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How I changed a team by doing 'Nothing'

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The slides are for the talk (How I changed a team by doing 'Nothing') delivered at the Agile Tour Paris (France) 2017 by Nancy Wu and Sriram (Sri) Natesan

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How I changed a team by doing 'Nothing'

  1. 1. Nancy Wu Sriram (Sri) Natesan CO A C H I N G & F O R M AT I O NCO A C H I N G & F O R M AT I O N How I changed a team by doing ‘Nothing’ November 29, 2017
  2. 2. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N The pitch.. 2 ”The Pitch” Seinfeld https://youtu.be/EQnaRtNMGMI
  3. 3. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N “Even nothing is something..” 3 ”The Pitch” Seinfeld
  4. 4. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Nancy • Scrum Master @ 407 ETR • 6+ years experience in coaching, product management, and product development in North America • Industries: Software, Transportation Industries Sri • Agile Transformation Consultant @ Deloitte • 14+ years experience in coaching, leading transformation, and product development in North America, Europe and Asia • Industries: FSI, Healthcare, FMCG, Auto IT Retail, and Software Industries Something about us.. 4
  5. 5. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Guiding Principles.. • Context is key…the following examples are based on our experience • Ask questions, we might not have enough time to solve every problem (hope you understand) • Slides will be available online Oh…and we’d definitely like to get your feedback for this session! 5
  6. 6. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Plot.. • Organizational Culture • Resistance • What can you do? • Create a safe space • Model the behavior • The trust bank • It may not work for everyone 6 Image from www.uproxx.com/
  7. 7. Organizational Culture 7
  8. 8. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Organizational Culture.. 8 The set of shared attitudes, values, goals, and practices that characterizes an organization (merriam-webster)
  9. 9. Resistance
  10. 10. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N What’s with the resistance.. 10 “People don’t resist change, They resist coercion” – Esther Derby
  11. 11. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Let’s try Lego.. 11 Image from www.dzone.com SM tried to help the team visualize the sources and impact of interruptions in a sprint
  12. 12. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Insights.. Scene: Team is taking more work than planned 12 Setting: • Team plan for X% of the sprint for support activities • Team is often asked to take on unplanned support tasks • ScrumMaster want to protect the team from over commitment Action: • ScrumMaster asked the team to use the Lego Wall • Team agreed to try it for a sprint Outcome: • 2 of 7 team members used the wall • Team felt like their time was tracked • Team did not trust the ScrumMaster intent
  13. 13. Creating a safe space
  14. 14. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Create a safe space.. 14 Images from www.etsy.com, www.uproxx.com/ Can you say or do what you think is right without fear of being reprimanded? *Building a culture that celebrates mistakes (Etsy) *http://on.inc.com/2AgoONU
  15. 15. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N To swarm or not to swarm.. 15 SM coached the team to swarm instead of starting multiple stories
  16. 16. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Insights.. Scene: Team does not feel confident about completing user stories 16 Setting: • Fear of being judged on capabilities • Uncertainty of support from PO • Doubt on the approach Action: • Re-assurance it’s ok to seek help • Confirm PO support • Explore options for solution, converge on one Outcome: • Pair program to solve problems • Check in code more frequently • Finished the story by end of the sprint
  17. 17. Model the behavior 17
  18. 18. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Learning behavior.. 18
  19. 19. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Model the behavior, with intent.. “We but mirror the world. All the tendencies present in the outer world are to be found in the world of our body. If we could change ourselves, the tendencies in the world would also change. As a man changes his own nature, so does the attitude of the world change towards him. This is the divine mystery supreme. A wonderful thing it is and the source of our happiness. We need not wait to see what others do.” – Mahatma Gandhi 19 Excerpt from www.josephranseth.com/gandhi-didnt-say-be-the-change-you-want-to-see-in-the-world
  20. 20. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Visualizing work.. 20 Properties: • Visualize the workflow • Limit WIP • Manage Flow • Make process policies explicit • Improve Collaboratively Principles: • Start where you are • Pursue incremental, evolutionary change • Respect current process, roles & responsibilities • Encourage act of leadership at all levels Image from www.poeticmind.co.uk/business/kanban/ Practice what you preach
  21. 21. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Insights.. Scene: Drink your own Champagne 21 Setting: • A Support Team is new to Kanban • Trained them on Kanban and its value • Team was however struggling with managing WIP Action: • Demonstrate the usage of a physical CoE Kanban • CoE Kanban reflected accurate state of work • Implement WIP limits, policies (and later classes of service) • Visualize and manage flow Outcome: • Teams were drawn to the physical CoE Kanban • Learning without pressure • Support Teams adopted classes of service
  22. 22. Building trust 22
  23. 23. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N The trust bank.. 23 Images from www.IconExperience.com, www.uproxx.com/ Build trust with teams through your actions
  24. 24. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Gain team’s trust.. 24 VP SM SM protected the team from VP interruptions
  25. 25. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Insights.. Scene: Sprint is often injected with unplanned work 25 Setting: • VP (Eng) was giving few team members tasks outside of sprint backlog • Behavior continued from pre-scrum days • Team felt they didn’t have a choice Action: • Intercept the interruptions • Make non-sprint backlog items visible • Introduce VP (Eng) originated tasks as sprint backlog items Outcome: • VP (Eng) worked with PO to add and prioritize backlog items • Team realized that I am there for and by them
  26. 26. Change is for everyone(?) 26
  27. 27. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Waterfall to Scrum.. 27 Team member did not like the change and left the team after Scrum adoption.
  28. 28. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Insights.. Scene: From 1 big team to 2 scrum teams 28 Setting: • Teams self selecting their team based on skillset • Teams expected to collaborate closely • 1 team member did not like Scrum but was willing to try Action: • Team member tried Scrum for a few sprints • Explore alternate options with the team member • Team is understanding of team member aversion to Scrum Outcome: • Team member left the team • Team member is happier • Team is happier
  29. 29. Wrap it up 29
  30. 30. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N To Summarize.. • Org Culture is important • Change is not easy • Change involves everyone • Create a safe space • Model the behavior • The trust bank • Be adaptive, there is no magic potion • It may not work for everyone.. and that’s ok. 30• uproxx.com/
  31. 31. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Nancy Sri 31 Stay in touch.. linkedin.com/in/nwuto @nwu_TO linkedin.com/in/sriramnatesan @sriramnatesan
  32. 32. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Credits & Resources.. • ”The Pitch" Seinfeld, written by Larry David, directed by Tom Cherones, West/Shapiro Productions, 1992. • http://uproxx.com/tv/celebrate-25-years-of-seinfeld-with-the-25-most-useful-seinfeld- gifs/ • https://www.agilealliance.org/resources/videos/six-rules-for-change-onagile/ • http://www.estherderby.com/wp-content/uploads/2015/10/SixRulesSketchNote2.pdf • https://www.influenceatwork.com/principles-of-persuasion/ • http://modernagile.org/ • https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest- to-build-the-perfect-team.html • https://dzone.com/articles/visualise-interruptions-on-a-lego-wall-1 • https://retrospective.co/brilliant-jerks-cost-more-than-they-are-worth/ • https://dandoadvisors.com/brilliant-jerks/ 32
  33. 33. C O A C H I N G & F O R M AT I O NC O A C H I N G & F O R M AT I O N Agile Paris atp2017.agileparis.org www.twitter.com/AgileTourParis www.linkedin.com/AgileTour www.facebook.com/AgileParis team@agileparis.org Meetup.com/AgileParisMeetup www.agileparis.org www.agiletour.org
  34. 34. Thank You! 34

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