Manage agile-berlin-2012-hilpert-klatt

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Manage agile-berlin-2012-hilpert-klatt

  1. 1. ManageAgile Berlin 2012 Lean and agile transformation –how do you survive the radical shift towardsInversion of Responsibility and Control while staying Accountable for Results? Wolfgang Hilpert Thoralf J. Klatt AGT International w/ contributions by Jürgen Habermeier, Mathias Held, Marek Meyer, Jonas Dageförde et al
  2. 2. Leadership Path to AgilityFrom explicit fine-grained control… and “active” leadership …… to “subtle control”** The new new product development game - Stop running the relay race and take uprugby - Harvard Business Review 1986, Hirotaka Takeuchi and Ikujiro Nonaka
  3. 3. Speaker Background: Wolfgang Hilpert VP Development, AGT International whilpert@agtinternational.comProfessional Personal• Led product development • Husband & father of 2 kids teams … @ startup, mid-size and industry • Half-marathon runner, leading ISVs incl. IBM, MSFT, SAP soccer player and cross- … through product life cycle from country skier idea on drawing board, design, development, market introduction • Occasional hiker & biker and adoption • Occasional photographer … in plan-driven & agile product development• Initiated lean & agile transformation @ SAP
  4. 4. Speaker Background: Thoralf J. Klatt Corporate Agile Coach, AGT International tjklatt@agtinternational.comProfessional Personal• Led and coached product • Husband & father of 3 kids development teams • Swimming and running … Siemens MED, Nokia Siemens • Occasional hiker Networks, Siemens USA … as servant leader, system test • Street photographer lead, senior developer • Likes Jazz … traditional and agile 400+• Initiated lean & agile transformation @ NSN BSS
  5. 5. Storyline1. Our „view of the universe“ – Turning traditional world and roles upside down2. The journey A) Evolving team and growing into scrum roles B) Tension: existing org vs. Agile greenfield • Critical exchange between two worlds C) Cont. Improvement of agile methods & tools
  6. 6. Storyline1. Our „view of the universe“ – Turning traditional world and roles upside down2. The journey A) Evolving team and growing into scrum roles B) Tension: existing org vs. Agile greenfield • Critical exchange between two worlds C) Cont. Improvement of agile methods & tools
  7. 7. Agile Turns Tradition Upside-DownConstrained Requirements Budget Schedule Value/ Vision Traditional Driven Waterfall Agile / Plan Scrum DrivenEstimated Budget Schedule Features
  8. 8. Agile Turns Reality back on its FeetEstimated Budget Schedule Features Plan Agile / Traditional Driven Scrum Waterfall Value/ Vision DrivenConstrained Requirements Budget Schedule
  9. 9. Leadership ImpactCommand & Control LS style „Radical Management“ LS Style• Manager defines the WHAT & the • Agile manager coaches PO to HOW define the WHY and the WHAT• Flow of information constrained • Agile team defines (and updates!) by expertise level the HOW• Outcome depends heavily on • Outcome leverages skills of skills & foresight of manager entire teamInstructions Instructions Breadth of understanding Breadth of understanding
  10. 10. Loosen the Grip to Extend your Reach!
  11. 11. Storyline1. Our „view of the universe“ – Turning traditional world and roles upside down2. The journey A) Evolving team and growing into scrum roles B) Tension: existing org vs. Agile greenfield • Critical exchange between two worlds C) Cont. Improvement of agile methods & tools
  12. 12. Phased Approach First smallexperimental Scrum team 1st Demo Waterfall Projects, Top Down managed I) Greenfield
  13. 13. Defining Moments (1/6): Settling into Key Scrum RolesIssue Product Owner (PO) & Scrum Master (SM) new to their roles when Scrum teams where formedTransition - Focus on respective responsibilities asneeded - PO ( drive and groom the backlog) and SM( process stewart) and - Let go of other responsibilitiesKey - Scrum Trainingtake away - Share helpful practices
  14. 14. Separation of Concerns in Scrum Product Owner - what owns ROI & Vision TRANSPARENCY Scrum Master* … Process Team - how … QualityMgmt Container Strategy, Environment, Budget
  15. 15. Defining Moments (2/6): Priority setting during the sprintIssue Pressure to complete user stories by end of sprint; Team requests delay of test automation work as mandated by Definition of Done (DoD)Transition Re-evaluation of what delivery of „Product Increment“needed (per DoD) meansKey Do not compromise agreed quality standards fortake away misrepresenting the actual progress, learn from over- committment etc.
  16. 16. Defining Moments (3/6): Priority setting for the next sprintIssue Product owner could not rely on system to perform demo on short noticeTransition • readiness to invest in quality measures atneeded an early stage • Product owner initiated discussion & created a sense of urgency within scrum teamKey take away Best outcome requires full engagement of the entire Scrum team („shares the pain“) in finding the best possbile solution to maximize customer value under given circumstances
