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Building High Performing Agile
Teams
Incrementally…




Presented by
Naveed Khawaja
Carl Bruiners
Assessment




Strategy




Coaching
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             v




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             d
             e




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Bio – Carl Bruiners
                      Originally a techie who became a
                       frustrated Development Manager
                      Has been on a Agile education
                       journey
                      Companies range from SME’s to
                       large Corporations
                      Strong passion & experience for
                       taking on 'problem’ projects / teams
                      Loves automation




                       Agile Coach or       Most Valuable
                      Mentor of the Year   Agile Player UK
Where we want to be…


                  Maturity


 Unconscious     Conscious     Conscious       Unconscious
Incompetence   Incompetence   Competence       Competence


                                      Maslow
The basics
Waterfall




            http://scalingsoftwareagilityblog.com
Customer focused…
User Story Lifecycle
The perfection lament
         If you wait until you do
       everything for everybody
               instead of
       something for somebody
            you will end up
                not doing
         anything for anybody

                ~ Malcom Bane
Values, Principles and Practices

                Values
    BEING

               Principles




               Practices

                            DOING
Activity 1
Duration: 10-12 minutes


         The Tower Project

               [Iteration 1]
Agile Manifesto
   We are uncovering better ways of developing software by doing it and helping
             others do it. Through this work we have come to value:




 Individuals &        Working                 Customer
                                                              Responding to
  interactions        software               collaboration
                                                                   change
      over              over                      over
                                                                    over
 processes and      comprehensive               contract
                                                              following a plan
      tools         documentation             negotiation




                            Agile Manifesto with Dude’s Law
Transformation – Poorly planned
Organisational change
The heartbeat - Ceremonies

                              • Show & Tell
        • Pre-Sprint Planning • Sprint Retrospective • Sprint Planning
        define




Wed   Thu   Fri   Mon   Tue       Wed    Thu   Fri     Mon   Tue         Wed   Thu    Fri   Mon   Tue




                    On-going iterative activities throughout the sprint




                                   • Story Kick-Offs
                  • Daily Scrum                                    • Backlog Grooming
                                                                   • User Story Writing
Create a trusting environment
     Empower teams to help guide product direction
     Trust team estimations
     Continued trust when a Sprint doesn’t work out
    sov·er·eign·ty
       1. Supremacy of authority or rule as exercised by a sovereign or sovereign
       state.
       2. Royal rank, authority, or power.
       3. Complete independence and self-government.
       4. A territory existing as an independent state.
       5. A group or body of persons or a state having sovereign authority.
Communication and Collaboration is key
   Ideally co-located teams
   Enabling teams to keep in constant contact by utilizing any
    and all communication methods (Face to face, VC,
    Telephone, Email, IM, Task Walls)
   Business representation throughout the delivery process
   Daily updates
What is a high performing team
Disciplined execution vs continuous
innovation
What a good (Agile) team looks like
   Constant business engagement
   Customer delivery focused
   Diverse
   Flexible
   Energized
   Constantly seeks ways to
    improve
   Meets their commitments more
    often than not
Challenge = Opportunity

             Responsibility

                 Obligation
       You                    Others


                 Justify
                 Shame
                Blame
                  C Avery
Agile Improvements

                                            Quarterly
  Everything      Quarterly Pseudo
                                           Releases &
  instead of          Releases
                                           Continuous
  something        (Mini-Waterfall)
                                           Deployment




                                                                                   Collaborative
                                               Requirements   Backlog volatile     progression
                                               conundrum      yet prioritized      - WIP Limits
                                                                                    - Kick-Offs
                                                                                 - Wall of Shame




                                      Well controlled/
                  Value Based           negotiated /
   Portfolio
                    Portfolio           prioritized/
Prioritization
                 Planning              Cost of Delay
                                       over Delivery
Agile Improvements

                                                 Colocation with BA &
                                                      open casual
                        Pseudo colocation
 Communication                                   discussion space with
                         without BA
                                                    dedicated focus
                                                       timeslots




                                                          Functional Team   7 plus minus 2   7 plus minus 2
                                                          Structure         without BA           with BA




