@MichaelSahota
About Michael

!

STRATEGIC
PLAY®
1. 
2. 
3. 
4. 
5. 
6. 
7. 

Our&User&Stories&Suck&
Sprint&planning&mee7ngs&take&forever&&
Team&members&are&not&working&to...
@MichaelSahota
User story

So that <why>,
As a <stakeholder>
I want <what>

Save%Shopping%Cart%
8
So&that&I&can&con7nue&shopping&later&
A...
Whole&Team&writes&
stories&together&so&
they&have&the&right&
“shape”&for&Biz&and&IT&
to&communicate.
&
Es7ma7on&
offers&ano...
@MichaelSahota
Backlog Grooming Meeting
Whole&Team&
1.  Es7mate&New&Stories&
2.  Split&large&stories&into&smaller&stories&and&
es7mate&th...
Use&a&Scrum&Board.&It’s&is&10x&more&understandable&as&
well&as&safer&and&faster.&
@MichaelSahota
Use Tuckman Model
What are you doing to turn the
“people” knob to 11?
Develop&Team&through&building&interKpersonal&
connec7ons&and&self&know...
Toronto Temenos Workshop – Nov 9 & 10
@MichaelSahota
Standup as Daily Planning
•  A&good&way&to&think&about&the&daily&standup&is&
as&a&mini&planning&session&for&that&day.&
•  ...
Scrum-style Standup

Less&important&
with&use&of&a&task&
board.
&

Consider&suspending&the&“3&ques7ons”&and&exploring&
how...
Recipe for Awesome Standups
For&five&days,&hold&a&miniKretrospec7ve&on&how&
to&improve&your&standups&
•  Do&this&immediatel...
@MichaelSahota
Incremental

: http://www.flickr.com/photos/ulteriorepicure/
Iterative

Photo: http://www.flickr.com/photos/moran/
“Popping Up Like Mushrooms”
New Stories
•  Usually&a&symptom&of&reKwork&due&insufficient&
understanding.&UX&is&a&common&problem&area.&
–  Try&“Specifica7...
@MichaelSahota
Dysfunctions Causing Unfinished
Stories
•  Stories&are&too&large&to&be&completed&in&an&
itera7on&
–  Split&large&stories&
...
Carrying%
stories%is%a%
badge%of%
shame.
%

Team%only%
accepts%
work%they%
can%finish.
%
Team “Forecasts” completion of all
Stories in Sprint Planning
•  Helpful&to&think&of&this&like&“Sales&Forecast”&–&there&is...
@MichaelSahota
Balance%the%product%backlog%
Too big items?

Too many items?
V

CC Henrik Kniberg

V

Balanced
V
Use A Story Map

Release&Plans&are&NOT&Op7onal!&
Use&a&Scope&and&BurnKup&Chart
&
Burn-Up and Burn-Down

Total%Scope%Line
%

800

700

600

500
Remaining Story Points
Compl...
@MichaelSahota
Retrospectives
•  No&fixed&format.&There’s&a&whole&book&
on&ways&to&run.&&
•  Discuss&any&personal,&team&or&process&
issues...
No Time
(Retrospective Anti-Pattern)

Photo: http://www.flickr.com/photos/wwarby/
No Team

CC Gerry Kirk
No Safety
(Retrospective Anti-Pattern)

Photo: http://www.flickr.com/photos/c_nilsen/
No Tools
(Retrospective Anti-Pattern)
No Action
(Retrospective Anti-Pattern)

•  Who?&
•  What?&&
•  When?&

Failure&to&act&is&a&guaranteed&
Retrospec7ve&Killer...
Some Tips
•  Start&by&reviewing&ac7on&items&from&last&
retrospec7ve.&
•  Have&everyone&sign&up&for&ONE&ac7on&item.&If&
the...
Ask Scary Questions with Secret
Ballot
Some Easy Retrospective Practices
via Yves Hanoulle

Project Coach

Training, Coaching & Consultancy Services
on agile & T...
Short Retrospectives
1. 
2. 
3. 
4. 
5. 

