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Agile Past The Team - Pillar Template

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This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)

This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)

Published in Technology , Business
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  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
  • Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
  • People are trying to figure out how to effectively run iteration planning meetings and daily standups… they are struggling to figure out the best way to run a retrospectives… They are trying to get predictable…Almost universally I find that these companies are really struggling to create teams. The team concept is so foundational to adopting agile that if you don’t get this right… you have pretty much failed before you even got started. The ideal agile team is also a pretty specific concept and often antithetical to how we are current running our organizations when we decide to adopt agile.
  • Agile teams are cross functional units that have everything they need to deliver some increment of business value. In a software organization… the agile team is going to have one or more developers…
  • They will have one or more QA testers. Sometimes teams have technical testers that are responsible for writing unit tests… sometimes this is left up to the developers. Sometimes teams have manual testers… possibly exercising the UI. Many teams will do both kinds of testing.
  • Sometimes a team will someone playing the role of business analyst. This can be a dedicated position on the team… or it might be blended with some other role… maybe a lead developer. Often times teams will have a BA that is serving as a proxy product owner for the real customer or product owner. Dedicated or blended Custome proxy
  • Agile teams will usually have someone in the role of ScrumMaster or Agile process coordinator. This can be a dedicated position on the team or a role that is shared with another role on the team. Sometimes you have a dedicated ScrumMaster but they are working with more than one agile team at a time.

