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Critical Practices
Nuanced Techniques
Ron Lichty
www.ronlichty.com
Managing Software People & Teams
2
© Ron Lichty 3
•  Untangling knots in software development
•  Making development “hum”
•  Interim VP Eng roles
Advise Business & Engineering Leaders
4
http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
* Addison Wesley (Amazon, BarnesandNoble, InformIT.com, Safari)
*
5
* Addison Wesley (Amazon, BarnesandNoble, InformIT.com, Safari)
http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
*
6
The Study of Product Team Performance
http://www.ronlichty.com/study.html
7© Ron Lichty
Consult:
Untangling the Knots; Making Things Hum
•  process
•  culture
•  communication
•  planning
•  rigor
© Ron Lichty 8
Five Practices that Promise More /
Nuances to Struggle Less
•  Don’t just do Agile
•  “Done”
•  Standups
•  Planning
•  Estimating
© Ron Lichty 9
Don’t just do Agile...
Software development is a team sport!
© Ron Lichty 10
Teams
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
11Ron@RonLichty.com
By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons,
https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png
•  Think about…
The best team you’ve been on?
The most high performance team?
Think about what were the…
• characteristics
• relationships
• qualities
• ways of being
. . . that made it stand out?
Teams
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
12Ron@RonLichty.com
•  Characteristics like…
–  trust
–  psychological safety
–  teammates had my back
–  shared goals
–  mutual respect
Best Teams...
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
13Ron@RonLichty.com
Doing Agile: Agile Practices
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
14Ron@RonLichty.com
Agile Practices Deliver Value
•  Plan Daily
•  Plan Weekly (or biweekly or…)
•  Plan Publicly & Transparently
•  Order Work Based on Customer Value
•  Together define “Done”
•  Relatively Size Stories
•  Deliver Frequently
•  Share how we’re doing
•  Reflect on how to do better(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
15Ron@RonLichty.com
Agile Practices: Data
•  Standups
–  Standups matter:
–  Effective, Daily Standups
--2015 Study of Product Team Performance
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
16Ron@RonLichty.com
Agile Practices: Data
•  Definitions of Done
–  Definitions of Done matter:
–  Created within the team
--2016 Study of Product Team Performance
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
17Ron@RonLichty.com
Agile Practices Deliver Value
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
18Ron@RonLichty.com
Voting Machines Deliver Value, too
19(c) Ron Lichty: Teamwork: Making
Your Dream Team Come TrueBy Seattle Municipal Archives from Seattle, WA (Voting machine, 1971)
[CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons
Ron@RonLichty.com
Voting Machines Deliver Value, too
•  But voting machines don’t make us a
democracy
•  Democracy emanates from
–  Values
–  Principles
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
20Ron@RonLichty.com
Similarly…
Agile Practices Don’t Make Us Agile
Agile Practices Only Deliver Better Teams
They Don’t Deliver Great Teams!
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
21Ron@RonLichty.com
Agile Values Inspire Great Teams
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
22Ron@RonLichty.com
Agile Values Inspire Great Teams
•  Build projects around motivated
individuals
•  Trust… to get the job done
•  Face-to-face conversation
•  Self-organizing teams
•  The team reflects, …tunes, …adjusts
-- http://agilemanifesto.org/
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
23Ron@RonLichty.com
Agile Values Inspire Great Teams
•  Build projects around motivated
individuals
•  Trust… to get the job done
•  Face-to-face conversation
•  Self-organizing teams
•  The team reflects, …tunes, …adjusts
-- http://agilemanifesto.org/
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
24Ron@RonLichty.com
Self-Organizing Teams
•  For a team to self-organize,...
– everyone has to participate
– every team member must step up
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
25Ron@RonLichty.com
Self-Organizing Teams
•  If our self-organizing team were an
acting troupe, …
What kind of acting do we do?
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
26Ron@RonLichty.com
Self-Organizing Teams
•  If our self-organizing team were an
acting troupe, …
What kind of acting do we do?
•  If our self-organizing team were a
music group, …
What kind of music do we perform?
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
27Ron@RonLichty.com
Self-Organizing Teams
•  If our self-organizing team were an
acting troupe, …
What kind of acting do we do?
•  If our self-organizing team were a
music group, …
What kind of music do we perform?
•  Who is the leader?
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
28Ron@RonLichty.com
Best Teams
•  A relationship? between
– Agile Values
•  Shared Leadership
•  Self-Organizing Teams
– Best Team characteristics
•  Trust
•  Mutual respect
•  Psychological safety
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
29Ron@RonLichty.com
Projects Not Suitable for Agile?
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
30Ron@RonLichty.com
Projects Not Suitable for Agile?
