Liftoff - how to launch Agile teams and projects

4,089 views

Published on

Liftoff - come lanciare team e progetti Agili

di Fabio Armani
Come per mettere in orbita un razzo è importante effettuare molteplici operazioni preliminare che sono fondamentali per il successo della missione, così per lanciare un progetto o creare un team Agile è fondamentale una fase di 'Liftoff'.

Questo talk, che parte dall'interessantissimo lavoro di Diana Larsen e Ainsley Nies intende combinare le pratiche della fase di Agile Inception portate avanti dall'autore sin dal 2001 con i più moderni principi derivanti da Lean StartUp.

Published in: Business

Liftoff - how to launch Agile teams and projects

  1. 1. openware   #Li%off  |  @fabioarmani  
  2. 2. About  me  •  Fabio Armani•  CEO of OpenWare•  Artistic Director of Different Lands•  @fabioarmani•  f.armani@open-ware.org•  armani.fabio@gmail.com
  3. 3. Success  =  High  Value  Delivery   #Li%off  |  @fabioarmani  
  4. 4. Li%off  •  What  the  customer  wants  and  values  •  That  creates  value  for  the  business  •  That  the  customer  will  accept  &  exchange  value   for  •  In  a  Hmeframe  that  suits  the  customers’  needs  •  Easily  maintainable  and  supportable  a%er   deployment    •  In  a  way  that  leaves  team  members  ready  and   eager  to  work  on  the  next  deliverable    
  5. 5. From  working  teams  
  6. 6. What  do  you  do  to  help  project  teams  get  off  to  a   good  start?    
  7. 7. Start  with  a  Booster   #Li%off  |  @fabioarmani  
  8. 8. Features  &  Success  Factors  •  The  term  kick-­‐off  designates  an  internal   workshop  at  the  beginning  of  a  project  or  at   the  start  of  a  project  phase  •  A  kick-­‐off  at  PSE  usually  lasts  for  1-­‐2  days    •  Features:   –  Whole  Team  parHcipates  and  contributes   –  Agenda  with  variety  of  acHviHes,  presentaHons  by   different  people,  &  moderated  discussions   –  Higher  awareness  of  and  aVenHon  to  risks    
  9. 9. Features  &  Success  Factors  •  Success  Factors:   –  Facilitator/Leader  contracHng   –  Establishing  Trust   –  Whole  Team  involvement   –  Recording  Minutes  (digital  camera)   –  Offsite  LocaHon  
  10. 10. Plan  to  Promote  Team  Forming  •  Provide  structure,  informaHon,  and  support  •  Dra%  an  Agile  Charter  •  Focus  on  the  “do-­‐able”  •  Define  “done”    •  IdenHfy  roles  and  responsibiliHes  •  IniHate  iteraHon  retrospecHves  •  Acknowledge  feelings  of  newness  or  confusion  •  Manage  parHcipaHon  so  everyone  has  a  voice  Set   a  tone  of  openness  and  trust    
  11. 11. Project  Li%off  AcHviHes  •  CollaboraHve  Chartering  •  Kick-­‐Off  Workshops  •  IteraHon  0  •  Boot  Camps  •  RetrospecHve  &  FutureSpecHve  •  Open  Space    
  12. 12. Which  of  these  have  you  tried?  
  13. 13. One  area  most  agile  methods  are  completely   silent  on  is  project   chartering  
  14. 14. Agile  Chartering  
  15. 15. Chartering  the  Product  Team   Purpose   InspiraHon  &  meaning         Alignment   Context  Create  an  alliance   Understand  fit  with  organizaHon  
  16. 16. Living  Charter  =  Chartering   #Li%off  |  @fabioarmani  
  17. 17. Project  Chartering  helps  people  answer  quesHons  like:  •  Is  the  idea  for  the  project  worthwhile?  •  How  does  the  project  further  the   organizaHons  vision/mission?  •  How  would  we  know  if  the  project  is  a   success?  •  Who  is  part  of  the  projects  Project   Community?    