Transcript

  • 1. Agile Past the Team
    An Experience Report
    Presented by: Mike Cottmeyer
  • 2. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
  • 3. Agenda
    A little project background
  • 4. Agenda
    A little project background
    What was going well
  • 5. Agenda
    A little project background
    What wasn’t going well
  • 6. Agenda
    A little project background
    What wasn’t going well
    The team’s initial response to problems
  • 7. Agenda
    A little project background
    What wasn’t going well
    The team’s initial response to problems
    Team based coaching approach
  • 8. Agenda
    A little project background
    What wasn’t going well
    The team’s initial response to problems
    Organization based coaching approach
  • 9. Agenda
    A little project background
    What wasn’t going well
    The team’s initial response to problems
    Organization based coaching approach
  • 10. Ready?
  • 11. Background
    Waterfall since the company had formed
  • 12. Background
    Waterfall since the company had formed
    Evaluated Scrum
  • 13. Background
    Waterfall since the company had formed
    Evaluated Scrum and RUP
  • 14. Background
    Waterfall since the company had formed
    Evaluated Scrum and RUP
    Chose Scrum because it was quicker to implement
  • 15. Background
    Waterfall since the company had formed
    Evaluated Scrum and RUP
    Chose Scrum because it was they though quicker to implement
  • 16. Background
    Waterfall since the company had formed
    Evaluated Scrum and RUP
    Chose Scrum because it was they thought quicker to implement
    Flipped the switch overnight
  • 17. Background
    Waterfall since the company had formed
    Evaluated Scrum and RUP
    Chose Scrum because it was they thought quicker to implement
    Flipped the switch overnight during the Christmas holidays
  • 18. Going Well?
  • 19. Going Well?
    Moved away from functional silos
  • 20. Going Well?
    Moved toward cross functional teams
  • 21. Going Well?
    Moved toward cross functional teams
    Moved away from component teams
  • 22. Going Well?
    Moved toward cross functional teams
    Moved toward feature based teams
  • 23. Going Well?
    Moved toward cross functional teams
    Moved toward feature based teams
    Product Manager for each team
  • 24. Going Well?
    Moved toward cross functional teams
    Moved toward feature based teams
    Product Owner for each team
  • 25. Going Well?
    Moved toward cross functional teams
    Moved toward feature based teams
    Product Owner for each team
    Committed to following the Scrum process
  • 26. Not Going Well?
  • 27. Not Going Well?
    Critical people shared across teams
  • 28. Not Going Well?
    Critical people shared across teams
    Didn’t know what to build
  • 29. Not Going Well?
    Critical people shared across teams
    Didn’t know what to build
    Teams had trouble delivering
  • 30. Not Going Well?
    Critical people shared across teams
    Didn’t know what to build
    Teams had trouble delivering anything
  • 31. Not Going Well?
    Critical people shared across teams
    Didn’t know what to build
    Teams had trouble delivering anything
    Unstable and not predictable
  • 32. Textbook Scrum
  • 33. Textbook ScrumNo working software
  • 34. My Role
  • 35. My Role
    Purchased VersionOne
  • 36. My Role
    Purchased VersionOne
    Came in as a product trainer
  • 37. My Role
    Purchased VersionOne
    Came back as an agile coach
  • 38. My Role
    Purchased VersionOne
    Came back as an agile coach
    The goal was to help the teams get better
  • 39. My Role
    Purchased VersionOne
    Came back as an agile coach
    The goal was to help the teams get better
    Learned quickly it was the organization that needed help
  • 40. Team Coaching
  • 41. Team Coaching
    Big Rocks
  • 42. Team Coaching
    Big Rocks
    The Million Dollar Question
  • 43. Team Coaching
    Big Rocks
    The Million Dollar Question
    Don’t game the numbers
  • 44. Team Coaching
    Big Rocks
    The Million Dollar Question
    Don’t game the numbers
    Retrospectives
  • 45. Org Coaching
  • 46. Org Coaching
    Scrum-But
  • 47. Org Coaching
    Scrum-But
    Product and Architectural Vision
  • 48. Org Coaching
    Scrum-But
    Product and Architectural Vision
    Product Owner Teams
  • 49. Org Coaching
    Scrum-But
    Product and Architectural Vision
    Product Owner Teams
    Well groomed backlog
  • 50. Million Dollar Question
  • 51. Plan
    Execute
    Close
  • 52. Plan
    Close
    Execute
  • 53. Plan
    Execute
    Close
    Commit
  • 54. Deliver
    Plan
    Execute
    Close
    Commit
  • 55. Scrum-But
  • 56.
  • 57. Developers
  • 58. Testers
    Developers
  • 59. Analyst
    Testers
    Developers
  • 60. Analyst
    CSM
    Testers
    Developers
  • 61. Product Owner
    Analyst
    CSM
    Testers
    Developers
  • 62. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 63. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 64. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 65. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 66. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 67. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 68. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 69. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 70. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 71. Project (years)
    Release (months)
    Release (months)
    Release (months)
    I1
    I2
    I3
    I4
    I5
    I6
    I7
    I8
    I9
  • 72. Product Owner Teams
  • 73. Scrum of Scrums
    Capability 2
    Capability 1
    Capability 3
  • 74. Product Owner Team
    Capability 2
    Capability 1
    Capability 3
  • 75. Product Owner Team with
    Architects
    Capability 2
    Capability 1
    Capability 3
  • 76. Integration Team
    Capability 2
    Capability 1
    Capability 3
  • 77. Context
    Capability 2
    Capability 1
    Capability 3
  • 78. Context
    Coordination
    Capability 2
    Capability 1
    Capability 3
  • 79. Architecture and Design
  • 80. Guidance
    Team
    PO Team
    PMO
    Enterprise
    Architecture
    &
    Epics
    Solutions
    Architecture
    &
    Features
    Detailed
    Design
    &
    Stories
  • 81. Feedback
    Team
    PO Team
    PMO
    Enterprise
    Architecture
    &
    Epics
    Solutions
    Architecture
    &
    Features
    Detailed
    Design
    &
    Stories
  • 82. I1-N
    I0
    IH
  • 83. Construction
    Elab.
    Inc.
    Trans.
    I1-N
    I0
    IH
  • 84. Initiate
    Plan
    Execute
    Monitor & Control
    Close
    Construction
    Elab.
    Inc.
    Trans.
    I1-N
    I0
    IH
  • 85. Grooming the Backlog
  • 86. Epic
    Epic
    Epic
    Epic
    Enterprise
    Architecture
    &
    Epics
  • 87. Feature
    Epic
    Feature
    Feature
    Feature
    Epic
    Feature
    Epic
    Feature
    Epic
    Enterprise
    Architecture
    &
    Epics
    Solutions
    Architecture
    &
    Features
  • 88. Feature
    Epic
    User Story
    User Story
    Feature
    User Story
    User Story
    Feature
    User Story
    User Story
    Feature
    Epic
    User Story
    Feature
    Epic
    Feature
    Epic
    Enterprise
    Architecture
    &
    Epics
    Solutions
    Architecture
    &
    Features
    Detailed
    Design
    &
    Stories
  • 89. Conclusion
  • 90. Conclusion
    Forming and developing teams is critical
  • 91. Conclusion
    Forming and developing teams is critical
    The organization has tremendous impact on team effectiveness
  • 92. Conclusion
    Forming and developing teams is critical
    The organization has tremendous impact on team effectiveness
    Managers need to understand their impact
  • 93. Conclusion
    Forming and developing teams is critical
    The organization has tremendous impact on team effectiveness
    Managers need to understand their impact
    Have to consider the entire delivery system
  • 94. Thoughts?
  • 95. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
  • 96. www.slideshare.net/mcottmeyer
    Agile Past the Team
    An Experience Report
    Presented by: Mike Cottmeyer