                              Disciplined               Disciplined
    Prescriptive
                            execution with              execution &
processes with little
                           value & flexibility          Continuous
      value
                                                         Innovation
Activity 2
Duration: 10-12 minutes


         The Tower Project

               [Iteration 2]
Tips to helping you become a high
performing team
Embrace Continuous Improvement
   Change of pace should be
    measured – a steady
    cadence can lead to
    disappointment
   Don’t wait for your
    retrospectives to encourage
    CI, introduce constant Team
    Kaizens
No two teams are equal
 Don’t compare, instead play to their
  strengths
 Move your team members around to
  create your strongest teams
 Don’t cross compare team velocities
 Move team members around to cross
  pollinate
Visual to reality
                                                           Iteration 1


                                                           Iteration 2
                                               Release 1
                                                               …
           Vision                              Release 2
                                                           Iteration n
                                   Programme
                                                  …
                                        1
                                                           Iteration 1

          Backlog
                                                           Iteration 2
                                               Release n
                                                               …


          Releases                                         Iteration n
                       Portfolio
                        Vision                                 …
                                               Release 1
                                                           Iteration n
                                               Release 2
                                   Programme
                                        2
          Iterations                              …
                                      …                        …
                                               Release n
                                   Programme
                                                           Iteration n
                                        n
Is limiting what my partner can buy a bad
thing? – PO Management


Be sensible limit the PO’s choices
– if you say you can theoretically
put a man on the moon, be
prepared to be asked to do so.
Number of Items Remaining




       Legend:
       Incoming
                                         Sprint 34 End




       Remaining
       Completed
                                         Sprint 35 End




Date
                                     Sprint 36 End




                                 Sprint 37 End




                         Sprint 38 End
Backlog management -MMFS / MVP
Always create a Minimal Viable Product / Minimal Marketable
Feature Set
Managing your task board (& don’t forget
your WIPs).
Have you kicked off your story yet?
A streamline kick off…
                          BA
             UX

                               Dev




                  QA
                                     TT




…and continuous team effort gets us the gold
In Sprint test debt / avoid mini-waterfall
Continuous Delivery… Its easy… but
   Continuous Integration?
   Test Automation?
   Software Configuration?
   Automated Deploy?




   ACDT – Automated Continuous
    Delivery & Test
Defects



                             TDD & BDD Earlier
              Defects, TD            Pain
                            -Defect fast tracking
    Defects    D earlier    -Cycle time controls
                 pain         - Class of service
                                   (SLAs)"
Using class of service
Standard service class
Classes should be dictated by the business costs
    Various class types should be created under the standard service
     class. For example;
     A – Under $10000 impact if delayed
     B – Under $5000 impact if delayed
     C – Under $1000 impact if delayed
     D – Under $100 impact if delayed
     E – BAU
 The prioritization of the Stories is driven by the Standard Service Class
  Types
 A Story will change service types as it gets closer to its delivery date;
  i.e. a C type after 5 days would be escalated to a B type and therefore
  more further up the priority stack. Impact delay would be determined at
  the point of a story being added to the Task Wall, this will help Stories
  move up the priority stack as it gets closer to its delivery date.
Stop escaping defects
Do not use average defect throughput as a stick to beat your
teams with
Defects discovered that are not legacy deal with within you
current Sprint




 £58 p/d
 10 incoming defects p/w
 2 days per defect to fix
How the cost of removing defects
increases over time
“Done is better than perfect!”
•   Gauge multi-tasking
•   Manage comfort level
•   Systems impact visibility
•   Propose time bound analysis activity
•   Ask for the definition of value
Fail fast and learn from the mistakes
Embrace TDD / BDD sooner rather than
later
 Retro-fitting TDD / BDD into your work process is far more
  painful than the initial pain of getting setup at the beginning
Lean everything out…
   Constantly seek ways to
    improve your processes
   Waste is not always
    obvious – Don’t be afraid of
    change
   There is no such thing as
    perfection
Agile is not an Arm’s Race
 Simple Agile = Beautiful Agile
 Don’t run before you can walk
 Embrace Pragmatic Continuous Improvement
Want to know more?
Naveed Khawaja                 Carl Bruiners

