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Agile Camp Dallas- Path to Agility
The document outlines a path to agility for organizations adopting agile practices. It discusses common pains organizations face in five stages: align, learn, predict, accelerate, and adapt. For each stage, it provides potential solutions to overcome pitfalls like lack of alignment, teams not being equipped, not getting work to a "done done" state, optimizing the whole value stream, and culture not being fully adapted to agile. The overall path discusses applying change management, running the transformation using agile principles, and evolving the new status quo to have truly agile teams and leadership.
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Agile Camp Dallas- Path to Agility
- 1. Path To Agility AdoptionPatters To Overcome Pitfalls David Hawks, CST, CEC CEO & Founder Agile Velocity @austinagile @Agile_Velocity Get your mobile phone ready as we will do real time polling during this session.TextVELOCITY to 22333 to join.
- 2. David Hawks Agile Trainerand Coach @austinagile david@agilevelocity.com AgileVelocity.com Accelerate Agility Transformation | Training | Coaching
- 4. EVERYONE HAS ADOPTEDAGILE IN SOME CAPACITY 94% of all organizations surveyed now practice agile. (VersionOne State of Agility 2015)
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- 6. ONLY 53% OF AGILEPROJECTS ARE SUCCESSFUL It is better than waterfall, but is that good enough? (VersionOne State of Agility 2015)
- 7. THERE IS MOREBAD AGILETHAN GOOD AGILE Why is that?
- 8. Path to Agility StageAlign Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 9. Pitfall #1 No Alignmenton Mission
- 11. Integration & Practice Chaos & Resistance StatusQuo New Status Quo Satir Model of Change
- 12. Apply Organizational ChangeManagement 1. Create Urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the vision 5. Empower action 6. Create quick wins 7. Build on the change 8. Make it stick Creating the climate for Change Engaging & enabling the organization Implementing & sustaining for change Adapted from Dr John Kotter’s 8 Step Process for leading change http://www.kotterinternation.com/our-principles/changesteps/changesteps
- 13. Run the Transformationusing Agile Insights and organizational impediments from teams Transformation Backlog Transformation Team Product of Transformation: Agile teams working in an agile organization
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- 15. Align Path to Agility- Stage 1 Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a transformation backlog • Make progress transparent and visible
- 17. Discussion:What could yourleaders do better to support your change?
- 18. Pitfall #2 Team andLeadership not equipped with knowledge
- 21. Self Organizing Teamsneed Knowledge and Support Traditional Teams Agile Teams Project Manager Team Lead Self-Organizing Servant Leader Facilitator
- 22. ShuHaRi Stages of TeamLearning SHU HA RI Follow the Rule Break the Rule Be the Rule
- 23. Stages of Team Development Casual Connected Committed Forming • confusion •uncertainty • assessing situation • testing ground rules • feeling out others • defining goals • getting acquainted • establishing rules • disagreement over priorities • struggle for leadership • tension • hostility • clique formation Storming Norming Performing • consensus • leadership accepted • trust established • standards set • new stable roles • co-operation • Successful performance • flexible, task roles • openness • helpfulness • delusion, disillusion and acceptance Increasinggroup effectivenessovertim e Stage 1 immature group Stage 2 fractional group Stage 3 sharing group Stage 4 effective team
- 24. Stages of TeamMaturity Individual Group Team Self-Organizing Team Self-Managing Team Self-Directing Team Cooperation Collaboration on common goal Ownership of HOW Holds itself accountable Ownership of Goal
- 25.
- 26. Learn Path to Agility- Stage 2 Pains • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe-to-fail environment • Leadership is acting the way they always have Solutions • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams
- 28. Pitfall #3 Not Gettingto Done
- 30. Focus on Clarityof Scope Backlog Grooming: • Engaged PO • Whole team involvement • Conversations • Prepare for future Sprints • Definition of Ready
- 31. Story2Story3Story4Story1 Individual Efficiency !=Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 QA 2 QA 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 32. Story 2b Story 3a Story 3b Story 4a Story 4b Story 2a Story 1b Story 1a Get Something “DoneDone” every Few Days Dev 1 & 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 Dev 1 & 2 QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 New Skills Required: Break Work Down (Stories/Tasks), Swarm, xFunctional Teams, Cross Training (T-Shaped ppl)
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- 34. Predict Path to Agility- Stage 3 Pains • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories Solutions • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross-functional team goals • Cross train and develop T-shaped people
- 36. Discussion:What needs tohappen to get 9 out of 10 Sprints 100% Done?
- 38. Pitfall #4 Not Optimizingthe Whole
- 39. Optimize the FullValueStreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration DevOps Lean Product Discovery
- 40. Discussion:Where is themain bottleneck in your Full Value Steam?
- 41.
- 42. Accelerate Path to Agility- Stage 4 Pains • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction Solutions • Leadership focus on optimizing the whole • Actively resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery
- 44. Path to Agility StageAlign Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 45. Exercise:What is thetop thing you can go implement?
- 48. Predict AccelerateLearnAlign Adapt Pathto Agility Status Quo Chaos & Resistance Integration& Practice New Status Quo The goal for the transformation cannot be to do Agile. Understanding and communicating the business objectives that will be achieved with the transformation is a critical first step. Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place. Teams harden these newly learned practices and become more disciplined in order to deliver working product in a predictable and iterative manner. Once the teams become disciplined and predictable, we can focus on team and organizational improvements to optimize across the full delivery cycle and shorten time to market. Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever- changing market demands as they have transformed to an organization with true Agility. www.AgileVelocity.com info@agilevelocity.com @agile_velocity
- 49. FREE WHITE PAPER Leavea card with name, role, company, email And we will send you a White Paper on Agile for Executives Accelerate Agility
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