•  Micromanagement
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
31Ron@RonLichty.com
Projects Not Suitable for Agile?
•  Micromanagement disrupts Agile
•  Micromanagement prevents Best Teams
•  Micromanagement prevents Learning
•  Micromanaged teams become order-takers
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
32Ron@RonLichty.com
Projects Not Suitable for Agile?
•  Micromanagement disrupts Agile
•  Micromanagement prevents Best Teams
•  Micromanagement prevents Learning
•  Micromanaged teams become order-takers
•  Agile calls for everyone on the team to step up
•  Micromanagement causes everyone to step back
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
33Ron@RonLichty.com
Shared Leadership… and Managers
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
34Ron@RonLichty.com
Agile: “Servant Leaders”
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
35Ron@RonLichty.com
•  Traditionally, managers:
–  run things
–  give direction
–  tell people what to do
–  like being the center of attention
Shared Leadership… and Managers
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
36Ron@RonLichty.com
“If you’re the ScrumMaster and everyone is
looking at you, you’re doing it wrong.”
--Marilson Campos, VPE
Shared Leadership… and Managers
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
37Ron@RonLichty.com
The Problem for People Managers:
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
Ron@RonLichty.com (c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
38
the Agile Manager Squeeze
youyouyouyou
herehereherehere
areareareare
OrganizationalOrganizationalOrganizationalOrganizational
ChangesChangesChangesChanges
My JobMy JobMy JobMy Job
ChangesChangesChangesChanges
TeamTeamTeamTeam
ChangesChangesChangesChanges
Peer & PartnerPeer & PartnerPeer & PartnerPeer & Partner
ChangesChangesChangesChanges
LeadershipLeadershipLeadershipLeadership
ChangesChangesChangesChanges
Welcome to Agile!
--Agile Learning Labs, Laura Powers
39(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Managers and Agile
•  Foster an Agile Culture
•  Model, Defend, Evangelize Agile Values
•  Empower Self-Organization & Excellence
40(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Managers and Agile
•  Foster an Agile Culture
•  Model, Defend, Evangelize Agile Values
•  Empower Self-Organization & Excellence
•  Remove Impediments
41(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Managers and Agile
•  Foster an Agile Culture
•  Model, Defend, Evangelize Agile Values
•  Empower Self-Organization & Excellence
•  Remove Impediments
•  Counsel, Coach and Mentor
•  Scale Scrum
•  Hire and Fire
42(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Managers and Agile
•  Foster an Agile Culture
•  Model, Defend, Evangelize Agile Values
•  Empower Self-Organization & Excellence
43(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Fostering an Agile Culture
44(c) Ron Lichty: Teamwork: Making
Your Dream Team Come TrueManaging the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net
Ron@RonLichty.com
Fostering an Agile Culture
•  Theory Y: “enabling”, “empowering”, “developmental",
“continuous improvement” -> Servant Leadership
Douglas McGregor's X-Y Theory
45(c) Ron Lichty: Teamwork: Making
Your Dream Team Come TrueManaging the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net
Ron@RonLichty.com
Managers and Agile
•  Fostering an Agile Culture
Lean-Agile management is the art of leading people, not
managing them... Leading people involves creating the
correct environment, focusing them on the right things,
and trusting them to do their work...
In Lean-Agile, the manager has two primary
responsibilities:
• setting the outcomes or goals expected of the team;
• assisting the doers in creating a better process and
workspace to get their jobs done...
--Alan Shalloway, Net Objectives
46(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Rules of Thumb / Nuggets of Wisdom*
* 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html
47(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Delegation & Empowerment
•  Rules of Thumb
Management sets the boundaries of what needs to
be done and says to the team,
I trust you to figure out how to get it done.
--AgileOpen 2012
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
48Ron@RonLichty.com
Managers and Agile
•  Empowering Self-Organization & Excellence
When teams self-organize...
a manager’s job is to engineer the organization
so that teams can do their best work.
--Esther Derby, co-founder, Scrum Alliance
49(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Creating an Agile Culture
•  Establishing Culture
50
http://www.ManagingTheUnmanageable.net
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Communicating
•  Create a culture of communication
–  at every level
–  with everyone
•  up, down, within and across
•  “We have two ears and one mouth. Use them in
this ratio.”
— Kimberly Wiefling
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
51Ron@RonLichty.com
Communication
52
You cannot overcommunicate.
	
	-RON	LICHTY	
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
•  “We have two ears and one mouth. Use them in
this ratio.”
— Kimberly Wiefling
Communication
53(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
•  Google’s Project Aristotle: “psychological safety”
–  “equality in distribution of conversational turn-taking”
–  mutual respect encourages sharing from everyone
–  the opportunity and the safety to speak up
Virtual Teams
•  There is never enough communication
•  Commitment to communicate
•  No substitute for face-to-face meetings
54
The more distance between teammates, the more
you have to formalize communication and make it
explicit.	
