In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations. Webinar discussed how people process change, how to start your transition and how to support it.

1. Transitioning a Team Erin S Beierwaltes | Conscires Agile Practices

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9. Erin Beierwaltes, PMP, CSM Certified Project Management Professional Certified Scrum Master Professional Scrum Master I Agile Transition Coach at InfoPrint Solutions (past) ScrumMaster at RightNowTechologies (current) Agile Contributor and Teacher Erin S Beierwaltes | Conscires Agile Practices

10. Community of Thinkers I am a member of a community of thinkers I believe that communities exist as homes for professionals to learn, teach, and reflect on their work http://www.rallydev.com/agileblog/2009/12/a-community-of-thinkers/ Erin S Beierwaltes | Conscires Agile Practices

11. Credits Erin S Beierwaltes | Conscires Agile Practices

12. Successes by Size and Approach 2010 IT Project Success Rates, August 02, 2010 Erin S Beierwaltes | Conscires Agile Practices

13. Triple Constraints Fixed Requirements Resources Time Plan Driven Value Driven Estimated Resources Time Features Erin S Beierwaltes | Conscires Agile Practices

14. Waterfall vs. Agile Waterfall Requirements Prescriptive Individuals Sequential Cost of change Agile User Stories Empirical Teams Iterative Encouraged Change Erin S Beierwaltes | Conscires Agile Practices

15. Ideal Pilot Project (IF you can choose) Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small www.mountaingoatsoftware.com Erin S Beierwaltes | Conscires Agile Practices

16. Duration Too Short creates skepticism Too Long delays success recognition IDEAL: A project that is near the middle of what is typical (3-4 months) Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small Erin S Beierwaltes | Conscires Agile Practices

17. Size Collocated team Not too big (won’t exceed more than 5 teams) Communication between multiple teams add complexity IDEAL: One Team (even if will grow to more) Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small Erin S Beierwaltes | Conscires Agile Practices

18. Importance Not low-importance Not low-risk IDEAL: An important project will help drive the team to implement all the hard things that Scrum asks of you Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small Erin S Beierwaltes | Conscires Agile Practices

19. Business Sponsorship Business and technical sides must change Must have someone on the business side with the time to work with the technical team Assist in business processes, departments or individuals that to adjust Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small Erin S Beierwaltes | Conscires Agile Practices

20. People Types Scrum lobbyists Willing optimists Fair skeptics Yes, this stacks the deck in your favor that won’t work on all projects, but this is an attempt to use a new approach to deliver an important project. Large Weak Size Critical Business Sponsorship Ideal Project Duration Importance Short Long Strong Unimportant Small Erin S Beierwaltes | Conscires Agile Practices

21. Ken Schwaber “30% of all teams or organization that use Scrum will become excellent development organizations “ “When adopted, some of its practices are inconsistent with the culture of the team…the team changes Scrum so it is consistent and fits in…self organization of teams does not occur then.” Erin S Beierwaltes | Conscires Agile Practices

22. Change Reaction Erin S Beierwaltes | Conscires Agile Practices

23. Resisting Change The top reasons for resisting change, as given by employees and managers. Creasey and Hiatt, 2007 Erin S Beierwaltes | Conscires Agile Practices

24. Native Conflict Response Mode Thomas Kilmann Instrument (TKI) Competing: Assertive and not cooperative Collaborating: Assertive and cooperative Compromising: In the middle on both dimensions Accommodating: Cooperative and not assertive Avoiding: Neither assertive nor cooperative Erin S Beierwaltes | Conscires Agile Practices

25. Coaching Teams need someone to provide them with the right teaching, coaching and mentoring No one is satisfied anymore being cogs in the machine and want to know their effort yields value http://systemagility.com/2010/11/28/looking-forward-to-agile-coach-camp-norway-2011/ Erin S Beierwaltes | Conscires Agile Practices

26. Agile Coach Agile methodologies provide a framework to setup and do well, but coaching will deepen understanding and success Facilitator Teacher Mentor Conflict Navigator Collaboration Conductor Problem Solver …MORE http://smartlemming.com/ Erin S Beierwaltes | Conscires Agile Practices