Start Doing
Stop Doing
Keep Doing
Less of
More of
Roti

http://www.flickr.com/photos/ben30/2741878021/
Histogram
Force Field analysis
@MichaelSahota
Copyright http://www.hostingwiththemostzing.com/?p=12
Michael’s Mountain Landscape
@MichaelSahota
Agile Fails Due to Culture

Sources: Multiple Workshops with 100 s of participants; Version One Survey
http://agilitrix.co...
Culture Mismatch will Slow and Ultimately Fail Your
Agile Initiative

Avoid seductive fantasy that Agile practices will
ch...
Adopt Agile Practices that fit Culture (Option 1)

Example: Introducing automated testing to
reduce regression test costs ...
Start Evolving Your Process and
Practices with Kanban (Option 2)

1. Visualize Work
2. Add Metrics
3. Make Improvements
Change Culture through Organizational
Transformation (Option 3)

75% of a company s
management is honestly
convinced that ...
Creating A Culture Bubble
Photo Credit

http://www.flickr.com/photos/51229679@N03/

@MichaelSahota
Get Help with Agile Practices to Avoid
Wasting Time & Effort

One&of&about&50&coaches&
worldwide&that&know&how&to&help&
or...
Get Help with Culture to Develop a 21st
Century Workforce
I wrote “the book” on
Agile & Culture.
!

Phone me: 416.999.3297...
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
Top 10 Agile Gotchas, Problems and Challenges + What you can do about them
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Top 10 Agile Gotchas, Problems and Challenges + What you can do about them

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It turns out that most teams have similar types of problems that prevent them from getting the full benefits from Agile. In this talk (XP Toronto & Agile Tour 2013), I will review my top 10 Agile gotcha's and how Agile principles and practical experience can help you recover.

Here are some topics:
We don't know when our release will be done
Sprint planning meetings take forever
We stopped having retrospectives (or they are useless)
People aren't working together (esp. dev, qa, product)
We keep getting new stories
Daily standups are long and/or boring
We never finish all our stories in a Sprint
We never have time for technical improvements
It feels like we are pushing rocks up hill to keep Agile going
<your>

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Top 10 Agile Gotchas, Problems and Challenges + What you can do about them