	-Ted	Young,	Guidewire	Development	Manager	
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Managers and Agile
•  Model, Defend, Evangelize Agile Values
“Managers are still needed. Not so much for
their planning and controlling ability, but for
the important job of interfacing on the team’s
behalf with the rest of the organization.”
--Diana Larsen, co-author, Agile Retrospectives
55(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
Ron@RonLichty.com
Five Practices that Promise More /
Nuances to Struggle Less
•  Don’t just do Agile
•  “Done”
•  Standups
•  Planning
•  Estimating
© Ron Lichty 56
57
Definitions of Done
© Ron Lichty
58
Definition of Done
2016 Study: Does having a definition of done matter?
© Ron Lichty
59
Definition of Done
2016 Study: Does having a definition of done matter?
We asked: Who creates your definition of done?
© Ron Lichty
60
Definition of Done
© Ron Lichty
61
Definition of Done
7.4%
of product teams
that have no
definition of done
…perform worst.
Having a definition of done matters…
© Ron Lichty
62
Definition of Done
48%
of product teams
that have
definitions of done
handed down by
managers outside the
team were…
average performers
Having a definition of done matters…
© Ron Lichty
63
Definition of Done
45%
of product teams that
rely upon the
team product owner
or the
team collaboratively
to create
the definition of done:
high performance
teams
Having a definition of done created within the team matters most!
© Ron Lichty
Study of Product Team Performance
•  Definitions of Done
–  Definitions of Done matter
–  Created within the team matters most
64
more results, and the study itself: http://www.ronlichty.com/study.html
© Ron Lichty
Five Practices that Promise More /
Nuances to Struggle Less
•  Don’t just do Agile
•  “Done”
•  Standups
•  Planning
•  Estimating
© Ron Lichty 65
66
Standups
2015 Study:
How effective are standups in your organization?
© Ron Lichty
67
Standups
© Ron Lichty
68
Standups
Product teams that do not hold standups,
or hold ineffective standups… perform worst.© Ron Lichty
69
Standups
Product teams with standups that are
effective and regular… perform better.© Ron Lichty
70
Standups
Product teams with standups that are
effective and daily… perform best.© Ron Lichty
Study of Product Team Performance
•  Standups
–  Standups matter
–  Standups held daily & effectively matter most
71
more results from the study! http://www.ronlichty.com/study.html
© Ron Lichty
What Makes for Effective Standups?
© Ron Lichty 72
What Makes for Effective Standups?
•  The three questions
–  tend to be “me”-focused
–  tend to make Standups status meetings not planning
© Ron Lichty 73
What Makes for Effective Standups?
•  The first two questions
–  tend to be broken
•  “do” and “did”
–  What I want to hear:
•  “accomplish” and “accomplished”
–  the power of the first 2 questions:
•  time management principle: commit
•  clue my team in to how I’m doing
© Ron Lichty 74
What Makes for Effective Standups?
•  All three questions: broken for another reason
–  tend to be “me”-focused
–  tend to make Standups status meetings not planning
•  Focus: How are we doing on our Sprint plan?
•  Fist-to-Five: daily: our confidence in our plan
–  bring focus from “me” to “us”
© Ron Lichty 75
Fist to Five:
Are We on Track to Make Our Plan?
no confidence
we’ll make our sprint plan
Totally confident
we are still on track
to make our sprint plan
From
to
© Ron Lichty 76
What Makes for Effective Standups?
•  The three questions
–  tend to be “me”-focused
–  tend to make Standups status meetings not planning
•  Focus: How are we doing on our Sprint plan?
•  Fist-to-Five: daily: our confidence in our plan
–  brings focus from “me” to “us”
–  4s and 5s, or conversation to get there
–  how will we work together as a self-organizing team
to accomplish the Sprint Goal?
–  heads-up (early!) to our Product Owner if we can’t
© Ron Lichty 77
Fist to Five?
From
to
•  Can help teams work as a team
© Ron Lichty 78
Five Practices that Promise More /
Nuances to Struggle Less
•  Don’t just do Agile
•  “Done”
•  Standups
•  Planning
•  Estimating
© Ron Lichty 79
Sprint Planning Meetings
© Ron Lichty 80
Sprint Planning Meetings
•  All Backlog reordering must be complete!
