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Accelerating Agile Transformations - Ravi Verma

The document presents a framework for accelerating agile transformation, emphasizing practical techniques for immediate application. It outlines three key pillars: patterns in change, personality, and conflict resolution, which are essential for overcoming common impediments in agile practices. The author, a seasoned program manager, draws from extensive experience in enterprise-level transformation, offering insights into successful change management strategies.

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www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 1 Accelerating Agile Transformation Patterns and Reusable Solutions
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 2 About The Presenter • Certified Scrum Master, 11+ years experience delivering multi-million dollar enterprise class apps in companies of different sizes - giants like Cisco & Avaya, a start-up and mid-sized company. • Most recently - Program Manager in Cisco’s IP Communication Business Unit, helped with the training, customization and roll-out of Scrum in a hybrid Agile- Waterfall environment. • Previously - Technical Manager at Avaya, participated in the Agile Transformation of a global engineering team delivering Contact Center Reporting solutions.
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 3 Goals 1. Introduce a frame-work for Accelerating Agile Transformation 2. Provide practical techniques for use immediately after this call
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 4 • Common Agile Impediments: Common Impediments – Fad of the day – Yet another meeting? – What’s wrong? – Fluid Release Content – They just don’t get it! – Chickens behaving like pigs – Silos, misaligned Goals – Inaccessible Customer – Death by fire-drills – They just don’t get it! • Are all the impediments unique to each organization? OR • Any common patterns and reusable solutions?
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 5 Patterns • Design Patterns: “A general reusable solution to a commonly occurring problem… A description or template for how to solve a problem that can be used in many different situations” • Some Examples: http://en.wikipedia.org/wiki/Design_pattern_(computer_science) http://en.wikipedia.org/wiki/Architectural_pattern_(computer_science) – Singleton – Pub / Sub – Façade – Proxy – MVC – P2P – SoA – ETL
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 6 • When we engineer a system, we don’t code from scratch – We identify patterns and reuse solutions – Can we adapt this approach to remove Agile Impediments? • Accelerating Agile Transformation using Patterns • A frame-work with three pillars: – Pillar 1: Patterns in Change – Pillar 2: Patterns in Personality – Pillar 3: Patterns in Conflict • One practical technique each Accelerating Agile Transformation
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 7 Pillar 1 – Patterns in Change “Change is the only constant.”, -Heraclitus (535 BC - 475 BC) • Harvard Business School Professor and international Change Leadership Guru - John Kotter: – Over 70% of all change efforts do not meet their objectives – Only 10% of all change efforts exceed expectations – Why? What can we learn- • Common patterns in all 10% of successful change efforts • A reusable 8 Step Process
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 8 A. Set the Stage 1. Create a sense of urgency. 2. Pull together the guiding team. B. Decide What to Do 3. Develop the Change Vision and Strategy. C. Make it Happen 4. Communicate for Understanding and Buy In. 5. Empower Others to Act. 6. Produce Short Term Wins. 7. Don’t Let Up. D. Make It Stick 8. Create a New Culture. Pillar 1 – Patterns in Change Where we often start Where we should start
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 9 • The most important step – – Create a sense of urgency • Address the questions- – Why are we introducing Agile? Why now? – What is not working well? – What if we preserve the status quo? • How would it affect stake holders? • How would it impact business metrics? • What stories / facts do we have to support this? Pillar 1 – Patterns in Change
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 10 Without compelling answers… STOP AGILE TRANSFORMATION NOW! • Risks: – Setting teams up for failure – Constantly on the defensive – Death of a thousand paper cuts Pillar 1 – Patterns in Change
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 11 • Be pragmatic: – Tweak Agile where possible – But avoid over-tweaking • Satisfying every demand to make Agile look like the legacy process is self defeating – If we succeed, we may fail! – Whatever is left behind probably isn’t Agile. • Avoid the weeds. Raise the conversation. Pillar 1 – Patterns in Change
