Coaching Agile Transitions @Turku Agile Day 2011

What am I going to talk about• Short intro to myself and agile42• Common problems• Some things to keep in mind when thinking about a transition• Strategy Map - A tool for planning a transition• Example of a Strategy Map of a transitionagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Lasse Ziegler• Agile Coach• Joined agile42 in January 2011• Over 10 years of experience in software development• Have been a coder, architect, project manager, ScrumMasteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

agile42• HQ in Berlin, Germany• Other “ofﬁces” in Vancouver, Helsinki, Bologna• We currently work mostly in Europe• Our focus is on doing transitionsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Common problems when doing transitions• No compelling reason for change• Lack of communication• Focus on changing process, structure etc instead of behavior• No room for failures• Management and leadership not willing to change themselves• Only training and no coaching• Nothing changes if nothing changes• Not making the process transparent and meaningful to the individual - WIIFM• And many more...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Transition to Agility• Team/People Empowerment• Knowledge building, and persisting• Adaptivity to changes, ﬂexibility• Focus on Value and Customer• Cultural Change, paradigm shiftagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

“At the University of California at Irvine, ... they just planted grass... they waited a yearAdapting vs. Deﬁning and looked at where people had made paths in the grass and built the side walks there.”agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

A “process” for transitions• Establish a reason for the transition• Create a transition team• Develop a vision and strategy• Communicate the vision• Empower people to change• Generate quickly some success• Don’t let up• Anchor new approach in the culture Based on Leading Change by John Kotteragile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy MapHow to deﬁne a Goal and setup a strategy to successfully transform yourorganization?agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objectiveagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Possible Success Factor Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objective Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include: Possible ‣ Skills or Capabilities Success Factor ‣ Relationships or Interactions ‣ Constraints or Targetsagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Necessary Necessary Condition Condition Possible Success Factor Strategic Objective(s) Description of a desired outcome with key differentiators Strategic Objective Possible Success Factors Brainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include: Possible ‣ Skills or Capabilities Success Factor ‣ Relationships or Interactions ‣ Constraints or Targets Necessary Necessary Conditions Necessary Condition Minimum actions or deliverables Condition needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identiﬁed.agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Top Management Sponsorship Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Pilot Project• Try the whole process end-to-end, not just the development• Start by training the Product Owners, and through coaching identify and develop a Product Backlog• Train the Team when the Backlog is READY and start sprinting• Coach the whole Scrum Team through 2-3 Sprints till the Team will be independent, than start with another team• Learn from every experience and consolidate the Backlog and the approachagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Transition Backlog• Contains all the tactical actions stemming from the Transition Strategy• Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility• Get’s processed by the Transition Team, in order of priorityagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Transition Team• Members representing the disciplines and roles present in the organization• Contains the Sponsor of the transition acting as Product Owner• Members may rotate over time depending on the focus at that time• Also Team Member may join to support Impediment removalagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrumagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Lean, Agile or Scrum? Openne Re e nt s s Co urage sp e ct it m m om Focus C Scrum Framework Agile Values Lean Principlesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: bottom-upagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Put your team into context, allow them to tell the story... good and bad stories, they are all Start to ask Questions! lessons learned :-)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective bottom-up Scrum Teams Agile Engineering Technical Practices Excellence Training Coachingagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Agile EngineeringPracticesDelivering fast requires newmethods... and new tools People need to learn new tools and new practices...agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

and have the courage to leavebehind the Old tools which arenot supportive anymore There is no “perfect” tool and there is no tool Agile Engineering forever... Practices agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Coaching• Coaching mostly the Product Owners and ScrumMasters• Focus on changing behavior• Guiding people to a solution instead of giving one• Asking powerful questions and giving feedback• Coaching coachesagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

The constraints set into a system are responsible for people behaviors into that System Thinking systemagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Strategy Map Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfullySupport growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Learning as Doing... Learning as Belonging... Community of Practice Learning as Becoming... Learning as Experienceagile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Conclusions• Agile is mainstream, enterprises need to adopt is growing• Succeeding with one or two projects is not the same as succeeding with the whole enterprise• Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation• Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

Questions? & Answers!For any further comment and or question, feel free to contact us info@agile42.com Further References: Scrum Alliance: http://www.scrumalliance.org Control Chaos: http://www.controlchaos.com Implementing Scrum: http://www.implementingscrum.com Jeff Sutherland Blog: http://jeffsutherland.com/scrum Mike Cohn “User Stories”: http://www.mountaingoatsoftware.com agile42 Website: http://www.agile42.com/agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

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Coaching Agile Transitions @Turku Agile Day 2011

by Lasse Ziegler on Mar 17, 2011

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Coaching Agile Transitions @Turku Agile Day 2011 — Presentation Transcript