© Ron Lichty 81
Sprint Planning Meetings
•  Team pulls cards: from Backlog into Plan
–  not assigned by anyone: not SM, not PO
–  refine stories: break stories into tasks
•  Sprint: a timebox
–  Leverage their previous relative sizing story points
–  May estimate tasks in days, may write names on
•  Can lose sight of our being a team
•  Goal: a perfect Sprint Plan for our team
•  close with a Fist-to-Five confidence vote
© Ron Lichty 82
Fist to Five:
Is This Our Best Sprint Plan?
no confidence
in our sprint plan:
it’s a terrible plan
Totally confident
we’ve identified
a best sprint plan
From
to
© Ron Lichty 83
Sprint Planning Meetings
•  Team pulls cards: from Backlog into Plan
–  not assigned by anyone: not SM, not PO
–  refine stories: break stories into tasks
•  Sprint: a timebox
–  Leverage their previous relative sizing story points
–  May estimate tasks in days, may write names on
•  Can lose sight of our being a team
•  Goal: a perfect Sprint Plan for our team
•  close with a Fist-to-Five confidence vote
–  again, look for 4s and 5s© Ron Lichty 84
Five Practices that Promise More /
Nuances to Struggle Less
•  Don’t just do Agile
•  “Done”
•  Standups
•  Planning
•  Estimating
© Ron Lichty 85
Estimating
•  Pointing is for entire backlogs, not sprints
•  Pointing an entire backlog should take ½ day
•  Pointing is about relative, not absolute sizing
© Ron Lichty 86
150 Epics
& Stories
120 features: 2 hours to “snake”; 1 hour to size
87
3 hours
© Ron Lichty
88
Remote Sizing: RealTimeBoard
Team in 10 different locations, collaborating via both Skype & RealTimeBoard
© Ron Lichty
Estimating
•  Pointing is for entire backlogs, not sprints
•  Pointing an entire backlog should take ½ day
•  Pointing is about relative, not absolute sizing
•  Once stories are ordered by value as a backlog...
–  Estimates ± 20%
•  leveraging relative sizing, plus velocity from stable teams
•  Two pass relative sizing:
–  Steve Bockman: Practical Estimation:
•  A Pocket Guide to Making Dependable Project Schedules
•  99 cents on Amazon
© Ron Lichty 89
How Do We Foster Being Agile?
•  Foster shared leadership & an Agile Culture
•  Trust Our People
•  Shield Teams from Politics & Distraction
•  Remove Impediments
•  Empower Self-Organization & Excellence
•  Create a Culture of Communication
•  Model, Defend, Evangelize Agile Values
(c) Ron Lichty: Teamwork: Making
Your Dream Team Come True
90Ron@RonLichty.com
Critical Practices /
Nuanced Techniques
•  Standups matter
–  Standups held daily & effectively matter most
•  Definitions of Done matter
–  Created within the team matters most
•  Fist-to-Five technique
–  can help teams be more effective teams
•  every sprint planning meeting, every standup
•  Effective pointing leads to effective estimating
© Ron Lichty 91
Pre-Order & Save 40%*
informit.com/managing2e
•  Use code EARLYMANAGING
•  Available as Book and/or eBook
(eBook all-inclusive: PDF, EPUB, and MOBI)
•  Free Shipping in the US
Book is also available via booksellers including Amazon and
Barnes & Noble and in O’Reilly’s Online Learning Service.
*Discount code EARLYMANAGING is only good at informit.com
and cannot be used on the already discounted book + eBook
bundle or combined with any other offer. Offer ends December 9,
2019 and is subject to change.
92
Ron Lichty Consulting
•  Mentoring, coaching, training, consulting:
–  http://ronlichty.com, Ron@RonLichty.com
•  The book:
Managing the Unmanageable:
Rules, Tools & Insights for Managing Software People & Teams
–  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
•  Video training:
LiveLessons: Managing Software People and Teams
–  http://ManagingTheUnmanageable.net/video.html
•  The study:
The Study of Product Team Performance
–  http://ronlichty.com/study.html
•  Training:
The Agile Manager
Managing Software People and Teams
Zero to Agile in Three Days
© Ron Lichty 93
Pre-Order & Save 40%*
informit.com/managing2e
•  Use code EARLYMANAGING
•  Available as Book and/or eBook
(eBook all-inclusive: PDF, EPUB, and MOBI)
•  Free Shipping in the US
Book is also available via booksellers including Amazon and
Barnes & Noble and in O’Reilly’s Online Learning Service.
*Discount code EARLYMANAGING is only good at informit.com
and cannot be used on the already discounted book + eBook
bundle or combined with any other offer. Offer ends December 9,
2019 and is subject to change.