  18. 18. Li%Off  Model   Purpose        Alignment   Context  
  19. 19. InspiraHon  and  Meaning   Purpose         Alignment   Context  
  20. 20. Purpose   Value  to  obtain   Vision   P   Mission   Mission   Test   Result  to  Criteria  for  success   accomplish  
  21. 21. Vision  
  22. 22. Vision   The  vision  defines  the  “Why”  of  the  project.  This  is  the  higher  purpose,  or  the   reason  for  the  project’s  existence  
  23. 23. #Li%off  |  @fabioarmani  
  24. 24. Mission  
  25. 25. Mission   This  is  the  “What”  of  the  project  and  it  states  what  will  be  done  in  the  project  to   achieve  its  higher  purpose  
  26. 26. #Li%off  |  @fabioarmani  
  27. 27. Criteria  
  28. 28. Criteria  The  success  criteria  are  management  tests   that  describe  effects  outside  of  the   soluHon  itself  
  29. 29. What’s  your  current  project   purpose?    
  30. 30. Create  an  Alliance   Purpose        Alignment   Context  
  31. 31. Alignment   Value  &  Principles  -­‐   Beliefs  &  Ideals   Values   about  Work   A   Core   WA   Team  Working  Agreements   Cross-­‐funcHonal   -­‐  OperaHonal   group  with  a   Guidelines   common  purpose  
  32. 32. Values  
  33. 33. Values   Values  &  Principles  Beliefs  &  Ideals  about  Work  
  34. 34. Core  team  
  35. 35. Core  team  Cross-­‐funcHonal  group  with  a  common   purpose  
  36. 36. Agreements  
  37. 37. Agreements   Working  Agreements   OperaHonal  Guidelines  
  38. 38. What’s  one  working  agreement  that  would  help   your  team  work  beVer   together?    
  39. 39. Understand  fit  with  organizaHon   Purpose         Alignment   Context  
  40. 40. Context   Boundaries  &   InteracHons  -­‐   Seeing  the  Systems   Boundaries   C   Analysis   Resourses   ProspecHve   CommiVed  Analysis  -­‐  IniHal   Resources  -­‐   ProjecHons     OrganizaHon  Support    
  41. 41. Boundaries  
  42. 42. Boundaries   Boundaries  &  InteracHons   Seeing  the  Systems    
  43. 43. #Li%off  |  @fabioarmani  
  44. 44. Boundaries  To  discover  the  boundaries  of  your  project,  explore  the  areas  of:  •  decision-­‐making  authority  •  Hme  limit  •  organizaHonal/departmental  relaHonships  •  communicaHon  needs  •  system  interfaces  
  45. 45. Inputs   Outputs  Inputs   Our   Project   Outputs   Inputs   Outputs   Inputs  
  46. 46. Resources  
  47. 47. Resources   CommiVed  Resources   OrganizaHon  Support    
  48. 48. Analysis  
  49. 49. Analysis   ProspecHve  Analysis   IniHal  ProjecHons  
  50. 50. ProspecHve  Analysis     #Li%off  |  @fabioarmani  
  51. 51.  IniHal  ProjecHons   #Li%off  |  @fabioarmani  
  52. 52. What  difference  would  it  make  to  understand  more  about  project  context  from   the  beginning?  
  53. 53. WHaW  •  We  want  the  community  that  is  delivering  our   product  and/or  project  to  understand  the   why,  how,  and  who  of  the  iniHaHve  
  54. 54. Why  
  55. 55. Why  Why  are  we  building  this  product?  
  56. 56. How  
  57. 57. How  How  will  we  know  if  it  is  successful?  
  58. 58. Who  
  59. 59. Who  Who  is  the  project  community?  
  60. 60. Project  Community   Luigi CUSTOMER   Maria Stefano NicolaLorenzoBUILDER   Anna SPONSOR   Enrico Francesco
  61. 61. Chartering  Session  •  By  having  a  Chartering  session,  we  bring  the   team  together  to  create  a  common   understanding  of  the  product,  its  vision,  and   its  goals.  
