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Rumpled Agile (ScrumImpulz 2016)

  1. Is your Agile really rumbled? Dušan Kocúrek
  2. ...a kingdom for tool?
  3. ...because agile says so?
  4. ...I do sit here!?
  5. ...hunting for zero?
  6. ...become agile fast?
  7. managerish = transformerish! Be 1st Envision vision Pray the prayer Change the change Hire and fire for culture Build bridges, not doors Find a root, not symptom
  8. ...busyness business?
  9. ...have a driver!
  10. {Q}-{A}=0

Editor's Notes

  1. Intro I was part of big introduction of agile in the company. First few months were managers and scrummasters talking about the tool for project management. Description Everybody I know was in that trenches. People were blaming about it. Tool, tool, tool, customization, configuration, permissions, access, I don’t see that, Why that happened, where are my data, I don’t know that it is possible. To tool doesn’t allow that therefore we will not apply that agile technique. How to change that Always, always, always think first of principles. Then search for solution in tools. Let agile tools setup by agilists. Traditionally thinking guys will tear you wings from your back. Have one person/team responsible for system administration. Not agile evangelist! Evangelists take care about culture not tools. Give permissions to scrummasters so they can experiment with tools and find out the best way of setup Define minimum process/workflow to introduce agile quickly. 3-4 statuses are enough for Scrum. Train people. Not just once. Repeat the training. Have QA sessions. Train tool regularly (newcomers, repeatition)
  2. Intro Meeting with failing team applying agile for more than 6 months. Scrummasters starts by sentence with negative voice “you know, our agile is different.” Different than what? Training, books, webinars, presentations. Is it really bad your agile is different? Description „Excuses In agile and scrum it should be like this“ „We have to because this is agile“ „you know, we are agile now“ One strong person who want to do it perfectly. No time to explain principles and reasons behind practices No practical experience with mentoring, just an attendance in some course about agile Taken agile course which says a lot about ceremonies and processes, but not about the change, culture and values How to solve that God enough is better than perfect. Agile is feedback driven. From real people, management, executives and customers. Let real customers and team know each other. It is about people. Give team bonfire. Give them something to take care about and be recognized by results. Talk about products, outcomes and customers’ life How did you help today? What outcome did you deliver today? Prefer principles, not just techniques. If you are leader, ask for feedback. Listen actively.
  3. Intro Jan, top guru in the company sitting at the same place for years. We came to ask his team to sit together. He refused by under threat of leaving the company. Top management was solving the issue of small Jan Description People are unhappy about theirs work life. Everybody wants better life. Only few want to pay for that. Labour market is tight, we are afraid to loos top people. What is better? How to solve that Team pressure might help. For some gurus other authority might help. If they are top guru, other top guru’s job place are already taken probably. Do you prefer player or game results? If you do not want to make such small change, how they will behave if you ask them for more? If you do not want to make such small change, how can you expect to improve your life at work? Give and Get. Share theirs pain as well. Sit with them. Be at workplace every day. Meet them. Search for benefits
  4. Intro We will reward you, the team, once you will reach 0 at burn down chart Description Such intent sounds good. Deliver on promise. Team has a place for setting up promises and of courses they are expected to deliver on them. But there are small and big zeros in real life. Do you need to deliver all the promised scope, or deliver the best things on time? How to solve that Specify solved jobs, pains or gains as a goal. Prioritize them as must, should, could. Reward an outcome, not timeline.
  5. Intro Meeting with CIO, financial institution “we will be agile in 3 months” Description Feeling that we have to be agile in very short time Many parallel activities done at the same time (devops, agile, tools, business, product management etc.) by different groups in the company How to solve that Don’t want hyperloop speed, you should want quality Quality takes time Know yourself, know your organization. Accept truth. You will hear it in corridors and while smoking. Establish transformation team. Identify transformation goals and subgoals. Identify fundamental problems blocking you. Root cause analysis. Find pilot teams and agile techniques then. Make them positive example and reason for the change. Recognize them for theirs energy and risk taking approach.
  6. Intro There is significant differences between successful agile companies and companies failing in agile An involvement of management. Agile is for IT teams. And it stops at the border of manager, customer, or production/release. Description Active team members need horse power behind theirs back. They fight for the first followers. They need to experiment. How to solve that The message must be strong. We want go there… Managers should switch theirs role to supportive, leadership and information activities. You will have a time, a lot of previous work will be done by team members. Don’t forget you help to establish new culture. You are not defining it, you are part of it.
  7. Intro Two sudden meetings with customers of our previous client “You know, if our vendor want to work that way, we will appreciate that time.” Funny thing is that the vendor implemented agile that time Description Customers need to change as well. We are afraid to ask them what they think about agile way of work. They are afraid of to ask. They are not aware about alternatives. They have bad experience with vendors. They are locked-in by vendors. How to solve that Have support by CEO. Talk to business C-level then. You don’t have to say agile, scrum, kanban, lean to customer. Explain principles, benefits and the price for that. Play games to explain them. Attend regular meeting, but propose other form of them. Make them brainstorming, make them workshops. Work with postits to get customer on board. Real postits. Don’t make them just once. Have product warroom.
  8. Intro financial institution “we will introduce agile” You are responsible Description because of competition Just another task. An introduction of agile is another assigned tasks No real engagement at the beginning, nobody believes her even herself How to solve that C-level face of the agile transformation Leader on the floor with people regularly Regular meetings with stakeholders Regular meetings with line management and scrummasters An introduction of product owners to business part Know why you need an agile Find enthusiasts in-house. There is always somebody.
  9. Intro Returning 4 months after agile has been introduced in many teams. Situation went back in many cases. Description We are afraid of failures. We are not learning from them. No time to identify root causes. Healing symptoms, not real problems. Short-term thinking. Half working solutions easy to implement failing in longer perspective. No time to stop and share knowledge about problems and solutions that team identified on theirs trip. How to solve that Work in IT is creative work. We are (or at least should be) hungry for knowledge. Experiment. Plan then. Q+A sessions in the company once per month Communities to share knowledge. Do not wait for the same person to run such community. It is about community, not another meeting. Blog about solutions, technologies. Lean coffee format. Have no time for that? Have company/team breakfast, or lunch. Learn while eat. People will be more relaxed and concentrated. Ideas boards/walls. QA walls. Kudo boxes. Need to agree on rules? Just have cards and pens near board with problem statement on board. Define product elevator statement. Define team elevator statement and team values. Why will you wake up and go to the work?