  1. 1. @MichaelSahota
  2. 2. About Michael ! STRATEGIC PLAY®
  3. 3. 1.  2.  3.  4.  5.  6.  7.  Our&User&Stories&Suck& Sprint&planning&mee7ngs&take&forever&& Team&members&are&not&working&together& Daily&standups&are&long&and&boring&& We&keep&geEng&new&stories&& We&never&finish&all&our&stories&in&a&Sprint&& We&don't&know&when&our&release&will&be& done&& 8.  We&stopped&having&retrospec7ves&K&waste&of& 7me& 9.  It&feels&like&we&are&pushing&rocks&up&hill&to& keep&Agile&going&
  4. 4. @MichaelSahota
  5. 5. User story So that <why>, As a <stakeholder> I want <what> Save%Shopping%Cart% 8 So&that&I&can&con7nue&shopping&later& As&a&buyer& I&want&to&save&my&shopping&cart& How&to&demo:& 1)  Enter&store& 2)  Put&a&book&in&shopping&cart& 3)  Press&”save&cart”& 4)  Leave&store,&and&enter&it&again& 5)  Check&that&the&book&is&in&my&cart& Independent Negotiable Valuable Estimable Sized Appropriately Testable Acronym courtesy of Bill Wake – www.xp123.com C A GUI Client Server CC Henrik Kniberg DB schema B C
  6. 6. Whole&Team&writes& stories&together&so& they&have&the&right& “shape”&for&Biz&and&IT& to&communicate. & Es7ma7on& offers&another& opportunity&for& geEng&to&good& stories. & Organizing&an& Priori7zing&may& trigger&story& restructuring. &
  7. 7. @MichaelSahota
  8. 8. Backlog Grooming Meeting Whole&Team& 1.  Es7mate&New&Stories& 2.  Split&large&stories&into&smaller&stories&and& es7mate&them.& 3.  Pick&stories&for&the&upcoming&itera7on.& – Discuss&what&is&needed&to&get&those&stories&READY& and&who&will&do&it.& This&is&the& & cri7cal& piece. &
  9. 9. Use&a&Scrum&Board.&It’s&is&10x&more&understandable&as& well&as&safer&and&faster.&
  10. 10. @MichaelSahota
  11. 11. Use Tuckman Model
  12. 12. What are you doing to turn the “people” knob to 11? Develop&Team&through&building&interKpersonal& connec7ons&and&self&knowledge.&& •  Sharing&Food&&&Drink.& •  Have&fun&together:&events,&funny&video&clips& •  Learning&about&each&other:& –  Constella7ons,&Marketplace,&Timeline& –  StrategicPlay®&with&Lego®& –  Communica7on&and&Collabora7on&Workshop& •  Core&Protocols& •  Temenos&Workshop&(next&slide)&
  13. 13. Toronto Temenos Workshop – Nov 9 & 10
  14. 14. @MichaelSahota
  15. 15. Standup as Daily Planning •  A&good&way&to&think&about&the&daily&standup&is& as&a&mini&planning&session&for&that&day.& •  Everyone&is&focused&on&delivering&the&most& important&work&each&day.& Standup%is%for%the% team,%not% manager! % An7Kpagern&#1:&Everyone&looking&at&and&repor7ng&to& Project&Manager&or&Manager.& An7Kpagern&#2:&Everyone&is&working&on&different& things&–&there&is&no&real&team&or&teamwork.&
  16. 16. Scrum-style Standup Less&important& with&use&of&a&task& board. & Consider&suspending&the&“3&ques7ons”&and&exploring& how&other&formats&work&for&you.&
  17. 17. Recipe for Awesome Standups For&five&days,&hold&a&miniKretrospec7ve&on&how& to&improve&your&standups& •  Do&this&immediately&aler&the&standup.& •  Aim&for&10K15&minutes.& •  Write&down&changes&agreed&to&by&team&on& s7cky&notes.& •  Evolve&your&own&standup& “rules”&(conven7ons)&
  18. 18. @MichaelSahota
  19. 19. Incremental : http://www.flickr.com/photos/ulteriorepicure/
  20. 20. Iterative Photo: http://www.flickr.com/photos/moran/
  21. 21. “Popping Up Like Mushrooms”
  22. 22. New Stories •  Usually&a&symptom&of&reKwork&due&insufficient& understanding.&UX&is&a&common&problem&area.& –  Try&“Specifica7on&By&Example”& •  High&complexity&domains&may&require& itera7ve&approach.& •  Totally&OK&as&long&at&Product&Owner&is&making& scope/date&tradeKoffs&and&backlog&is&not&filled& with&mandatory&items.&
  23. 23. @MichaelSahota
  24. 24. Dysfunctions Causing Unfinished Stories •  Stories&are&too&large&to&be&completed&in&an& itera7on& –  Split&large&stories& –  Every&team&has&a&max&story&size&that&“fits”& •  Management&pressure& –  Explain&that&overfilling&itera7on&is&slowing&things& done.&Too&many&cars&on&the&highway.& •  Considered&Acceptable& –  If&the&team&thinks&it’s&OK,&then&it’ll&con7nue&to& happen.&
  25. 25. Carrying% stories%is%a% badge%of% shame. % Team%only% accepts% work%they% can%finish. %