  62. 62. Chartering  Session  •  This  leads  to  a  higher  level  of  engagement  for   the  team  members  and  provides  a  richer   context  for  all  involved.  
  63. 63. Living  Charter  =  Chartering   #Li%off  |  @fabioarmani  
  64. 64. IncepHon  
  65. 65. IncepHon   IncepHon  Deck  
  66. 66. IncepHon   deck  
  67. 67. IncepHon   Why  are  we  here?   deck  
  68. 68. Why  are  we  here?  •  This  is  a  quick  reminder  about  why  we  are   here,  who  our  customer  are,  and  why  we   decided  to  do  this  project  in  the  first  place  
  69. 69. IncepHon  Create  an  elevator  pitch   deck  
  70. 70. Create  an  elevator  pitch  •  If  we  have  thirty  seconds  and  two  sentences   to  describe  our  project,  what  would  be  say?  
  71. 71. IncepHon   Product  Box   deck  
  72. 72. Design  a  product  box  •  If  we  were  flipping  through  a  magazine  and   we  saw  an  adverHsement  for  our  product  or   service,  what  would  it  say,  and,  more   importantly,  would  we  buy  it?  
  73. 73. IncepHon   Create  a  NOT  list   deck  
  74. 74. Create  a  NOT  list  •  It’s  preVy  clear  what  we  want  to  do  on  this   project.  Let’s  be  even  clearer  and  show  what   we  are  not  doing    
  75. 75. IncepHon   Meet  your  neighbors   deck  
  76. 76. Meet  your  neighbors  •  Our  project  community  is  always  bigger  than   we  think.  Why  don’t  we  invite  them  over  for   coffee  and  introduce  ourselves?    
  77. 77. Enterprise  TransiHon  Community  
  78. 78. Enterprise  TransiHon  Community  
  79. 79. UX   CoP   IC-­‐ IC-­‐ Meth   Tech  Focus  Group     Dev  CoP  
  80. 80. IncepHon   Show  the  soluHon   deck  
  81. 81. Show  the  soluHon  
  82. 82. Show  the  soluHon  •  Let’s  draw  the  high-­‐level  blueprints  of  the   technical  architecture  to  make  sure  we  are  all   thinking  of  the  same  thing  
  83. 83. IncepHon  What  keeps  us  up  at  night   deck  
  84. 84. What  keeps  us  up  at  night  
  85. 85. What  keeps  us  up  at  night  •  Some  of  the  things  that  happen  on  projects   are  downright  scary.  But  talking  about  them,   and  what  we  can  do  to  avoid  them,  can  make   them  less  scary  
  86. 86. Scrum  Zombies  …  Yesterday  I  zoodled   Yesterday  I  zoodled   Today  I’ll  zoodlle   Today  I’ll  zoodlle   No  problem   No  problem   Yesterday  I  zoodled   Today  I’ll  zoodlle   No  problem  
  87. 87. IncepHon   Size  it  up   deck  
  88. 88. Size  it  up  
  89. 89. Size  it  up  •  Is  this  thing  a  three-­‐,  six-­‐,  or  nine-­‐month   project?   Vision   Strategy   TacHcs   Release  
  90. 90. IncepHon  Be  Clear  on  What’s  Going  to  Give   deck  
  91. 91. IncepHon   Tradeoff  sliders   deck  
  92. 92. Be  clear  on  what’s  going  to  give  •  Projects  have  levels  like  Hme,  scope,  budget   and  quality.  What’s  the  most  and  least   important  for  this  project  at  this  Hme?    
  93. 93. IncepHon  Show  What  It’s  Going  to  Take   deck  
  94. 94. Show  what  it’s  going  to  take  •  How  long  is  it  going  to  take?  How  much  will  it   cost?  And  what  kind  of  team  are  we  going  to   need  to  pull  this  off?  
  95. 95. It’s  About  Geong  the  Right  People   on  the  Bus  
  96. 96. #Li%off  |  @fabioarmani  
  97. 97. thanks  
  98. 98. Fabio  Armani   www.open-­‐ware.org   @fabioarmani  f.armani@open-­‐ware.org  

×