  17. 17. Defining Moments (4/6): Fail Early on new TechnologyIssue To optimize for cross platform mobile development we analyzed and selected 3rd party framework. Development progress stalledTransition • Re-architect system to adopt 3rd party framework • Slice user stories to showcase minimal functionalityneeded in end-to-end manner early onKey Targeting end-to-end user stories revealed erroneous technology choice early on;take away helped to contain loss of development capacity (within 3 sprints)
  18. 18. Fail Early, Fail Fast, Fail Often
  19. 19. Phased Approach 1st Version First smallexperimental Scrum team 1st Demo CI ready 2nd Scrum Team ? ? Waterfall Projects, Top Down managed I) Greenfield II) Interest
  20. 20. Defining Moments (5/6): Release Planning VisualizedIssue Even though teams did regular Agile release planning the teams did not see the big picture on a daily basisTransition • Continuous and open planningneeded • Visualize Vision and Release Goals • Regular interaction and reflection • Utilize coherenceKey take away Create and maintain Release board
  21. 21. Release Board
  22. 22. Defining Moments (6/6): Deal with External DependenciesIssue Many external dependencies e.g. OEM, remote platform team, global IT, … lead to waste (e.g. in the form of „Waiting“)Transition • Clarify responsibilites/ownershipneeded • Minimize work in progress • Reduce cycle time • Decoupling as possibleKey take away Take IT into the boat (cf. DevOps), Strive for end-to-end ownership/lean architecure, Establish broader skill set and automomous testing capabilities
  23. 23. Storyline1. Our „view of the universe“ – Turning traditional world and roles upside down2. The journey A) Evolving team and growing into scrum roles B) Tension: existing org vs. Agile greenfield • Critical exchange between two worlds C) Cont. Improvement of agile methods & tools
  24. 24. Tension: Plan Driven vs. Agile GreenfieldPlan-Driven teams Agile, Scrum based teams• Fixed time, budget & scope • Fixed budget & delivery commitments schedule (sprint rhythm)• Significant quality problems, • Early discovery of quality schedule over-runs problems• Many short term change of • Development priorities priorties stable at minimum during sprints
  25. 25. Organization Stereotypes• Where is your QA team? (to throw the code over the fence to ...?)• Why are you only able to accept changes on a bi-weekly basis?• Who is your project manager? Fail and learn fast, reduce waste, tackle risk
  26. 26. Phased Approach Test results reflecting real Product maturity 1st Version First smallexperimental Scrum team 1st Demo Mature Velocity CI ready Agile Projects, Scrum, CI 2nd Scrum Team ? ! ? ! Waterfall Projects, Top Down managed I) Greenfield II) Interest III) Surprise
  27. 27. Pleasant Surprises w/ Scrum• Test (code) coverage fully embraced by scrum teams• Full transparency of test results (CI radiator)• Velocity track record sprint by sprint – Minimal negative impact on quality by change requests
  28. 28. Transparency CI Radiator Big Screen in the coffee lounge Where Teams meet and discuss …
  29. 29. Example: Agile Release Tracking and Rebase Consolidated Release Planning Release Candidate Roadmap updateVIP 1 Scope added Architecture Rebase VIP 2 scope Decision RC added today
  30. 30. storyline1. Our „view of the universe“ – Turning traditional world and roles upside down2. The journey A) Evolving team and growing into scrum roles B) Tension: existing org vs. Agile greenfield • Critical exchange between two worlds C) Cont. Improvement of agile methods & tools
  31. 31. Phased Approach Test results reflecting real Product maturity 1st Version First smallexperimental Scrum team 1st Demo Mature Velocity Test Automation CI ready Coverage > 80% Agile Projects, Scrum, CI 2nd Scrum Team ? ! ? ! Waterfall Projects, Top Down managed I) Greenfield II) Interest III) Surprise IV) Transformation
  32. 32. Metrics that worked for us• Burndown of user stories, projected release• Velocity• Estimation accuracy• Test automation coverage… and ScrumBan• Cycle Times for Stories• Lead Times for Defects
  33. 33. Code Coverage by Test Automation
  34. 34. Estimation Accuracy Split into 2 Teams Sustainable Challenge New Technology
  35. 35. Subtle Control‘Although project teams are largely on their own, theyare not uncontrolled… the emphasis is on "self-control," "control through peer pressure," and"control by love, which collectively we call "subtlecontrol.“’From: The new new product development game - Stop running the relay race andtake up rugby - Harvard Business Review 1986, Hirotaka Takeuchi and Ikujiro Nonaka
  36. 36. Team FlowMental States
  37. 37. Leadership Path to AgilityProblem-solving Leader (Expert) • tend to micro-manageStrategic Leader (Achiever) • leading activelyVisionary Leader (Catalyst) • growing capabilitiesMichael Sahota:http://agilitrix.com/2012/08/leadership-agility-a-model-for-understanding-managers/
  38. 38. whilpert@agtinternational.com tjklatt@agtinternational.com

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