94
Ron Lichty Consulting
•  Mentoring, coaching, training, consulting:
–  http://ronlichty.com, Ron@RonLichty.com
•  The book:
Managing the Unmanageable:
Rules, Tools & Insights for Managing Software People & Teams
–  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
•  Video training:
LiveLessons: Managing Software People and Teams
–  http://ManagingTheUnmanageable.net/video.html
•  The study:
The Study of Product Team Performance
–  http://ronlichty.com/study.html
•  Training:
The Agile Manager
Managing Software People and Teams
Zero to Agile in Three Days
© Ron Lichty 95

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Critical Agile Practices, Nuanced Techniques

  • 1. Critical Practices Nuanced Techniques Ron Lichty www.ronlichty.com
  • 4. •  Untangling knots in software development •  Making development “hum” •  Interim VP Eng roles Advise Business & Engineering Leaders 4
  • 5. http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb * Addison Wesley (Amazon, BarnesandNoble, InformIT.com, Safari) * 5
  • 6. * Addison Wesley (Amazon, BarnesandNoble, InformIT.com, Safari) http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb * 6
  • 7. The Study of Product Team Performance http://www.ronlichty.com/study.html 7© Ron Lichty
  • 8. Consult: Untangling the Knots; Making Things Hum •  process •  culture •  communication •  planning •  rigor © Ron Lichty 8
  • 9. Five Practices that Promise More / Nuances to Struggle Less •  Don’t just do Agile •  “Done” •  Standups •  Planning •  Estimating © Ron Lichty 9
  • 10. Don’t just do Agile... Software development is a team sport! © Ron Lichty 10
  • 11. Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 11Ron@RonLichty.com By Michaelblinkpipe (Own work) [CC BY-SA 3.0 (http://creativecommons.org/licenses/by-sa/3.0)], via Wikimedia Commons, https://commons.wikimedia.org/wiki/File%3AAn_Abcam_stand_up_meeting_using_BlinkPipe_video_conferencing..png
  • 12. •  Think about… The best team you’ve been on? The most high performance team? Think about what were the… • characteristics • relationships • qualities • ways of being . . . that made it stand out? Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 12Ron@RonLichty.com
  • 13. •  Characteristics like… –  trust –  psychological safety –  teammates had my back –  shared goals –  mutual respect Best Teams... (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 13Ron@RonLichty.com
  • 14. Doing Agile: Agile Practices (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 14Ron@RonLichty.com
  • 15. Agile Practices Deliver Value •  Plan Daily •  Plan Weekly (or biweekly or…) •  Plan Publicly & Transparently •  Order Work Based on Customer Value •  Together define “Done” •  Relatively Size Stories •  Deliver Frequently •  Share how we’re doing •  Reflect on how to do better(c) Ron Lichty: Teamwork: Making Your Dream Team Come True 15Ron@RonLichty.com
  • 16. Agile Practices: Data •  Standups –  Standups matter: –  Effective, Daily Standups --2015 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 16Ron@RonLichty.com
  • 17. Agile Practices: Data •  Definitions of Done –  Definitions of Done matter: –  Created within the team --2016 Study of Product Team Performance (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 17Ron@RonLichty.com
  • 18. Agile Practices Deliver Value (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 18Ron@RonLichty.com
  • 19. Voting Machines Deliver Value, too 19(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueBy Seattle Municipal Archives from Seattle, WA (Voting machine, 1971) [CC BY 2.0 (http://creativecommons.org/licenses/by/2.0)], via Wikimedia Commons Ron@RonLichty.com
  • 20. Voting Machines Deliver Value, too •  But voting machines don’t make us a democracy •  Democracy emanates from –  Values –  Principles (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 20Ron@RonLichty.com
  • 21. Similarly… Agile Practices Don’t Make Us Agile Agile Practices Only Deliver Better Teams They Don’t Deliver Great Teams! (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 21Ron@RonLichty.com
  • 22. Agile Values Inspire Great Teams (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 22Ron@RonLichty.com
  • 23. Agile Values Inspire Great Teams •  Build projects around motivated individuals •  Trust… to get the job done •  Face-to-face conversation •  Self-organizing teams •  The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 23Ron@RonLichty.com
  • 24. Agile Values Inspire Great Teams •  Build projects around motivated individuals •  Trust… to get the job done •  Face-to-face conversation •  Self-organizing teams •  The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/ (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 24Ron@RonLichty.com
  • 25. Self-Organizing Teams •  For a team to self-organize,... – everyone has to participate – every team member must step up (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 25Ron@RonLichty.com
  • 26. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 26Ron@RonLichty.com
  • 27. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? •  If our self-organizing team were a music group, … What kind of music do we perform? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 27Ron@RonLichty.com