  26. 26. Team “Forecasts” completion of all Stories in Sprint Planning •  Helpful&to&think&of&this&like&“Sales&Forecast”&–&there&is& uncertainty!& •  Using&term&“Commitment”&can&help&team&cohesion& but&can&also&induce&damaging&pressure.& •  The&team&needs&to&advise&Product&Owner&if&stories& are&in&danger&of&not&finishing&and&reKnego7ate& itera7on&scope.&E.g.&split&story& •  Retrospec7ve&help&understand&reasons&and&create& counterKmeasures.&
  27. 27. @MichaelSahota
  28. 28. Balance%the%product%backlog% Too big items? Too many items? V CC Henrik Kniberg V Balanced V
  29. 29. Use A Story Map Release&Plans&are&NOT&Op7onal!&
  30. 30. Use&a&Scope&and&BurnKup&Chart & Burn-Up and Burn-Down Total%Scope%Line % 800 700 600 500 Remaining Story Points Completed Story Points Cumulative Linear Regression for Completed Story Points Cumulative Total Story Points (Scope) Linear Regression for Total Story Points (Scope) 400 300 200 BurnAup%Line.% Slope=Velocity % 100 0 Iteration 1 Iteration 3 Iteration 5 Iteration 7 Iteration 9 Iteration 11 Iteration 13 Iteration 15 Iteration 0 Iteration 2 Iteration 4 Iteration 6 Iteration 8 Iteration 10 Iteration 12 Iteration 14 Copyright © 2007-2009 Dave Nicolette
  31. 31. @MichaelSahota
  32. 32. Retrospectives •  No&fixed&format.&There’s&a&whole&book& on&ways&to&run.&& •  Discuss&any&personal,&team&or&process& issues.& •  Discuss&what&worked&and&what&&needs& to&change.& •  Agree&on&top&items&to&be&addressed&and& fixed.& •  See&an7Kpagerns:& hgp://skycoach.be/2011/05/16/agileKretrospec7vesKan7K pagerns/&&&
  33. 33. No Time (Retrospective Anti-Pattern) Photo: http://www.flickr.com/photos/wwarby/
  34. 34. No Team CC Gerry Kirk
  35. 35. No Safety (Retrospective Anti-Pattern) Photo: http://www.flickr.com/photos/c_nilsen/
  36. 36. No Tools (Retrospective Anti-Pattern)
  37. 37. No Action (Retrospective Anti-Pattern) •  Who?& •  What?&& •  When?& Failure&to&act&is&a&guaranteed& Retrospec7ve&Killer.&
  38. 38. Some Tips •  Start&by&reviewing&ac7on&items&from&last& retrospec7ve.& •  Have&everyone&sign&up&for&ONE&ac7on&item.&If& the&finish,&they&can&pick&up&another&one.& •  Walk&management&through&the&output&and& ask&them&what&they&can&help&with&
  39. 39. Ask Scary Questions with Secret Ballot
  40. 40. Some Easy Retrospective Practices via Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices n EMEA. How to make your retrospective the heart of your agile process See full slide deck: http://www.hanoulle.be/2009/10/how-to-make-your-retrospective-the-heart-ofyour-agile-process/
  41. 41. Short Retrospectives 1.  2.  3.  4.  5.  Start Doing Stop Doing Keep Doing Less of More of
  42. 42. Roti http://www.flickr.com/photos/ben30/2741878021/
  43. 43. Histogram
  44. 44. Force Field analysis
  45. 45. @MichaelSahota
  46. 46. Copyright http://www.hostingwiththemostzing.com/?p=12
  47. 47. Michael’s Mountain Landscape
  48. 48. @MichaelSahota
  49. 49. Agile Fails Due to Culture Sources: Multiple Workshops with 100 s of participants; Version One Survey http://agilitrix.com/2012/08/agile-2012-workshop-results/
  50. 50. Culture Mismatch will Slow and Ultimately Fail Your Agile Initiative Avoid seductive fantasy that Agile practices will change your Culture. They won t.
  51. 51. Adopt Agile Practices that fit Culture (Option 1) Example: Introducing automated testing to reduce regression test costs and time. Find the practice (puzzle piece) that fits your problem.
  52. 52. Start Evolving Your Process and Practices with Kanban (Option 2) 1. Visualize Work 2. Add Metrics 3. Make Improvements
  53. 53. Change Culture through Organizational Transformation (Option 3) 75% of a company s management is honestly convinced that business as usual is totally unacceptable. - John Kotter
  54. 54. Creating A Culture Bubble
  55. 55. Photo Credit http://www.flickr.com/photos/51229679@N03/ @MichaelSahota
  56. 56. Get Help with Agile Practices to Avoid Wasting Time & Effort One&of&about&50&coaches& worldwide&that&know&how&to&help& organiza7on&succeed&with&Agile*.& & & *&About&half&of&my&work&is&with&Kanban %
  57. 57. Get Help with Culture to Develop a 21st Century Workforce I wrote “the book” on Agile & Culture. ! Phone me: 416.999.3297 ! Email me: michael.sahota@agilitrix.com ! Sign up for my newsletter at:! http://agilitrix.com! !
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