@morphilibrium                 @cbruiners

in.morphilibrium.com           in.carlbruiners.com

blogs.morphilibrium.com        blog.carlbruiners.com

www.morphilibrium.com          www.carlbruiners.com

naveed@morphilibrium.com       carl@carlbruiners.co.uk

slideshare.morphilibrium.com

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Agile cambridge 27th September 2012

  • 1. Building High Performing Agile Teams Incrementally… Presented by Naveed Khawaja Carl Bruiners
  • 2. Assessment Strategy Coaching j v a a h d e a e a K w N
  • 3. Bio – Carl Bruiners  Originally a techie who became a frustrated Development Manager  Has been on a Agile education journey  Companies range from SME’s to large Corporations  Strong passion & experience for taking on 'problem’ projects / teams  Loves automation Agile Coach or Most Valuable Mentor of the Year Agile Player UK
  • 4. Where we want to be… Maturity Unconscious Conscious Conscious Unconscious Incompetence Incompetence Competence Competence Maslow
  • 6. Waterfall http://scalingsoftwareagilityblog.com
  • 8. The perfection lament If you wait until you do everything for everybody instead of something for somebody you will end up not doing anything for anybody ~ Malcom Bane
  • 9. Values, Principles and Practices Values BEING Principles Practices DOING
  • 10. Activity 1 Duration: 10-12 minutes The Tower Project [Iteration 1]
  • 11. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & Working Customer Responding to interactions software collaboration change over over over over processes and comprehensive contract following a plan tools documentation negotiation Agile Manifesto with Dude’s Law
  • 12. Transformation – Poorly planned Organisational change
  • 13. The heartbeat - Ceremonies • Show & Tell • Pre-Sprint Planning • Sprint Retrospective • Sprint Planning define Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue On-going iterative activities throughout the sprint • Story Kick-Offs • Daily Scrum • Backlog Grooming • User Story Writing
  • 14. Create a trusting environment  Empower teams to help guide product direction  Trust team estimations  Continued trust when a Sprint doesn’t work out sov·er·eign·ty 1. Supremacy of authority or rule as exercised by a sovereign or sovereign state. 2. Royal rank, authority, or power. 3. Complete independence and self-government. 4. A territory existing as an independent state. 5. A group or body of persons or a state having sovereign authority.
  • 15. Communication and Collaboration is key  Ideally co-located teams  Enabling teams to keep in constant contact by utilizing any and all communication methods (Face to face, VC, Telephone, Email, IM, Task Walls)  Business representation throughout the delivery process  Daily updates
  • 16. What is a high performing team
  • 17. Disciplined execution vs continuous innovation
  • 18. What a good (Agile) team looks like  Constant business engagement  Customer delivery focused  Diverse  Flexible  Energized  Constantly seeks ways to improve  Meets their commitments more often than not
  • 19. Challenge = Opportunity Responsibility Obligation You Others Justify Shame Blame C Avery
  • 20. Agile Improvements Quarterly Everything Quarterly Pseudo Releases & instead of Releases Continuous something (Mini-Waterfall) Deployment Collaborative Requirements Backlog volatile progression conundrum yet prioritized - WIP Limits - Kick-Offs - Wall of Shame Well controlled/ Value Based negotiated / Portfolio Portfolio prioritized/ Prioritization Planning Cost of Delay over Delivery
  • 21. Agile Improvements Colocation with BA & open casual Pseudo colocation Communication discussion space with without BA dedicated focus timeslots Functional Team 7 plus minus 2 7 plus minus 2 Structure without BA with BA Disciplined Disciplined Prescriptive execution with execution & processes with little value & flexibility Continuous value Innovation
  • 22. Activity 2 Duration: 10-12 minutes The Tower Project [Iteration 2]
  • 23. Tips to helping you become a high performing team
  • 24. Embrace Continuous Improvement  Change of pace should be measured – a steady cadence can lead to disappointment  Don’t wait for your retrospectives to encourage CI, introduce constant Team Kaizens
  • 25. No two teams are equal  Don’t compare, instead play to their strengths  Move your team members around to create your strongest teams  Don’t cross compare team velocities  Move team members around to cross pollinate