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 12 • Create a sense of urgency. Address the questions- – Why are we introducing Agile? Why now? – What is not working well? – What if we preserve the status quo? • How would it affect stake holders? • How would it impact business metrics? • What stories / facts do we have to support this? Pillar 1 – Patterns in Change
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 13 • Challenge 1: How have you created a sense of urgency for your Agile Transformation? Pillar 1 – Patterns in Change
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 14 Pillar 2 – Patterns in Personality • Consider an upgrade… • Lack of time, staff, money • 2 extremes: – Test 1, hope for the best – Test all, never release • Or, be pragmatic: – Cover the bases – Use Pareto’s 80-20 rule… “Roughly 80% of the effects come from 20% of the causes.” Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 15 Pillar 2 – Patterns in Personality • As with Software Upgrade, so with ‘Organizational Upgrade’: – One size does not fit all – And we cannot address all situations • People deal with changes in different ways: – Some are stimulated, excited – Others are depressed, stuck – Many are somewhere in between • Cover the bases: – Understand the pattern – Manage the change (From Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 16 “People do not resist change – people change all the time. What people resist is having others impose change on them.” - Margaret Wheatley • For you, the change is intentional: – Exciting, timely, problem-solving • For others, it is imposed: – Arbitrary, abrupt, problematic • Ignore this gap and cripple your change! (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 17 • The MBTI assessment - developed by Katherine Briggs and Isabel Myers based on the theory of Carl Jung • Type preferences are similar to handedness- – Most of us are capable of using both our hands. – We probably prefer to use one of our hands in certain situations. – If the need arises, we can probably switch. – It just may not feel as natural. Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 18 • The MBTI indicates our preferences in four areas… • There are 16 MBTI personality types. • We feel most comfortable in our preferred styles. • But we can always “FLEX” our type as needed. Extraversion (E) Sensing (S) Thinking (T) Judging (J) Intraversion (I) Intuition (N) Feeling (F) Perceiving (P) Directing energy, attention Taking in information Making decisions Completing tasks Preference PairArea / Scale Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 19 • Personality type influences our needs during change: – How we want to be informed – What kind of information we want – What criteria we use to support or resist – How we want to be involved in the change – How we want the change plan to be structured (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 20 • Applying personality type to Agile Transformation • Three steps, three check-lists 1. Take charge of your own needs 2. Attend to the needs of others 3. Take action as a group (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 21 Intraversion (I) – Read, reflect and decide • 1x1’s, small groups? Intuition (N) – Big picture • Tie to org. vision, mission, goals? Feeling (F) – Impact on people • Lower stress, better relationships? Perceiving (P) – Spontaneity and flexibility • Adjusting the backlog? • Step 2: Attending to the needs of others: Extraversion (E) – Discuss and develop ideas • Town halls? Sensing (S) – Real data, specifics on why, how • Quantify lost revenue? Thinking (T) – Logic, chance to ask why • Dead code? Judging (J) – Clear goals, schedules, time-lines • Engage in Sprint Planning? Preference Pairs Pillar 2 – Patterns in Personality (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 22 • Challenge 2: How have you tailored your Agile Transformation for personality types? Pillar 2 – Patterns in Personality
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 23 Pillar 3: Conflict Resolution • The one guarantee is conflict! • Conflict is… any situation in which your expectations, concerns or desires differ from those of another person • Conflict itself is neutral • Managing conflicts generates good or bad outcomes (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 24 • Mismanaged conflict: Pillar 3: Conflict Resolution – Damaged relationships – Poor decisions – Deadlocks – Disengagement – Project failure! • This is the leadership challenge! (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) – Understanding others – Innovations – Self managing teams – Higher engagement – Project Success! • Well managed conflict:
