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Adriana Vasilescu
contact@adrianaconsulting.com
1. Culture
Project team new to Agile: accelerating team effectiveness
“12-slice pizza”: understand and actively manage all aspects that drive team effectiveness – the
old “people, process, technology” still applies. Even more importantly so if the project is
pushing the Agile boundaries (large team, scope not really negotiable, skills gap).
Prioritize, pace, plan, manage the required actions.
Adriana‘s Project Hacks © Adriana Vasilescu 2017
Best practice, on-a-page. Intro - on next slide.
3. Skills
7. Methodology
9. Workflow
8. Interfaces with the rest of the organization
11. Measurements
10. Tools
2. Roles & responsibilities
4. Capacity & mix
5. Success criteria
12. Wildcard
Any other sources
of confusion,
churn, delay,
rework or “debt”
accumulation
6. Communications
Agile is predicated on
openness, self-management,
courage, risk taking.
How far is this from current
state? Who are your agents of
change?
Agile expects team members to be generalists, able
to play any role needed – but the roles themselves
still need to be clear: think professional sport teams
(vs. shinny!)
Agile assumes team members are experts in their role, and
familiar with working in Agile; the accepted variable is team’s
experience working together. The further your team is on any
of these aspects, the more you have to a) manage the gap, b)
adjust estimates and plans to realistically reflect skill level
Do you have enough and the right people for the work ahead?
The “vanilla” Agile team is small, but this may not be sufficient
for your project. Also, in addition to the core team (PO,
developers), your organization’s or the project’s particulars
may require additional roles (BA, BSA, QA, etc.). Finally, do you
have the right “anchors” (domain expertise, Agile experience)
What’s the definition of success for your project? Deliver the MVP
on time, or also pilot Agile or even fully transition to Agile? And
whatever it is, how does it align to your sponsor’s expectations,
and to your team members’ career/evaluation priorities?
Agile assumes “osmotic” communication inside a small collocated
team, and some simple physical onsite communication tools (e.g.,
Kanban board). For most large projects and organizations, this
may not apply (e.g., team not collocated) or be sufficient. Define,
implement, deliver, ensure the right communication inside the
team and between the team and the rest of the world
“Agile”, “Scrum”, etc. are not
product development
methodologies (they are
collections of best practices),
and assume key product
development artifacts are
available when sprints start.
Especially with less experienced
team, watch for gaps and allow
capacity and time
You may be running Agile, but if the rest of the organization is
not, you need to manage the gaps. Examples: audit
requirements may drive more documentation than usual
under Agile; funding by business case usually means scope is
not the variable (as in pure Agile); Agile is reporting light – but
what about the PMO’s requirements? What about financial
management (which is not mentioned in Agile). What about
other teams you need to work with, who are not Agile?
You need to ensure clarity on what the true scope and mode
of operation of your team are, and to accommodate external
constraints
Who does what in which order; handoffs and criteria for
handoff; what is posted where to be picked up by next
step; check-in/check-out/acceptance rules – the larger
the team, the more critical workflow clarity is
What tools will be used for what (Confluence? Jira?
SharePoint?) What Dev languages and tools? Testing
tools? Etc. Clarity on what tools are used for what
(e.g., epic in Confluence, stories in Jira, PM stuff in
SharePoint, etc.), what role updates what when – and
the actual set up of each of the tools for use by team
Decide on the metrics you need to
manage the project and the ones you
need to report on – and implement
the system (metrics don’t become
available on their own) – why, what,
when, how, who, where
Adriana Vasilescu
contact@adrianaconsulting.com
Best practice, on-a-page.
INTRO
Audience for this material: Sponsor and PM for project using Agile but with project team new to Agile
Key points:
• 12 key aspects to manage to accelerate achieving effectiveness – not doing so will allow gaps, confusion, churn to fester
• The changes need to be prioritized, paced, planned, and managed
How is this material different: there is abundant literature on Agile, Scrum execution, mindset, best practices, more recently even about
organizational Agile transformation – but little on how to quickly identify and address gaps to effective Agile execution, like you can find
here. This framework is based on transformation and organizational change principles.
What problem does it address: by the time the project is launched, expectations / constraints are already set, and usually estimates did
not take into account limited effectiveness of a team new to Agile – you start the project with a major issue, which you need to urgently
manage.
Benefits:
• Provides rich, comprehensive “food for thought”
• Applies to any project and product development type/domain
• Scales to any organization size
• Can be easily extrapolated beyond Agile
What this material is / what is not: It is starter list, not a playbook
Credentials: Deep experience managing large application development projects/programs – and with organizational transformation.
Credits: In the late 90’ies and early 2000’, IBM had an Application Development Effectiveness assessment framework, with 6 axes. 20
years later, I am reusing, modifying and extending that concept, using my own experience.
About Adriana: https://www.linkedin.com/in/adrianavasilescu/
Tags: Agile, Scrum, IT, application development, project management, product development, team effectiveness, organizational change, transformation, roles, clarity, churn
Project team new to Agile: accelerating team effectiveness
Adriana‘s Project Hacks © Adriana Vasilescu 2017

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Agile - is your team ready?

