Overcoming Impediment to Agile Transformation


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  • Problem
  • Unfortunately the top choice – Hybrid Projects had no
  • Success in Scrum comes from building and maintaining high performance teams. The value in these teams comes from the relationships between the people, not just their individual skills.
  • Change the make up of teams – constantlyAssign tasks- Micro Manage
  • Katzenbach and Smith – Wisdom of Teams – High Performance teams need a challenging performance goal. Effectively we provide this with the Product Vision at the release level and the Stories committed to each Sprint.
  • Wisdom of Teams – again – Teams require clear boundaries to organize in. For example – a team might have complete control over how they implement application UI but have to live with certain key performance constraints.Interestingly research in Creativity (Keith Sawyer) shows that the same highly creative groups need the same conditions.
  • Manager can out organize a self organizing team in the short term. However as the team grows it will achieve more than a managed team.
  • Sit in the team areas, listen to what is said. How quiet is it? A lack of noise is a sign that the team aren’t collaborating.Ask permission to listen to daily scrum. What is said? What isn’t said?
  • Make it safe to fail. We learn by running small controlled experiments seeing what works. In some traditional organizations failure is seen as bad. Agile Managers need to make it safe for their team members to fail. Its better to run small
  • Look for the existing team impediments
  • References will be provided in the followup email
  • This can be a problem with all of the practices not just the technical ones. However the examples we will use here will be focused primarily around the technical.In this case lets assume we’re trying to adopt Test Driven Development and one of our developers is saying, no. It doesn’t work, it can’t work or I won’t do it.The ideas can be implied to any.
  • Rarely can we convince any one to try a new idea just be selling them. All selling will do is raise the level of their resistance.
  • We need to understand their mindset and what they’re thinking. Resistance comes from somewhere. Perhaps they’re friend tried TDD and couldn’t get it to work. Perhaps they read a little bit about it in a blog and couldn’t understand why it would be useful.
  • People don’t act and work in isolation its important to understand the pressures and forces that act on someone each situation.
  • You can only get them to try new things if first you understand their problems.Example perhaps your developers are frustrated with how difficult it is to make small changes to their existing code.Perhaps they’ve tried Unit Testing but it was difficult because all of the classes in the code base were tightly coupled. The code is tightly coupled because the developers have been under pressure for years to deliver more code. As a result they’ve rushed and not taken the time to keep the code simpleIn addition because they’re still under that pressure they don’t want to try something new because it will slow them down at first.
  • David Rock offers a useful model of five major human motivators, he calls it SCARF.In this case our developer might feel that their: Autonomy is under threat – being told to use TDD takes away their freedom to work in the way they think makes sense.Certainty – they’re scared that this will affect their next performance review.Etc.However we can turn this things around. We can appeal to their Status by showing them that learning TDD will make them one of the most advanced and productive developers in the organization.We can appeal to their certainity by promising this won’t hurt them in their next performance review.Etc.
  • Create cognitive ease – make the ideas as simple as you can to understand.Don’t ask people to start learning Test Driven Development in your mainline code base.
  • I will recheck UserVoice see what the top priorities in the backlog are. I will ask clarifying questions around
  • Overcoming Impediment to Agile Transformation

    1. 1. Thanks for joining!This Webinar is worth 1 PDUThe recorded webinar and slides from thepresentation will be posted onlineWe will send information to collect your PDU andaccess the presentation material after the webinar.
    2. 2. Agile Transformations Your Impediments
    3. 3. Questions as We Go
    4. 4. Original Commitment• 5 segments• 8 minutes each
    5. 5. Scrum For WebinarsHybrid ProjectsManagers RoleAdopting Agile development practicesHow can Agile work with offshore or non-colocated teams?Scaling AgileCultural issues / "Thats not how we do ithere"What is the best way to get teammembers to take ownership for sprintbacklog?How does Agile work with non-softwaredevelopment projects?
    6. 6. EstimatedHybrid Projects ???Managers Role 8Adopting Agile development practices 13How can Agile work with offshore or 8non-colocated teams?Scaling Agile 13Cultural issues / "Thats not how we do it 5here"What is the best way to get team 2members to take ownership for sprintbacklog?How does Agile work with non-software 8development projects?
    7. 7. CommitmentHybrid Projects ???Managers Role 8Adopting Agile development practices 13How can Agile work with offshore or non- 8colocated teams?Scaling Agile 13Cultural issues / "Thats not how we do it 5here"What is the best way to get team 2members to take ownership for sprintbacklog?How does Agile work with non-software 8development projects?
    8. 8. Background
    9. 9. Doesn’t Solve Problems
    10. 10. Simple and Incomplete
    11. 11. Stable Teams
    12. 12. Communications
    13. 13. Managers Role in Scrum
    14. 14. Don’t
    15. 15. Set Goal
    16. 16. Constraints/Boundaries
    17. 17. Time
    18. 18. Listen
    19. 19. Observe
    20. 20. Ask
    21. 21. Safe to Fail
    22. 22. Grow People
    23. 23. Hire/Fire
    24. 24. Strategy
    25. 25. Project Portfolio
    26. 26. Remove Organizational Impediments
    27. 27. Transition Team
    28. 28. ReferencesRole of the Manager in Scrum – Pete Deemer: http://www.infoq.com/articles/scrum- management-deemer/Rethinking Manager’s Relationship with Agile Teams – Esther Derby: http://www.estherderby.com/2011/08/rethinkin g-managers-relationship-with-agile- teams.htmlWhat Do Middle Managers Do? – Esther Derby: http://www.estherderby.com/2012/04/what- do-middle-managers-do.html
    29. 29. Books MentionedThe Wisdom of Teams - JonKatzenbach and Douglas Smith Group Genius – Keith Sawyer
    30. 30. Managers Role • Complete? • 8 of 29 pts done!!!Managers Role 8Adopting Agile development practices 13How can Agile work with offshore or non- 8colocated teams?
    31. 31. Resistance to Practices
    32. 32. Don’t Sell
    33. 33. Mindset
    34. 34. Systems Thinking
    35. 35. Understand Their Problems
    36. 36. • Status• Certainty• Autonomy• Relatedness• Fairness
    37. 37. Make it Easy to Start
    38. 38. Make it Safe to Fail
    39. 39. Experiments 6-8 weeks
    40. 40. Community of Practice
    41. 41. Learning Time
    42. 42. Coding Dojo
    43. 43. Coaching and Mentoring• Internal and External
    44. 44. Buy BooksGrowing Object-Oriented Software Guided by Tests – Steve Freeman and Nat PryceWorking Effectively with Legacy Code - Michael Feathers…More: http://agilepainrelief.com/notesfromatoolus er/2011/08/books-for-newly-minted-scrum- masters.html
    45. 45. ReferencesMaking TDD Stick: Problems and Solutions for Adopters - Mark Levison: http://www.infoq.com/articles/levison-TDD- adoption-strategySCARF (Status, Certainty, …) Model – David Rock:http://www.your-brain-at- work.com/files/NLJ_SCARFUS.pdf
    46. 46. ReferencesResistance as a Resource – Dale Emery: http://dhemery.com/articles/resistance_as_ a_resource/Systems Thinking Overview – Daniel Aronson: http://www.thinking.net/Systems_Thinking/ OverviewSTarticle.pdf
    47. 47. ReferencesYour Brain at Work – David Rock Thinking, Fast and Slow Daniel Kahneman
    48. 48. Sprint ReviewManagers Role 5Adopting Agile development practices 13How can Agile work with offshore or non- 8colocated teams?
    49. 49. Next Time?