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Going Agile
Agile from the trenches
By Martin Lapointe
Martin Lapointe, Agile Coach @ YP
Owner of an Agile family
Mantra: CARPE DIEM
Passion: Running
Why should you take the Agile pills?
Why use Agile methods?
All experts are in agreement with:
 Deliver value to customers
 Develop team communication and interaction
 Improve quality with a Feature based testing
 Increase visibility and customer feedback
 Deliver frequently a working product
The path to Agility
Phase 1: Prepare
the ground
Focus for Phase 1
59%
30%
10%
1%
Colonne1
Stabilization
Training
Scrum
Agile
Phase 1: Prepare the ground
Symptoms I experienced with teams:
•Collaboration weak
•Product vision missing
•No references to users
•Long cycles
•Importance put on budget
Phase 1: Objectives
The objective of the first
phase is to bring structure
and consistency
Phase 1: Objectives –> How?
Develop the concept of small incremental
deliveries.
Process to be improved, but the team starts
to learn by experimenting.
Phase 1: Objectives –> How?
Develop a
clear
definition
of the roles
Phase 1: Objectives –> How?
Start the project with:
•rules of engagement
•Product Vision
•Definition of the user type and persona
•Preliminary backlog with Epics and stories for the
first two sprints
Phase 1: Objectives –> How?
Make dedicated and stable teams
Phase 1: Results
The work gets organized and visibility gets
better
The team starts to:
Get out of the command and control approach
Understand to role of the client in the team
Appreciate feedback and Product vision
Phase 2 :
Applying Scrum
Focus for Phase 2
10%
20%
60%
10%
Colonne1
Stabilization
Training
Scrum
Agile
Phase 2 : Applying Scrum 1/2
In this phase, discipline
• Timeboxed and allocated time is followed
• Sprints are well defined and not changing once started
• Roles are clear and applied
Phase 2 : Applying Scrum 2/2
In this phase, discipline
• An experience ScrumMaster is part of the team
• A Product Owner is trained and dedicated to the team
• The Sprint includes all Scrum rituals for proper execution
Phase 2: Results
• The Product Owner writes good User Stories
• Product Owner prioritizes the backlog
• The team has a Scrum Board to synchronize efforts
• Disruptions are minimized with the help of the Scrum Master
When implementing
Scrum, be careful
with the frAgile
behaviours
emerging
“Our project is too technical,
we don’t need a persona
“We don’t need a Product Owner
“ You are not
technical enough to
be a Scrum Master
You need to
increase your
velocity by 50
points…
Planning should
last until
everything is
covered
We're in a hurry,
so we'll do QA
after this Sprint
Retrospectives a about people
complaining, better to avoid them
Phase 3: Become
Agile
Focus for Phase 3
0%
5%
15%
80%
Colonne1
Stabilization
Training
Scrum
Agile
Phase 3: Become Agile
• Survival mode is gone
• The fear of making mistakes is gone
• Teams are self-organized and multidisciplinary
• Decisions are taken by the team
• Teams are designed to deploy functionalities (all layers)
• Guilds are organized to share knowledge in the organisation
• Budgeting is done in the Agile way
• Innovation is a day to day thing
• Clients are now partners
Phase 4: The Agile
Governance
Phase 4: The Agile Governance
1. Agile needs to be “sponsored” from the top.
A top heavy and inflexible management team,
and associated red tape, will not enable
successful Agile adoption.
Phase 4: The Agile Governance
2. Agile means “empowerment”. Good agile
teams take ownership of their work and ensure
objectives can be met. Trust and good
communications are key for this to succeed.
Phase 4: The Agile Governance
3. Agile needs some “traditional” controls.
A bad agile project is equivalent to a bad
waterfall project and there is understandable
concern that chaos will reign in a flexible-
empowered world.
Conclusion

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Going Agile from the trenches - Martin Lapointe, Agile Coach