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 25 Pillar 3: Conflict Resolution Cooperativeness Assertiveness • The TKI assessment – Ken Thomas and Ralph Kilmann developed an approach to manage conflicts in a pragmatic, non-emotional, situation based way. • Two basic, independent dimensions: – Assertiveness: Satisfying your own concerns – Cooperativeness: Satisfying the other person’s concerns (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 26 Win-Lose Win-Win Lose-Lose Win-Lose Win-Lose Your Satisfaction Other’s Satisfaction Increasing joint satisfaction Decreasing joint satisfaction Claim ing a biggerpiece C laim ing a sm aller piece Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) Applying to Agile: Scrum Master vs. Scrum Team Member- Daily Scrum Meeting
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 27 Win-Lose Win-Win Lose-Lose Win-Lose Win-Lose Your Satisfaction Other’s Satisfaction Increasing joint satisfaction Decreasing joint satisfaction Claim ing a biggerpiece C laim ing a sm aller piece Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) Applying to Agile: Scrum Master vs. Scrum Team Member- Daily Scrum Meeting
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 28 • No single best way • Each has costs and benefits • Effectiveness: – Knowing when – Knowing how / skills • Skills: – Maximize benefits – Minimize costs • Become self-aware: – Guard against overuse / underuse Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 29 • TKI increases awareness on conflict resolution styles: Pillar 3: Patterns in Conflict • Observe your behavior, notice your tendencies – Understand the costs / benefits – Guard against overuse / underuse (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 30 • Challenge 3: What conflict resolution styles do you over-use? What is the impact? Pillar 3: Patterns in Conflict
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 31 Tying it all Together • Accelerating Agile Transformation: – Pillar 1: Patterns in Change – Plan & Monitor • Create a sense of urgency – Pillar 2: Patterns in Personality Type – Design & Implement • Address the needs of your team during change – Pillar 3: Patterns in Conflict – Facilitate Self- management • Become self-aware, guard against overuse / underuse
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 32 Tying it all Together • Not all-or-nothing • Not sequential • Many options – – Roll out org-wide – Begin with key players – Begin with hot-spots – Apply the concepts
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 33 Questions? Ravi Verma Principal Consultant SmoothApps, www.smoothapps.com ravi.verma@smoothapps.c om 214-785-5570 www.synerzip.com Hemant Elhence, hemant@synerzip.com 469.322.0349
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 34 Synerzip in a Nut-shell 1. Software development partner for small/mid-sized technology companies • Exclusive focus on small/mid-sized technology companies • By definition, all Synerzip work is the IP of its respective clients • Deep experience in full SDLC – design, dev, QA/testing, deployment • Technology and industry domain agnostic 2. Dedicated team of high caliber software professionals • Seamlessly extends client’s local team, offering full transparency • NOT just “staff augmentation”, but provide full mgmt support 3. Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined 4. Reduces cost – dual-shore team, 50% cost advantage 5. Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option 34© www.synerzip.com / www.threebeacons.com 2009
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 35 35© www.synerzip.com / www.threebeacons.com 2009 Synerzip Clients
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 36 About SmoothApps • Boutique I.T. Management Consulting Firm, helping organizations with- – Organizational Development – Outsourcing Advisory – Program Management • Mission– “Help organizations develop and use I.T. innovatively – creating sustainable prosperity, excitement and energy among employees, partners, customers, and communities.”
www.synerzip.com © 2010, SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 37 Contact Us for a Free Diagnostic Assessment on Agile Transformation Readiness Ravi Verma Principal Consultant SmoothApps, www.smoothapps.com ravi.verma@smoothapps.c om 214-785-5570 www.synerzip.com Hemant Elhence, hemant@synerzip.com 469.322.0349

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Accelerating Agile Transformations - Ravi Verma

  • 1.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 1 Accelerating Agile Transformation Patterns and Reusable Solutions
  • 2.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 2 About The Presenter • Certified Scrum Master, 11+ years experience delivering multi-million dollar enterprise class apps in companies of different sizes - giants like Cisco & Avaya, a start-up and mid-sized company. • Most recently - Program Manager in Cisco’s IP Communication Business Unit, helped with the training, customization and roll-out of Scrum in a hybrid Agile- Waterfall environment. • Previously - Technical Manager at Avaya, participated in the Agile Transformation of a global engineering team delivering Contact Center Reporting solutions.