27. Coaching Problem is most aspiring agile coaches have very little education or experience to prepare them Ask yourself… What is my role in a self-organized team? How do I help the team yet stay hands-off? http://bt-01.deviantart.com Erin S Beierwaltes | Conscires Agile Practices

28. Transitioning from the Traditional Coaching Agile Teams (Lyssa Adkins, 2010) Erin S Beierwaltes | Conscires Agile Practices

29. Coach for the Team Coaching Agile Teams (Lyssa Adkins, 2010) Erin S Beierwaltes | Conscires Agile Practices

30. Non-command and control thoughts Be detached from outcomes Take it to the team Be a mirror Master your words and your face Let there be silence Model being outrageous Let the team fail Always be their biggest fan, but be careful http://superprojectmanagement.com/ Erin S Beierwaltes | Conscires Agile Practices

31. Team Start-Up Process (Core of Agile) Get everyone on the same page using the same terms and definitions Offer to show “your” version of agile Team Learn about each other Constellation See ideas for collaborative actives from Lyssa Adkins Work Ahead Vision of the Product (Product Owner) Erin S Beierwaltes | Conscires Agile Practices

32. Team Restart Retrain http://www.crisp.se/scrum/checklist Positive Reinforcement Guide by Retrospective!! See blog post See retrospectives book Erin S Beierwaltes | Conscires Agile Practices

33. Set the Team’s Expectations You have everyone you need to be successful Expect high performance can be achieved The Destination Never Comes Erin S Beierwaltes | Conscires Agile Practices

34. Balance Learning and Doing Shu: Follow the Rule Basics that build a solid foundation Ha: Break the rule Start to reflect on a deeper understanding Students can now instruct others Individuality begins to emerge Ri: Be the rule Discovering through self exploration Everything comes naturally (try this in a retro) http://alistair.cockburn.us/Shu+Ha+Ri Erin S Beierwaltes | Conscires Agile Practices

35. Coaching Styles Teaching Lay down the law and teach the rules Coaching Encourage with questions and reflections Advising Self-organized, self-monitoring, self-correction The team knows as much (if not more) that you Erin S Beierwaltes | Conscires Agile Practices

36. Whole-team vs. Individual Coaching Whole Team During sprint planning and retrospectives to help them make better shared commitments Takes a back seat during the sprint so the team can focus on work Individual During sprint development, as individuals bring problems and complaints Coach individuals to be come better agilist and offer tools to resolve their own problems Erin S Beierwaltes | Conscires Agile Practices

37. High Performance Tree by Lyssa Adkins Chapter 2: of Coaching Agile Teams by Lyssa Adkins http://www.code-magazine.com/Article.aspx?quickid=100153 Erin S Beierwaltes | Conscires Agile Practices

38. Retrospective Action Items One action at a time Remind them they can try something in the next sprint Give everyone permission to take time Give everyone permission to try something once Do NOT push the team to do what YOU think is the right action It’s ok to let the team fail (because you might be wrong) Erin S Beierwaltes | Conscires Agile Practices

39. Team Dynamics Only as wise as the quietest person Loudest Developer Driven (LDD) Separation by Title Erin S Beierwaltes | Conscires Agile Practices

40. Managing at the Speed of Change by Daryl Conner “It is relatively easy to get your people to acknowledge that a change is to be made and to get start on it. The really tough job is to get them to stick with it when the going gets tough.” Try to anticipate old habits in advance and help them stick to Scrum despite the discomfort and worry. Erin S Beierwaltes | Conscires Agile Practices

41. Problem Solving Set Expectations It is the responsibility of the team to meet the challenges and find solutions A problem is brought to you or you see it Pause! Reflect on the problem! Take the problem to the team All the team to act (or not) It’s their commitment, not yours! Erin S Beierwaltes | Conscires Agile Practices

42. Become the Expert Books Blogs Twitter Meetup.com Local Chapters Colleagues Friends Erin S Beierwaltes | Conscires Agile Practices

43. Final Thoughts The point isn’t to be the best at Scrum or some other Agile method, but to provide value to customers, the business and the team. Erin S Beierwaltes | Conscires Agile Practices

44. Thanks! coachatplay@gmail.com #coachatplay Erin S Beierwaltes | Conscires Agile Practices

46. 20% discount with code Webinar

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50. P : 949-232-8900Erin S Beierwaltes | Conscires Agile Practices