The document discusses building an agile organization culture and delivering agility through team agility. It focuses on agility assessment, coaching teams in agile practices like Scrum and XP, and transforming the organization. Specific services mentioned include software craftsmanship, agility in maintenance, agile enterprise architecture, and agility nurseries. The document also discusses assessing and improving team agility through techniques like value stream mapping and team chartering.

1. Me
• Focus on building an organization culture to "be agile" rather than "follow Agile".
• Software agility delivered through team agility and using agile tools, techniques and technologies.
Agility Services
 Software Craftsmanship
 Midas Touch - Agility in software maintenance
 Agile Enterprise Architecture solutions
 Agility Nurseries (Agile ODC)
Organization Metamorphosis
 Agility Assessment Radars and Roadmap
 Team Agility Assessment
 Value Stream Mapping
 Shared Vision and Team Chartering
 Team Agility Coaching, Executive Coaching
 Scrum Coaching
 XP Engineering Practices Coaching
 Lean Software Development Coaching

2. Agile Developers
Create Their Own Identity

3. Context

4. Leaders
Agile Developers
Create Their Own Identity

5. Values, Practices and Principles : Relationship
Values bring purpose to Practices, Practices are evidence of Values, Practices bring
accountability to Values.
Bridging the gap between Values and Practices are Principles. Principles are context
specific guidelines.
e.g.
practice  Pair Programming
values  “communication” and “feedback”
principle  driver-navigator principle – dual thinking hats of constructing and
preventing from breaking.
practice  Companion Planting used in agriculture
values  “sustainability” and “responsibility”
principle  Diversity is nature's design, cooperation is more apparent than
competition in plants, crop stability tends to increase with increasing diversity.
Sources: -
Extreme Programming – Embrace Change by Kent Beck
Intercropping Principles and Production Practices by National Sustainable Agriculture Service

6. Values, Practices and Principles : Relationship
Interpreting Value rather than Practice
I won’t reveal the estimate
as I would be held
accountable and blamed
unfairly like in the past.
I value Protection over
Communication
I don’t want
to estimate.

7. Values, Practices and Principles : Relationship
Failure of Value rather than Practice
I am reluctant to learn
from the defect.
I did not try to find root
cause for the defect.
I value Laziness over
Learning and Self Oops, a defect.
Improvement Ignore it.
I will fix it when
QA reports it.

9. Layers of the Agile Manifesto
Agree to disagree on
detailed project specific
ground tactics and prescriptive
Barely agree on 12
Agree on 4
Agree on the
meaning of “Agile”

10. Individuals and Interactions (amongst Individuals)
Values

11. Value - Individuals and Interactions
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
The best architectures, requirements, and designs emerge
from self-organizing teams.
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
(Retrospective)

12. Extrinsic and Intrinsic Motivation
My Survival Cycle Persona - Others define My identity
• I am fearful and reactive.
• I react to and avoid obstacles.
• By doing this, I reinforce my old strategies for coping, conspiring, adapting, and
assimilating when difficulties arise. (All fear-based responses)
• My purpose is not fulfilled and I feel disappointed.
• As a life-long habit, this approach is limiting, lacks purpose and meaning.
My Creative Cycle Persona - I define My identity
• I am excited about possibilities to connect with my strengths, talents, and gifts.
• I look at obstacles as opportunities to observe, reflect, experiment and learn.
• My experiments align to my actions with purpose and potential.
• When I achieve the desired result, I feel fulfilled and celebrate my successes.
But, it is very difficult for me to be in Creative Cycle all the time.
I tend to fall back to my Survival Cycle.
Tune the mind and conscience to be in the Creative Cycle (Intrinsic Motivation).

13. Natural vs. Coercive Self-Organizing
Examples of naturally self-organizing systems
 homeostasis (the self-maintaining nature of systems from the cell to the whole
organism)
 pattern formation and morphogenesis, or how the living organism develops and
grows.
 the coordination of human movement
 the creation of structures by social animals, such as social insects (bees, ants,
termites), and many mammals
 flocking behavior (such as the formation of flocks by birds, schools of fish, etc.)
 the origin of life itself from self-organizing chemical systems
Its in the genes !!!
How can we apply this principle into a practice to self-organize in agile context?
Self-organization in teams can be taught …….

14. Self-organization Practices
 Apprenticeship over Classroom Training
( Tacit Knowledge ) (Explicit Knowledge)
 Collaboration over Document Handoff - ( for Knowledge Management )
 Argumentation over Passive Acceptance - ( for Logical conclusions )
 Constructive Conflict Mining over Artificial Harmony
 Aggregating Team Intelligence over Intelligence of Individuals
 Psychological distance solvent over Geographical distance solvent

15. Geographical Distance Solvent
• Traditional Conduit Co-ordination
Onsite Offshore
Coordinator Manager / Lead
Business Business
Customer Requirements Requirements Development
Team
• Peer-To-Peer Co-ordination
Onsite Offshore
Facilitator Facilitator
Business Business
Customer Requirements Requirements Development
Team