  • 3.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 3 Goals 1. Introduce a frame-work for Accelerating Agile Transformation 2. Provide practical techniques for use immediately after this call
  • 4.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 4 • Common Agile Impediments: Common Impediments – Fad of the day – Yet another meeting? – What’s wrong? – Fluid Release Content – They just don’t get it! – Chickens behaving like pigs – Silos, misaligned Goals – Inaccessible Customer – Death by fire-drills – They just don’t get it! • Are all the impediments unique to each organization? OR • Any common patterns and reusable solutions?
  • 5.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 5 Patterns • Design Patterns: “A general reusable solution to a commonly occurring problem… A description or template for how to solve a problem that can be used in many different situations” • Some Examples: http://en.wikipedia.org/wiki/Design_pattern_(computer_science) http://en.wikipedia.org/wiki/Architectural_pattern_(computer_science) – Singleton – Pub / Sub – Façade – Proxy – MVC – P2P – SoA – ETL
  • 6.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 6 • When we engineer a system, we don’t code from scratch – We identify patterns and reuse solutions – Can we adapt this approach to remove Agile Impediments? • Accelerating Agile Transformation using Patterns • A frame-work with three pillars: – Pillar 1: Patterns in Change – Pillar 2: Patterns in Personality – Pillar 3: Patterns in Conflict • One practical technique each Accelerating Agile Transformation
  • 7.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 7 Pillar 1 – Patterns in Change “Change is the only constant.”, -Heraclitus (535 BC - 475 BC) • Harvard Business School Professor and international Change Leadership Guru - John Kotter: – Over 70% of all change efforts do not meet their objectives – Only 10% of all change efforts exceed expectations – Why? What can we learn- • Common patterns in all 10% of successful change efforts • A reusable 8 Step Process
  • 8.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 8 A. Set the Stage 1. Create a sense of urgency. 2. Pull together the guiding team. B. Decide What to Do 3. Develop the Change Vision and Strategy. C. Make it Happen 4. Communicate for Understanding and Buy In. 5. Empower Others to Act. 6. Produce Short Term Wins. 7. Don’t Let Up. D. Make It Stick 8. Create a New Culture. Pillar 1 – Patterns in Change Where we often start Where we should start
  • 9.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 9 • The most important step – – Create a sense of urgency • Address the questions- – Why are we introducing Agile? Why now? – What is not working well? – What if we preserve the status quo? • How would it affect stake holders? • How would it impact business metrics? • What stories / facts do we have to support this? Pillar 1 – Patterns in Change
  • 10.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 10 Without compelling answers… STOP AGILE TRANSFORMATION NOW! • Risks: – Setting teams up for failure – Constantly on the defensive – Death of a thousand paper cuts Pillar 1 – Patterns in Change
  • 11.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 11 • Be pragmatic: – Tweak Agile where possible – But avoid over-tweaking • Satisfying every demand to make Agile look like the legacy process is self defeating – If we succeed, we may fail! – Whatever is left behind probably isn’t Agile. • Avoid the weeds. Raise the conversation. Pillar 1 – Patterns in Change
  • 12.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 12 • Create a sense of urgency. Address the questions- – Why are we introducing Agile? Why now? – What is not working well? – What if we preserve the status quo? • How would it affect stake holders? • How would it impact business metrics? • What stories / facts do we have to support this? Pillar 1 – Patterns in Change
  • 13.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 13 • Challenge 1: How have you created a sense of urgency for your Agile Transformation? Pillar 1 – Patterns in Change
  • 14.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 14 Pillar 2 – Patterns in Personality • Consider an upgrade… • Lack of time, staff, money • 2 extremes: – Test 1, hope for the best – Test all, never release • Or, be pragmatic: – Cover the bases – Use Pareto’s 80-20 rule… “Roughly 80% of the effects come from 20% of the causes.” Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓ Linux Mac Vista XP Linux Server Windows Server Servers → Clients↓