  • 28. Self-Organizing Teams •  If our self-organizing team were an acting troupe, … What kind of acting do we do? •  If our self-organizing team were a music group, … What kind of music do we perform? •  Who is the leader? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 28Ron@RonLichty.com
  • 29. Best Teams •  A relationship? between – Agile Values •  Shared Leadership •  Self-Organizing Teams – Best Team characteristics •  Trust •  Mutual respect •  Psychological safety (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 29Ron@RonLichty.com
  • 30. Projects Not Suitable for Agile? (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 30Ron@RonLichty.com
  • 31. Projects Not Suitable for Agile? •  Micromanagement (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 31Ron@RonLichty.com
  • 32. Projects Not Suitable for Agile? •  Micromanagement disrupts Agile •  Micromanagement prevents Best Teams •  Micromanagement prevents Learning •  Micromanaged teams become order-takers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 32Ron@RonLichty.com
  • 33. Projects Not Suitable for Agile? •  Micromanagement disrupts Agile •  Micromanagement prevents Best Teams •  Micromanagement prevents Learning •  Micromanaged teams become order-takers •  Agile calls for everyone on the team to step up •  Micromanagement causes everyone to step back (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 33Ron@RonLichty.com
  • 34. Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 34Ron@RonLichty.com
  • 35. Agile: “Servant Leaders” (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 35Ron@RonLichty.com
  • 36. •  Traditionally, managers: –  run things –  give direction –  tell people what to do –  like being the center of attention Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 36Ron@RonLichty.com
  • 37. “If you’re the ScrumMaster and everyone is looking at you, you’re doing it wrong.” --Marilson Campos, VPE Shared Leadership… and Managers (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 37Ron@RonLichty.com
  • 38. The Problem for People Managers: ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp) Ron@RonLichty.com (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 38
  • 39. the Agile Manager Squeeze youyouyouyou herehereherehere areareareare OrganizationalOrganizationalOrganizationalOrganizational ChangesChangesChangesChanges My JobMy JobMy JobMy Job ChangesChangesChangesChanges TeamTeamTeamTeam ChangesChangesChangesChanges Peer & PartnerPeer & PartnerPeer & PartnerPeer & Partner ChangesChangesChangesChanges LeadershipLeadershipLeadershipLeadership ChangesChangesChangesChanges Welcome to Agile! --Agile Learning Labs, Laura Powers 39(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 40. Managers and Agile •  Foster an Agile Culture •  Model, Defend, Evangelize Agile Values •  Empower Self-Organization & Excellence 40(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 41. Managers and Agile •  Foster an Agile Culture •  Model, Defend, Evangelize Agile Values •  Empower Self-Organization & Excellence •  Remove Impediments 41(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 42. Managers and Agile •  Foster an Agile Culture •  Model, Defend, Evangelize Agile Values •  Empower Self-Organization & Excellence •  Remove Impediments •  Counsel, Coach and Mentor •  Scale Scrum •  Hire and Fire 42(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 43. Managers and Agile •  Foster an Agile Culture •  Model, Defend, Evangelize Agile Values •  Empower Self-Organization & Excellence 43(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 44. Fostering an Agile Culture 44(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueManaging the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net Ron@RonLichty.com
  • 45. Fostering an Agile Culture •  Theory Y: “enabling”, “empowering”, “developmental", “continuous improvement” -> Servant Leadership Douglas McGregor's X-Y Theory 45(c) Ron Lichty: Teamwork: Making Your Dream Team Come TrueManaging the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , http://www.ManagingTheUnmanageable.net Ron@RonLichty.com
  • 46. Managers and Agile •  Fostering an Agile Culture Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... In Lean-Agile, the manager has two primary responsibilities: • setting the outcomes or goals expected of the team; • assisting the doers in creating a better process and workspace to get their jobs done... --Alan Shalloway, Net Objectives 46(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 47. Rules of Thumb / Nuggets of Wisdom* * 300 in the book / more at http://managingtheunmanageable.net/morerulesofthumb.html 47(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 48. Delegation & Empowerment •  Rules of Thumb Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done. --AgileOpen 2012 (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 48Ron@RonLichty.com