16. Psychological Distance Solvent
Traditional Team Hierarchy (Crowns) to Cross-Functional Roles (Caps)
Project Manager
System
Architecture
Tech Architect Test Architect
Test Business
Creation Analysis
Data
Tech Lead Test Lead
Architect
Team
Designer Test Analyst Leadership
Test Project
Automation Management
Automation Tester
Developer
Build &
Application
Release
Business Analyst Development
Management
Crowns Caps
 Creates and widens gap  Can be swapped depending on situations
 Restricts knowledge sharing  Increase sense of collective ownership
 Builds up power distance  Rotation of responsibilities
 Steep learning curve for increase in maturity  Open culture within the team

17. Problem - Team Dysfunction Model
- Patrick Lencioni

18. Solution - Team Leadership Model
Team Leadership is a condition of a team
– reduction of uncertainty (Constructive Conflict Mining)
– comes from clear messages (Argumentation before
Commitment)
– leads to focused actions that cannot easily be
misinterpreted (Aggregating Team Intelligence for
Collective Accountability)
– developing channels for continuous feedback
(Collaboration against Blame games)
– uniform effort balance - sustainable pace
– having a very high fun factor

19. Shu-Ha-Ri Pattern In Team Members
• Followers
– Initial guidance needed to come up to speed
– Show progress after some hand holding
– Need to be mentored to grow into volunteers
• Volunteers
– Self inspired
– Take technology and process initiatives
– Come up with ideas that build the team
– Implement innovative concepts
– Lift the team
• Mentor
– Servant Leader
– authority used to serve the needs of others
– genuine compassion for his people
– knows the problems of the community as a whole
– finds the solution to the problem
– has the skill to carry out the solution
– develop the next generation of leaders

20. Leader Apprenticeship
“The great leader is first experienced as a servant to others. ”
- Robert Greenleaf, Servant Leadership
• Leaders do
• Encourage the hearts of “followers”
– Help build confidence and expectations of followers
– Equip them and be their mentor.
– Grow “followers” into “volunteers”.
• Value and recognize “volunteers” as VIPs
– Affirm / Affirm / Affirm your volunteers
– Challenge volunteers to stretch and grow
– Grow “volunteers” into mentors.

21. Craftsperson
Craftsmen
Agile Developers
Create Their Own Identity

22. Are You Creative Or Just Surviving !!
My Creative Cycle Persona - I define My identity
• I am excited about possibilities to connect with my strengths, talents, and gifts.
• I look at obstacles as opportunities to observe, reflect, experiment and learn.
• My experiments align to my actions with purpose and potential.
• When I achieve the desired result, I feel fulfilled and celebrate my successes.
My Survival Cycle Persona - Others define My identity
• I am fearful and reactive.
• I react to and avoid obstacles.
• By doing this, I reinforce my old strategies for coping, conspiring, adapting, and
assimilating when difficulties arise. (All fear-based responses)
• My purpose is not fulfilled and I feel disappointed.
• As a life-long habit, this approach is limiting, lacks purpose and meaning.
But, it is very difficult for me to be in Creative Cycle all the time.
I tend to fall back to my Survival Cycle.
Tune the mind and conscience to be in the Creative Cycle.

24. Developer to Craftsperson
What is Software Craftsmanship?
“Software Craftsmanship is all about putting responsibility and pride back into the software
development process. ”
“The best processes in the world will not save a project from failure if the people involved
do not have the necessary skills to execute the process; conversely, really good developers
can make any process work”
“A Software Craftsman is a continuous learner. When he doesn’t work, he spends his time
studying, to find new methods and tools can refine him as a Software Craftsman”
- Pete McBreen, Software Craftsmanship: The New Imperative
Software Craftsmanship is about
 Taking responsibility
 Taking pride in work
 “Signing” your work
 Being a continuous learner
 Practicing deliberately
 Writing code
 Having the right attitude
 Contributing to the community

25. Developer to Craftsperson through Apprenticeship
How should I become an expert in software craftsmanship?
Read and understand the concepts in the book on Apprenticeship Patterns
- David Hoover, Adewale Oshineye
Find a mentor
Study, Train and Practice
 Performing Code Katas
 Performing Coding Dojos
 Performing Acceptance-Test based
 Learning TDD
 Learning programming paradigms –
functional, dynamic, statically typed languages
 Refactoring – keep your code healthy
 Learning design patterns, tools and frameworks
 Learning emergent design, evolutionary design

26. Developer to Craftsperson
How will I know the learning levels in software craftsmanship?
Dreyfus Model of Skills Acquisition
 Novice - Needs to be told exactly what to do. No context to work from.
 Advanced Beginner - Has more context, but needs rigid guidelines
 Competent - Questions reasoning behind the tasks and can see consequences
 Proficient - Still relies on rules, but can separate what’s important
 Expert - Works mainly on intuition, except when problems occur

27. Finding Your Own Identity is about Metamorphosis (Shu – Ha – Ri)
From Developer (Crawling Caterpillar) to Craftsman Leader (Soaring Butterfly)
Creative Cycle To Follow Agile  To Be agile Responsibility
Apprenticeship Pride
(“Signing”
Your Work)
Collaboration
Continuous
Argumentation Learner
Novice Advanced
Beginner Competent
Conflict Mining Deliberate
Proficient
Practice
Team Intelligence Expert
Right Attitude
Psychological
Distance Follower  Volunteer  Mentor Community
Solvent Contributor

28. Synthesized From
Interpreted
References
 Slide 24 – Corey Haines, Cory Foy,
Gøran Hansen
 Slide 25 – Giordano Scalzo
 Slide 26 – Cory Foy
Thank you
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