  • 15.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 15 Pillar 2 – Patterns in Personality • As with Software Upgrade, so with ‘Organizational Upgrade’: – One size does not fit all – And we cannot address all situations • People deal with changes in different ways: – Some are stimulated, excited – Others are depressed, stuck – Many are somewhere in between • Cover the bases: – Understand the pattern – Manage the change (From Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004)
  • 16.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 16 “People do not resist change – people change all the time. What people resist is having others impose change on them.” - Margaret Wheatley • For you, the change is intentional: – Exciting, timely, problem-solving • For others, it is imposed: – Arbitrary, abrupt, problematic • Ignore this gap and cripple your change! (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
  • 17.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 17 • The MBTI assessment - developed by Katherine Briggs and Isabel Myers based on the theory of Carl Jung • Type preferences are similar to handedness- – Most of us are capable of using both our hands. – We probably prefer to use one of our hands in certain situations. – If the need arises, we can probably switch. – It just may not feel as natural. Pillar 2 – Patterns in Personality
  • 18.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 18 • The MBTI indicates our preferences in four areas… • There are 16 MBTI personality types. • We feel most comfortable in our preferred styles. • But we can always “FLEX” our type as needed. Extraversion (E) Sensing (S) Thinking (T) Judging (J) Intraversion (I) Intuition (N) Feeling (F) Perceiving (P) Directing energy, attention Taking in information Making decisions Completing tasks Preference PairArea / Scale Pillar 2 – Patterns in Personality
  • 19.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 19 • Personality type influences our needs during change: – How we want to be informed – What kind of information we want – What criteria we use to support or resist – How we want to be involved in the change – How we want the change plan to be structured (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
  • 20.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 20 • Applying personality type to Agile Transformation • Three steps, three check-lists 1. Take charge of your own needs 2. Attend to the needs of others 3. Take action as a group (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004) Pillar 2 – Patterns in Personality
  • 21.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 21 Intraversion (I) – Read, reflect and decide • 1x1’s, small groups? Intuition (N) – Big picture • Tie to org. vision, mission, goals? Feeling (F) – Impact on people • Lower stress, better relationships? Perceiving (P) – Spontaneity and flexibility • Adjusting the backlog? • Step 2: Attending to the needs of others: Extraversion (E) – Discuss and develop ideas • Town halls? Sensing (S) – Real data, specifics on why, how • Quantify lost revenue? Thinking (T) – Logic, chance to ask why • Dead code? Judging (J) – Clear goals, schedules, time-lines • Engage in Sprint Planning? Preference Pairs Pillar 2 – Patterns in Personality (Introduction to Type and Change – by Nancy J. Barger and Linda K. Kirby, Publisher – CPP, Inc. 2004)
  • 22.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 22 • Challenge 2: How have you tailored your Agile Transformation for personality types? Pillar 2 – Patterns in Personality
  • 23.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 23 Pillar 3: Conflict Resolution • The one guarantee is conflict! • Conflict is… any situation in which your expectations, concerns or desires differ from those of another person • Conflict itself is neutral • Managing conflicts generates good or bad outcomes (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
  • 24.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 24 • Mismanaged conflict: Pillar 3: Conflict Resolution – Damaged relationships – Poor decisions – Deadlocks – Disengagement – Project failure! • This is the leadership challenge! (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) – Understanding others – Innovations – Self managing teams – Higher engagement – Project Success! • Well managed conflict:
  • 25.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 25 Pillar 3: Conflict Resolution Cooperativeness Assertiveness • The TKI assessment – Ken Thomas and Ralph Kilmann developed an approach to manage conflicts in a pragmatic, non-emotional, situation based way. • Two basic, independent dimensions: – Assertiveness: Satisfying your own concerns – Cooperativeness: Satisfying the other person’s concerns (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