  • 26. Visual to reality Iteration 1 Iteration 2 Release 1 … Vision Release 2 Iteration n Programme … 1 Iteration 1 Backlog Iteration 2 Release n … Releases Iteration n Portfolio Vision … Release 1 Iteration n Release 2 Programme 2 Iterations … … … Release n Programme Iteration n n
  • 27. Is limiting what my partner can buy a bad thing? – PO Management Be sensible limit the PO’s choices – if you say you can theoretically put a man on the moon, be prepared to be asked to do so.
  • 28. Number of Items Remaining Legend: Incoming Sprint 34 End Remaining Completed Sprint 35 End Date Sprint 36 End Sprint 37 End Sprint 38 End
  • 29. Backlog management -MMFS / MVP Always create a Minimal Viable Product / Minimal Marketable Feature Set
  • 30. Managing your task board (& don’t forget your WIPs).
  • 31. Have you kicked off your story yet?
  • 32. A streamline kick off… BA UX Dev QA TT …and continuous team effort gets us the gold
  • 33. In Sprint test debt / avoid mini-waterfall
  • 34. Continuous Delivery… Its easy… but  Continuous Integration?  Test Automation?  Software Configuration?  Automated Deploy?  ACDT – Automated Continuous Delivery & Test
  • 35. Defects TDD & BDD Earlier Defects, TD Pain -Defect fast tracking Defects D earlier -Cycle time controls pain - Class of service (SLAs)"
  • 36. Using class of service Standard service class Classes should be dictated by the business costs  Various class types should be created under the standard service class. For example;  A – Under $10000 impact if delayed  B – Under $5000 impact if delayed  C – Under $1000 impact if delayed  D – Under $100 impact if delayed  E – BAU  The prioritization of the Stories is driven by the Standard Service Class Types  A Story will change service types as it gets closer to its delivery date; i.e. a C type after 5 days would be escalated to a B type and therefore more further up the priority stack. Impact delay would be determined at the point of a story being added to the Task Wall, this will help Stories move up the priority stack as it gets closer to its delivery date.
  • 37. Stop escaping defects Do not use average defect throughput as a stick to beat your teams with Defects discovered that are not legacy deal with within you current Sprint £58 p/d 10 incoming defects p/w 2 days per defect to fix
  • 38. How the cost of removing defects increases over time
  • 39. “Done is better than perfect!” • Gauge multi-tasking • Manage comfort level • Systems impact visibility • Propose time bound analysis activity • Ask for the definition of value
  • 40. Fail fast and learn from the mistakes
  • 41. Embrace TDD / BDD sooner rather than later  Retro-fitting TDD / BDD into your work process is far more painful than the initial pain of getting setup at the beginning
  • 42. Lean everything out…  Constantly seek ways to improve your processes  Waste is not always obvious – Don’t be afraid of change  There is no such thing as perfection
  • 43. Agile is not an Arm’s Race  Simple Agile = Beautiful Agile  Don’t run before you can walk  Embrace Pragmatic Continuous Improvement
  • 44. Want to know more? Naveed Khawaja Carl Bruiners @morphilibrium @cbruiners in.morphilibrium.com in.carlbruiners.com blogs.morphilibrium.com blog.carlbruiners.com www.morphilibrium.com www.carlbruiners.com naveed@morphilibrium.com carl@carlbruiners.co.uk slideshare.morphilibrium.com

Editor's Notes

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  3. BOTH OF US – BOUNCE OFF EACH OTHER TO MAKE DYNAMICAbraham Maslow&apos;s Four Stages of CompetenceUnconscious IncompetenceThe individual neither understands nor knows how to do something, nor recognizes the deficit, nor has a desire to address it.Conscious IncompetenceThough the individual does not understand or know how to do something, he or she does recognize the deficit, without yet addressing it.Conscious CompetenceThe individual understands or knows how to do something. However, demonstrating the skill or knowledge requires a great deal of consciousness or concentration.Unconscious CompetenceThe individual has had so much practice with a skill that it becomes &quot;second nature&quot; and can be performed easily (often without concentrating too deeply). He or she may or may not be able to teach it to others, depending upon how and when it was learned.- Add maturity slide
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  18. Grouped stories – Product Management
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