 2006<br />The picture is about companies, <br />but isn’t it about every team too?<br />
    21. 21. The Satir Change Model<br />
    22. 22. People resist a lot of changes<br />Shrink the change!<br />
    23. 23. How to change<br />First instinct <br />is toeducate people<br />John Cutter (Harvard)<br />
    24. 24. How to change<br />It almost never happened<br />
    25. 25. How to change<br />that makes people to<br />that gives fuel to<br />
    26. 26. Agility is acceptationof failures<br />
    27. 27. Before transition<br />Retrospective<br /><ul><li>Yes, even before agile transformation!</li></ul>Coaching<br /><ul><li>At least master class level
    28. 28. More people in company
    29. 29. Establish forum to create knowledge platform</li></ul>Play games and learn<br /><ul><li>Iterative development
    30. 30. Self-organization
    31. 31. Do retrospective
    32. 32. Common planning
    33. 33. Common estimation</li></ul>PREPARE<br />
    34. 34. Doing Agile<br />Why? Why? Why?Why?Why?Why?<br />Check over-commitment <br />Retrospective<br />Identify waste<br />‘Just’ improve<br />REPEAT<br />
    35. 35. Typical problems<br />Workflow<br />Constant failure to deliver<br />Guerilla work without product owner<br />Tasks outside of sprint<br />Forgotten priorities<br />Collaboration<br />Non-productive meetings<br />We & They<br />Self-organization<br />Process<br />Velocitynot measured<br />Not eliminating waste<br />Scrum Master<br />Not a manager<br />Problems not tracked<br />Techniques<br />Preparation for planning<br />Efficient code review<br />Demo preparation<br />Not implemented retrospective ideas<br />
    36. 36.
    37. 37. How to stay on the road<br />Yes, there are teams not using burn-down chart!<br />Yes, there are teams not using taskboard!<br />Should be Scrum Master 100% committed?<br />Priority is not just a number, it is RULE!<br />Know your velocity!<br />We do not have time to think what, how and whywe are doing<br />Bla, bla, bla in meetings<br />
    38. 38. How to stay on the road<br />Define pilot timeframe & exit criteria<br />Couch can help, but not manage<br />Help yourself<br />Discipline<br />Openness<br />Creativity<br />Think out of box<br />Conferences, books, blogs, twitter, groups<br />
    39. 39. Myths<br />No documentation<br />Story is requirement and nothing else<br />Product is planned once<br />If we will improve … then we will be better<br />Precise estimation <br />Catching hours<br />More locations makes agile impossible<br />You have 3 sprints to prove it!<br />Agile as silver bullet<br />Fail, fail, fail, fail<br />Too many problems because of agile<br />
    40. 40. Agile is not just Scrum<br />
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