  • 26.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 26 Win-Lose Win-Win Lose-Lose Win-Lose Win-Lose Your Satisfaction Other’s Satisfaction Increasing joint satisfaction Decreasing joint satisfaction Claim ing a biggerpiece C laim ing a sm aller piece Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) Applying to Agile: Scrum Master vs. Scrum Team Member- Daily Scrum Meeting
  • 27.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 27 Win-Lose Win-Win Lose-Lose Win-Lose Win-Lose Your Satisfaction Other’s Satisfaction Increasing joint satisfaction Decreasing joint satisfaction Claim ing a biggerpiece C laim ing a sm aller piece Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004) Applying to Agile: Scrum Master vs. Scrum Team Member- Daily Scrum Meeting
  • 28.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 28 • No single best way • Each has costs and benefits • Effectiveness: – Knowing when – Knowing how / skills • Skills: – Maximize benefits – Minimize costs • Become self-aware: – Guard against overuse / underuse Pillar 3: Patterns in Conflict (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
  • 29.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 29 • TKI increases awareness on conflict resolution styles: Pillar 3: Patterns in Conflict • Observe your behavior, notice your tendencies – Understand the costs / benefits – Guard against overuse / underuse (Introduction to Conflict Management – Kenneth W. Thomas, Publisher – CPP, Inc. 2002 Introduction to Conflict and Teams – Kenneth W. Thomas and Gail Fann Thomas, Publisher – CPP, Inc. 2004)
  • 30.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 30 • Challenge 3: What conflict resolution styles do you over-use? What is the impact? Pillar 3: Patterns in Conflict
  • 31.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 31 Tying it all Together • Accelerating Agile Transformation: – Pillar 1: Patterns in Change – Plan & Monitor • Create a sense of urgency – Pillar 2: Patterns in Personality Type – Design & Implement • Address the needs of your team during change – Pillar 3: Patterns in Conflict – Facilitate Self- management • Become self-aware, guard against overuse / underuse
  • 32.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 32 Tying it all Together • Not all-or-nothing • Not sequential • Many options – – Roll out org-wide – Begin with key players – Begin with hot-spots – Apply the concepts
  • 33.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 33 Questions? Ravi Verma Principal Consultant SmoothApps, www.smoothapps.com ravi.verma@smoothapps.c om 214-785-5570 www.synerzip.com Hemant Elhence, hemant@synerzip.com 469.322.0349
  • 34.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 34 Synerzip in a Nut-shell 1. Software development partner for small/mid-sized technology companies • Exclusive focus on small/mid-sized technology companies • By definition, all Synerzip work is the IP of its respective clients • Deep experience in full SDLC – design, dev, QA/testing, deployment • Technology and industry domain agnostic 2. Dedicated team of high caliber software professionals • Seamlessly extends client’s local team, offering full transparency • NOT just “staff augmentation”, but provide full mgmt support 3. Actually reduces risk of development/delivery • Experienced team - uses appropriate level of engineering discipline • Practices Agile development – responsive, yet disciplined 4. Reduces cost – dual-shore team, 50% cost advantage 5. Offers long term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option 34© www.synerzip.com / www.threebeacons.com 2009
  • 35.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 35 35© www.synerzip.com / www.threebeacons.com 2009 Synerzip Clients
  • 36.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 36 About SmoothApps • Boutique I.T. Management Consulting Firm, helping organizations with- – Organizational Development – Outsourcing Advisory – Program Management • Mission– “Help organizations develop and use I.T. innovatively – creating sustainable prosperity, excitement and energy among employees, partners, customers, and communities.”
  • 37.
    www.synerzip.com © 2010,SmoothApps. All rights reserved. No part of this presentation can be shared or reproduced without the written permission of SmoothApps. 37 Contact Us for a Free Diagnostic Assessment on Agile Transformation Readiness Ravi Verma Principal Consultant SmoothApps, www.smoothapps.com ravi.verma@smoothapps.c om 214-785-5570 www.synerzip.com Hemant Elhence, hemant@synerzip.com 469.322.0349