Agile Scenarios - Delivering an Agile Environment

1. Agile Scenarios

2. Delivering in an
Agile Environment

3. Let’s look at a real-life scenario
You are working as an Agile coach for the LIT Company,
and their strategic leaders want the company to become
more agile.
How will we do it?
Agile Core Practices

4. We’ll use Agile to become Agile
• First, we hold a workshop explaining the Agile practices
and frameworks - these will become our “Features”
that we want to implement.
i.e. Kanban, Iterations & iteration planning, Retrospectives,
Stand-ups, burn-down charts, the whole team approach.
We have 10 in total.
Agile Core Practices

5. We work with the Product Owner to decide what brings
them value.
• The strategic leader is our Product Owner. We work
with him to decide on the first feature to implement.
• He decides on Kanban, to ease into it.
• The other “features” go into the product backlog, and
form the basis of our “burndown chart” so we can track
the features we’ve implemented.
Agile Core Practices

6. We make burndown chart and Kanban board very visible
in a central place – our transparent “information
radiator”.
Agile Core Practices
To Do In Progress Done
Kanban
Iterations
Retros
Stand-ups
Burn-down
charts
Whole Team
approach
0
2
4
6
8
10
12
1 2 3 4 5 6 7 8 9 10
Burn down chart
(Features Remaining)
Features completed Features Planned

7. We pilot the approach with one team for fast feedback,
and plan the iteration.
• We don’t have “developers, testers and business
analysts”, we have a business team to work with
instead.
• We break down the “Kanban” feature into tasks for the
team – creating the board, assigning the team’s work to
the board, deciding on sizing for the cards.
• We implement this over the next 2 weeks (iteration)
Agile Core Practices

8. We check-in daily.
• We hold a short daily stand-up with the team we are
implementing with, to coach them through any issues
and answer questions and track progress.
• They complete the tasks and move to a “Kanban”
approach during the iteration.
Agile Core Practices

9. At the end of the two weeks, we demonstrate the
Kanban approach (sprint review).
• We showcase the Kanban board and what the team
have learned to our Product Owner, the strategic leader
who wanted to move to Agile.
• It looks good so he is comfortable to add more
“features” to the next iteration – Sprint Planning and
Daily Stand-ups.
• He also agrees to start more teams on the journey –
again beginning with Kanban.
Agile Core Practices

10. Now we have a few teams moving to Agile, we need a
more scalable approach.
• We have a “Scrum of Scrums” twice a week with a
representative from each of the teams to report on
their progress.
• The Product Owner comes to these as well to stay
informed.
• Each team has their own Kanban board and Burn-down
chart easily visible to see at a glance how they are
tracking.
Agile Core Practices

11. At the end of 10 iterations, most teams are complete.
• Most teams have implemented all their “features” – Agile
approaches they wanted to work with.
• Their burn-down chart and Kanban boards reflect their
progress.
• They also now hold regular retrospectives to reflect on their
approach and improve as necessary, as each team is slightly
different. This means they can now take ownership of their own
approach in the future.
Agile Core Practices