This talk discusses how to fail with an Agile change transformation, and lays out some practical tips for successfully adopting agile software delivery processes within your organisation. Presented at Telstra, Superpartners, and several Meetups.
2. Understand the problem you are solving Define it, agree on it, measure it
Agreeing on the problem is not easybecause the people who caused the problem still work here…
“My bit is okay, its those guys who need to change”
But you need to agree, so that you can measure progress… And keep renewing the funding
What is the biggest problem? Fix that first. Repeat.This works better than trying to fix all the problems in one go.
To help identify the problems use Lean Value Stream Maps, Alignment to Business Strategy, Current State assessments Interviews Ask the team (They always know)
Project Risk Risk Mitigation Over Time Over Budget Wrong QualityDeliver the wrong thing
Project Risk Risk Mitigation Work in Iterations Continuous Feedback Over Time Big Visible Charts (Burn Down, Burn Up, Risks, Issues) Story Walls Prioritised (Force ranked) Product Backlogs Continuous Integration Tools (Resharper, xUnit, Hudson, Cucumber, Ruby, etc) Good hardware (Lots of RAM) Over Budget Automated Build/Package/Deployment Build Pipelining Test Driven Design Automation Testing Wrong Quality Pair Programming Quality Metrics (Static code analysis, etc) High Bandwidth Communications Co-Located TeamsDeliver the wrong thing Business part of the team Daily Standups, Showcases, Retrospectives
Agile transformations involve combinations of: Technical Practices adoption Governance /Structural changes Cultural / Behavioural changesEach organisation finds its own equilibrium point
Three Levels of Agility Commitment Strategic CEO CIO PortfolioCAO CTO ... Operational
Learn by doing, with a player-coachThe best way to learn is through embedded coaches Be wary of “process” coaches
A parable http://www.flickr.com/photos/oter/3316795815/ This is BradStolen Reused with permission from Steve Hayes www.CogentConsulting.com.au
I’ve been there… Be careful that you don’t give on too many of the constraintsThis is insidious, because the constraints may sound reasonable to their owners Focus on addressing the intent of the constraint
Change the mindsetValue Chain not Siloed Services