  • 1. Going Agile Agile from the trenches By Martin Lapointe
  • 2. Martin Lapointe, Agile Coach @ YP Owner of an Agile family Mantra: CARPE DIEM Passion: Running
  • 3. Why should you take the Agile pills?
  • 4. Why use Agile methods? All experts are in agreement with:  Deliver value to customers  Develop team communication and interaction  Improve quality with a Feature based testing  Increase visibility and customer feedback  Deliver frequently a working product
  • 5. The path to Agility
  • 7. Focus for Phase 1 59% 30% 10% 1% Colonne1 Stabilization Training Scrum Agile
  • 8. Phase 1: Prepare the ground Symptoms I experienced with teams: •Collaboration weak •Product vision missing •No references to users •Long cycles •Importance put on budget
  • 9. Phase 1: Objectives The objective of the first phase is to bring structure and consistency
  • 10. Phase 1: Objectives –> How? Develop the concept of small incremental deliveries. Process to be improved, but the team starts to learn by experimenting.
  • 11. Phase 1: Objectives –> How? Develop a clear definition of the roles
  • 12. Phase 1: Objectives –> How? Start the project with: •rules of engagement •Product Vision •Definition of the user type and persona •Preliminary backlog with Epics and stories for the first two sprints
  • 13. Phase 1: Objectives –> How? Make dedicated and stable teams
  • 14. Phase 1: Results The work gets organized and visibility gets better The team starts to: Get out of the command and control approach Understand to role of the client in the team Appreciate feedback and Product vision
  • 16. Focus for Phase 2 10% 20% 60% 10% Colonne1 Stabilization Training Scrum Agile
  • 17. Phase 2 : Applying Scrum 1/2 In this phase, discipline • Timeboxed and allocated time is followed • Sprints are well defined and not changing once started • Roles are clear and applied
  • 18. Phase 2 : Applying Scrum 2/2 In this phase, discipline • An experience ScrumMaster is part of the team • A Product Owner is trained and dedicated to the team • The Sprint includes all Scrum rituals for proper execution
  • 19. Phase 2: Results • The Product Owner writes good User Stories • Product Owner prioritizes the backlog • The team has a Scrum Board to synchronize efforts • Disruptions are minimized with the help of the Scrum Master
  • 20. When implementing Scrum, be careful with the frAgile behaviours emerging
  • 21. “Our project is too technical, we don’t need a persona
  • 22. “We don’t need a Product Owner
  • 23. “ You are not technical enough to be a Scrum Master
  • 24.
  • 25. You need to increase your velocity by 50 points…
  • 27. We're in a hurry, so we'll do QA after this Sprint
  • 28. Retrospectives a about people complaining, better to avoid them
  • 30. Focus for Phase 3 0% 5% 15% 80% Colonne1 Stabilization Training Scrum Agile
  • 31. Phase 3: Become Agile • Survival mode is gone • The fear of making mistakes is gone • Teams are self-organized and multidisciplinary • Decisions are taken by the team • Teams are designed to deploy functionalities (all layers) • Guilds are organized to share knowledge in the organisation • Budgeting is done in the Agile way • Innovation is a day to day thing • Clients are now partners
  • 32. Phase 4: The Agile Governance
  • 33. Phase 4: The Agile Governance 1. Agile needs to be “sponsored” from the top. A top heavy and inflexible management team, and associated red tape, will not enable successful Agile adoption.
  • 34. Phase 4: The Agile Governance 2. Agile means “empowerment”. Good agile teams take ownership of their work and ensure objectives can be met. Trust and good communications are key for this to succeed.
  • 35. Phase 4: The Agile Governance 3. Agile needs some “traditional” controls. A bad agile project is equivalent to a bad waterfall project and there is understandable concern that chaos will reign in a flexible- empowered world.

Editor's Notes

  1. Agile is a big buzz word, everyone wants to pretend they are agile. But what does it really means? Agile applied right, can cure a lot problems, but will make visible the dysfunctions, which can make people frAgile…
  2. Deliver value to an involved Customer Improve quality with a Feature based testing approach Increase visibility and customer feedback Deliver frequently a working product
  3. Anti-Pattern: User Story missing user voice Our project is about searching in data We don’t have a client We don’t a specification The project is not progressing because we are not able to define the project scope
  4. Anti-Pattern: Confusion in roles (Product Owner) The solution is self explanatory We have a Project Manager to take care of the projects One person cannot be empower with all product decisions The role does not exist in our org chart
  5. Anti-Pattern: Scrum Master being the tech lead You are not technical enough to be a Scrum Master Belief that a Scrum Master is a tech lead Confusion on SM not being the Project Manager
  6. Anti-Pattern: Command and control Only one person has the truth and everyone has to comply Controlling as a bad impact on people Destroy autonomy and creativity
  7. Anti-Pattern: Artificial velocity increase The other teams are doing more, you need to increase velocity Now you will do 2 stand-ups in the day to report progress You will have to work on week-end to go faster And by the way, why is the build broken
  8. Anti-Pattern:
  9. Anti-Pattern: Testing at the end
  10. Anti-Pattern: Missing retrospective – No improvement process The Scrum Master People are only whining Hurry – Time pressure – Let’s get it over with! No preparation Dismiss other people’s ideas