  • 49. Managers and Agile •  Empowering Self-Organization & Excellence When teams self-organize... a manager’s job is to engineer the organization so that teams can do their best work. --Esther Derby, co-founder, Scrum Alliance 49(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 50. Creating an Agile Culture •  Establishing Culture 50 http://www.ManagingTheUnmanageable.net (c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 51. Communicating •  Create a culture of communication –  at every level –  with everyone •  up, down, within and across •  “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 51Ron@RonLichty.com
  • 52. Communication 52 You cannot overcommunicate. -RON LICHTY (c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com •  “We have two ears and one mouth. Use them in this ratio.” — Kimberly Wiefling
  • 53. Communication 53(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com •  Google’s Project Aristotle: “psychological safety” –  “equality in distribution of conversational turn-taking” –  mutual respect encourages sharing from everyone –  the opportunity and the safety to speak up
  • 54. Virtual Teams •  There is never enough communication •  Commitment to communicate •  No substitute for face-to-face meetings 54 The more distance between teammates, the more you have to formalize communication and make it explicit. -Ted Young, Guidewire Development Manager (c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 55. Managers and Agile •  Model, Defend, Evangelize Agile Values “Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.” --Diana Larsen, co-author, Agile Retrospectives 55(c) Ron Lichty: Teamwork: Making Your Dream Team Come True Ron@RonLichty.com
  • 56. Five Practices that Promise More / Nuances to Struggle Less •  Don’t just do Agile •  “Done” •  Standups •  Planning •  Estimating © Ron Lichty 56
  • 58. 58 Definition of Done 2016 Study: Does having a definition of done matter? © Ron Lichty
  • 59. 59 Definition of Done 2016 Study: Does having a definition of done matter? We asked: Who creates your definition of done? © Ron Lichty
  • 61. 61 Definition of Done 7.4% of product teams that have no definition of done …perform worst. Having a definition of done matters… © Ron Lichty
  • 62. 62 Definition of Done 48% of product teams that have definitions of done handed down by managers outside the team were… average performers Having a definition of done matters… © Ron Lichty
  • 63. 63 Definition of Done 45% of product teams that rely upon the team product owner or the team collaboratively to create the definition of done: high performance teams Having a definition of done created within the team matters most! © Ron Lichty
  • 64. Study of Product Team Performance •  Definitions of Done –  Definitions of Done matter –  Created within the team matters most 64 more results, and the study itself: http://www.ronlichty.com/study.html © Ron Lichty
  • 65. Five Practices that Promise More / Nuances to Struggle Less •  Don’t just do Agile •  “Done” •  Standups •  Planning •  Estimating © Ron Lichty 65
  • 66. 66 Standups 2015 Study: How effective are standups in your organization? © Ron Lichty
  • 68. 68 Standups Product teams that do not hold standups, or hold ineffective standups… perform worst.© Ron Lichty
  • 69. 69 Standups Product teams with standups that are effective and regular… perform better.© Ron Lichty
  • 70. 70 Standups Product teams with standups that are effective and daily… perform best.© Ron Lichty
  • 71. Study of Product Team Performance •  Standups –  Standups matter –  Standups held daily & effectively matter most 71 more results from the study! http://www.ronlichty.com/study.html © Ron Lichty
  • 72. What Makes for Effective Standups? © Ron Lichty 72
  • 73. What Makes for Effective Standups? •  The three questions –  tend to be “me”-focused –  tend to make Standups status meetings not planning © Ron Lichty 73
  • 74. What Makes for Effective Standups? •  The first two questions –  tend to be broken •  “do” and “did” –  What I want to hear: •  “accomplish” and “accomplished” –  the power of the first 2 questions: •  time management principle: commit •  clue my team in to how I’m doing © Ron Lichty 74
  • 75. What Makes for Effective Standups? •  All three questions: broken for another reason –  tend to be “me”-focused –  tend to make Standups status meetings not planning •  Focus: How are we doing on our Sprint plan? •  Fist-to-Five: daily: our confidence in our plan –  bring focus from “me” to “us” © Ron Lichty 75
  • 76. Fist to Five: Are We on Track to Make Our Plan? no confidence we’ll make our sprint plan Totally confident we are still on track to make our sprint plan From to © Ron Lichty 76
  • 77. What Makes for Effective Standups? •  The three questions –  tend to be “me”-focused –  tend to make Standups status meetings not planning •  Focus: How are we doing on our Sprint plan? •  Fist-to-Five: daily: our confidence in our plan –  brings focus from “me” to “us” –  4s and 5s, or conversation to get there –  how will we work together as a self-organizing team to accomplish the Sprint Goal? –  heads-up (early!) to our Product Owner if we can’t © Ron Lichty 77
  • 78. Fist to Five? From to •  Can help teams work as a team © Ron Lichty 78
