5. 1. Before to start: have an informed
consent workshop
6. • Scrum is not a process. It’s a framework that increase transparency.
• Scrum exposes problems in the team and organization.
• Spend some days to be sure that the company really takes (and
sustains) the decision where to go
• Make people in the workshop understand potential side-effects (i.e. go
deep with Q&A Sessions,…).
• Causal Loop Diagrams are helpful to visualize system dynamics
Informed consent workshop
7. Do not start any agile transition
if you know that top management is not
really going to support it.
And after the informed consent…
9. 1. Organizations are implicitly optimized to avoid changing the status
quo middle- and first-level manager and “specialist” positions &
power structures.
2. As a corollary to (1), any change initiative will be reduced to
redefining or overloading the new terminology to mean basically the
same as status quo.
3. As a corollary to (1), any change initiative will be derided as “purist”,
“theoretical”, “revolutionary”, "religion", and “needing pragmatic
customization for local concerns” — which deflects from addressing
weaknesses and manager/specialist status quo.
4. As a corollary to (1), if after changing the change some managers
and single-specialists are still displaced, they become
“coaches/trainers” for the change, frequently reinforcing (2) and (3).
5. Culture follows structure.
Why ?
Larman’s Laws of Organizational Behavior
http://www.craiglarman.com/wiki/index.php?title=Larman%27s_Laws_of_Organizational_Behavior
10. When running a change, keep in mind that:
The hard you push, the harder the system pushes you back
(Peter Senge, The Laws of System Thinking)
• The effect on the amount of organizational change makes the DoD a critical
management tool for Agile adoption.
The right trade off
How much change can my organization
handle at this time ?
12. 1. Deep and narrow over broad and shallow
Prefer applying in one product really well over applying in many
groups poorly
2. Top-down and bottom-up
deep understanding that doesn’t come from directive but from
discussion
Without top-level support to change structures and policies, they lose
energy, and become frustrated by obstacles and rigidity
Management support from those who have the organizational
authority to make structural changes in your group
3. Use volunteering
Guide: Three Adoption Principles (from LeSS)
14. • Products or Projects ?
• The product definition determines the scope of your Product
Backlog and who makes a good Product Owner
• Narrow definitions vs Broad definition
• more customer-centric and finer-grained
• resolving dependencies using feature teams
• thinking together with the customer
• avoiding duplicate functionality
• simpler organizations
Identify your product
16. Strategy - small scale agile, get feedback, adapt,
scale up
Learning - setup experiments, processes,
people, skills, collaboration, vendors mgmt,
market, …
Business – show how to really achieve business
goals
Why a Pilot ?
16
21. • Shifts from the traditional “command-and-control” to “manager-as-
teacher” (Lean) approach
• Examples:
• Mentor people in order to make them able to create value, without
being “coordinated”
• Build the capability of the organization to build great products.
• Help team and Scrum Master with removing obstacles and making
improvement
• Teach the team to analyze root causes and make problems visible
Manager’s role in agile culture
21
Continuously collaborate in defining experiments
Get learnings and work together to improve
22. Every Team Member joins the team bringing his own specialization:
the primary skill
In agile culture, every team member commits to develop at least a
secondary skill
Workers learn problem solving and decide how to improve
Everyone, as an agile team member, contributes in any way that he
can
Line managers and the Organization help people in their continuous
improvement process.
Team Member role in agile culture
22
S1
S2
S3
S4
S1
S2
S3
S4
S1
S2
S3
S4
S1
S2
S3
S4
Specialist Super skilledGeneralist Generalizing
specialistMore at: http://agilemodeling.com/essays/generalizingSpecialists.htm
23. • Real team working represents an huge opportunity for learning from
each other
• The Organization plays a dramatic role over those aspects.
Workplace management
Line Managers support
Rewarding Model (HR)
• Becoming a Team Member requires
Full personal commitment for continuous improvement
Experiment & Learn
Sharing Knowledge
Manage previous activities
Here is where the cultural change starts
23
25. From the Agile Manifesto:
• Business people and developers must work together daily throughout
the project.
• Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
The very core of agility is the cross functional team
25
26. To be effective, a team needs to be cross-functional
26
Marketing
IT Legal
Business Finance
Scrum Teams
Digital
On Demand
On Demand
Full time
Full time
27. Long lived (new feature over time)
Cross Functional and Cross Component
Co-Located
Work on a complete customer-centric feature across
components and disciplines
Composed of generalizing specialists
Feature team are..
29. Time
Evolving Agile Teams towards the Definition of Done
Tech docs (UCs), unit test
Delivery in UAT
security test
Delivery in Staging
performance test
Customer docs
Real Shippable
Delivery in field
Automated Functional
Acceptance Test
Enterprise Architecture Design
Maintenance in Prod
Upgrade
in prod
DevOps
Continuous Delivery
In Staging
Specification by Example
STEP 1
Current DoD
STEP 2
i.e. 3 months goal
Next Step
i.e. 2 years goal
Impact Scan
Goal: Expand
Credits: this way of representing the DoD evolution is from Craig Larman’s CSM course material
Security Test
30. Definition of Done : scrum team accountability
• A better and stronger Definition of Done (DoD or ‘done’) requires a
broader skill-set within the teams. Example:
• Performance testing is included in the DoD => the teams need to
acquire these skills.
• Performance testing is excluded from the DoD => then the separate
performance testing group will stay and operate the same way as
before, until the DoD is expanded.
A better and stronger Definition of Done
more organizational change
32. Time
Have a strategy for paying the technical debt
Tech docs (UCs), unit test
Delivery in UAT Customer docs
Real Shippable
Delivery in fieldAutomated Functional
Acceptance Test
Maintenance in Prod
Upgrade in
prod
DevOpsImpact Scan
Security Test
Undone
(tech debt)
Bug fixing
36. Team A – Skill Assessment
0
10
20
30
40
50
.Net
Java
Oracle Database
Customer
Experience
Testing Automation
HTML + Javascript
Deployment on
Field
Vendors Mngmt
Regulatory
Competitive
Analysis
Operation
Integration
37. A concrete example: skill mapping & improvement
Name Regulatory /
Business
Java Oracle
DB
.Net HTML
CSS
js
Mobile
Dev
Vendors
MGMT
UX Testing
Automation
Deployment IT Security
Flavio
3 1 1
Andrea
3 1 1 2
Mike
3 2
Alex
3 2 1
Tito
3 1 2
Team members do have primary and secondary specialties.
It is not “generalists”, but “generalizing specialists”