  • 79. Five Practices that Promise More / Nuances to Struggle Less •  Don’t just do Agile •  “Done” •  Standups •  Planning •  Estimating © Ron Lichty 79
  • 81. Sprint Planning Meetings •  All Backlog reordering must be complete! © Ron Lichty 81
  • 82. Sprint Planning Meetings •  Team pulls cards: from Backlog into Plan –  not assigned by anyone: not SM, not PO –  refine stories: break stories into tasks •  Sprint: a timebox –  Leverage their previous relative sizing story points –  May estimate tasks in days, may write names on •  Can lose sight of our being a team •  Goal: a perfect Sprint Plan for our team •  close with a Fist-to-Five confidence vote © Ron Lichty 82
  • 83. Fist to Five: Is This Our Best Sprint Plan? no confidence in our sprint plan: it’s a terrible plan Totally confident we’ve identified a best sprint plan From to © Ron Lichty 83
  • 84. Sprint Planning Meetings •  Team pulls cards: from Backlog into Plan –  not assigned by anyone: not SM, not PO –  refine stories: break stories into tasks •  Sprint: a timebox –  Leverage their previous relative sizing story points –  May estimate tasks in days, may write names on •  Can lose sight of our being a team •  Goal: a perfect Sprint Plan for our team •  close with a Fist-to-Five confidence vote –  again, look for 4s and 5s© Ron Lichty 84
  • 85. Five Practices that Promise More / Nuances to Struggle Less •  Don’t just do Agile •  “Done” •  Standups •  Planning •  Estimating © Ron Lichty 85
  • 86. Estimating •  Pointing is for entire backlogs, not sprints •  Pointing an entire backlog should take ½ day •  Pointing is about relative, not absolute sizing © Ron Lichty 86
  • 87. 150 Epics & Stories 120 features: 2 hours to “snake”; 1 hour to size 87 3 hours © Ron Lichty
  • 88. 88 Remote Sizing: RealTimeBoard Team in 10 different locations, collaborating via both Skype & RealTimeBoard © Ron Lichty
  • 89. Estimating •  Pointing is for entire backlogs, not sprints •  Pointing an entire backlog should take ½ day •  Pointing is about relative, not absolute sizing •  Once stories are ordered by value as a backlog... –  Estimates ± 20% •  leveraging relative sizing, plus velocity from stable teams •  Two pass relative sizing: –  Steve Bockman: Practical Estimation: •  A Pocket Guide to Making Dependable Project Schedules •  99 cents on Amazon © Ron Lichty 89
  • 90. How Do We Foster Being Agile? •  Foster shared leadership & an Agile Culture •  Trust Our People •  Shield Teams from Politics & Distraction •  Remove Impediments •  Empower Self-Organization & Excellence •  Create a Culture of Communication •  Model, Defend, Evangelize Agile Values (c) Ron Lichty: Teamwork: Making Your Dream Team Come True 90Ron@RonLichty.com
  • 91. Critical Practices / Nuanced Techniques •  Standups matter –  Standups held daily & effectively matter most •  Definitions of Done matter –  Created within the team matters most •  Fist-to-Five technique –  can help teams be more effective teams •  every sprint planning meeting, every standup •  Effective pointing leads to effective estimating © Ron Lichty 91
  • 92. Pre-Order & Save 40%* informit.com/managing2e •  Use code EARLYMANAGING •  Available as Book and/or eBook (eBook all-inclusive: PDF, EPUB, and MOBI) •  Free Shipping in the US Book is also available via booksellers including Amazon and Barnes & Noble and in O’Reilly’s Online Learning Service. *Discount code EARLYMANAGING is only good at informit.com and cannot be used on the already discounted book + eBook bundle or combined with any other offer. Offer ends December 9, 2019 and is subject to change. 92
  • 93. Ron Lichty Consulting •  Mentoring, coaching, training, consulting: –  http://ronlichty.com, Ron@RonLichty.com •  The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams –  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb •  Video training: LiveLessons: Managing Software People and Teams –  http://ManagingTheUnmanageable.net/video.html •  The study: The Study of Product Team Performance –  http://ronlichty.com/study.html •  Training: The Agile Manager Managing Software People and Teams Zero to Agile in Three Days © Ron Lichty 93
  • 94. Pre-Order & Save 40%* informit.com/managing2e •  Use code EARLYMANAGING •  Available as Book and/or eBook (eBook all-inclusive: PDF, EPUB, and MOBI) •  Free Shipping in the US Book is also available via booksellers including Amazon and Barnes & Noble and in O’Reilly’s Online Learning Service. *Discount code EARLYMANAGING is only good at informit.com and cannot be used on the already discounted book + eBook bundle or combined with any other offer. Offer ends December 9, 2019 and is subject to change. 94
  • 95. Ron Lichty Consulting •  Mentoring, coaching, training, consulting: –  http://ronlichty.com, Ron@RonLichty.com •  The book: Managing the Unmanageable: Rules, Tools & Insights for Managing Software People & Teams –  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb •  Video training: LiveLessons: Managing Software People and Teams –  http://ManagingTheUnmanageable.net/video.html •  The study: The Study of Product Team Performance –  http://ronlichty.com/study.html •  Training: The Agile Manager Managing Software People and Teams Zero to Agile in Three Days © Ron Lichty 95