  • 1. Adriana Vasilescu contact@adrianaconsulting.com 1. Culture Project team new to Agile: accelerating team effectiveness “12-slice pizza”: understand and actively manage all aspects that drive team effectiveness – the old “people, process, technology” still applies. Even more importantly so if the project is pushing the Agile boundaries (large team, scope not really negotiable, skills gap). Prioritize, pace, plan, manage the required actions. Adriana‘s Project Hacks © Adriana Vasilescu 2017 Best practice, on-a-page. Intro - on next slide. 3. Skills 7. Methodology 9. Workflow 8. Interfaces with the rest of the organization 11. Measurements 10. Tools 2. Roles & responsibilities 4. Capacity & mix 5. Success criteria 12. Wildcard Any other sources of confusion, churn, delay, rework or “debt” accumulation 6. Communications Agile is predicated on openness, self-management, courage, risk taking. How far is this from current state? Who are your agents of change? Agile expects team members to be generalists, able to play any role needed – but the roles themselves still need to be clear: think professional sport teams (vs. shinny!) Agile assumes team members are experts in their role, and familiar with working in Agile; the accepted variable is team’s experience working together. The further your team is on any of these aspects, the more you have to a) manage the gap, b) adjust estimates and plans to realistically reflect skill level Do you have enough and the right people for the work ahead? The “vanilla” Agile team is small, but this may not be sufficient for your project. Also, in addition to the core team (PO, developers), your organization’s or the project’s particulars may require additional roles (BA, BSA, QA, etc.). Finally, do you have the right “anchors” (domain expertise, Agile experience) What’s the definition of success for your project? Deliver the MVP on time, or also pilot Agile or even fully transition to Agile? And whatever it is, how does it align to your sponsor’s expectations, and to your team members’ career/evaluation priorities? Agile assumes “osmotic” communication inside a small collocated team, and some simple physical onsite communication tools (e.g., Kanban board). For most large projects and organizations, this may not apply (e.g., team not collocated) or be sufficient. Define, implement, deliver, ensure the right communication inside the team and between the team and the rest of the world “Agile”, “Scrum”, etc. are not product development methodologies (they are collections of best practices), and assume key product development artifacts are available when sprints start. Especially with less experienced team, watch for gaps and allow capacity and time You may be running Agile, but if the rest of the organization is not, you need to manage the gaps. Examples: audit requirements may drive more documentation than usual under Agile; funding by business case usually means scope is not the variable (as in pure Agile); Agile is reporting light – but what about the PMO’s requirements? What about financial management (which is not mentioned in Agile). What about other teams you need to work with, who are not Agile? You need to ensure clarity on what the true scope and mode of operation of your team are, and to accommodate external constraints Who does what in which order; handoffs and criteria for handoff; what is posted where to be picked up by next step; check-in/check-out/acceptance rules – the larger the team, the more critical workflow clarity is What tools will be used for what (Confluence? Jira? SharePoint?) What Dev languages and tools? Testing tools? Etc. Clarity on what tools are used for what (e.g., epic in Confluence, stories in Jira, PM stuff in SharePoint, etc.), what role updates what when – and the actual set up of each of the tools for use by team Decide on the metrics you need to manage the project and the ones you need to report on – and implement the system (metrics don’t become available on their own) – why, what, when, how, who, where
  • 2. Adriana Vasilescu contact@adrianaconsulting.com Best practice, on-a-page. INTRO Audience for this material: Sponsor and PM for project using Agile but with project team new to Agile Key points: • 12 key aspects to manage to accelerate achieving effectiveness – not doing so will allow gaps, confusion, churn to fester • The changes need to be prioritized, paced, planned, and managed How is this material different: there is abundant literature on Agile, Scrum execution, mindset, best practices, more recently even about organizational Agile transformation – but little on how to quickly identify and address gaps to effective Agile execution, like you can find here. This framework is based on transformation and organizational change principles. What problem does it address: by the time the project is launched, expectations / constraints are already set, and usually estimates did not take into account limited effectiveness of a team new to Agile – you start the project with a major issue, which you need to urgently manage. Benefits: • Provides rich, comprehensive “food for thought” • Applies to any project and product development type/domain • Scales to any organization size • Can be easily extrapolated beyond Agile What this material is / what is not: It is starter list, not a playbook Credentials: Deep experience managing large application development projects/programs – and with organizational transformation. Credits: In the late 90’ies and early 2000’, IBM had an Application Development Effectiveness assessment framework, with 6 axes. 20 years later, I am reusing, modifying and extending that concept, using my own experience. About Adriana: https://www.linkedin.com/in/adrianavasilescu/ Tags: Agile, Scrum, IT, application development, project management, product development, team effectiveness, organizational change, transformation, roles, clarity, churn Project team new to Agile: accelerating team effectiveness Adriana‘s Project Hacks © Adriana Vasilescu 2017

Editor's Notes

  1. Adriana Vasilescu Regulatory examination response: “start with the end in mind” – with drafting the response letter Audience for this material: Sponsor rep / PM leading regulatory response project How is this material different: You can find best practices for examination preparation and interacting with examiners, but little on how to design the solution that would satisfy the recommendations – like here What problem does it address: Regulator’s recommendations target complex, system problems, and have pre-defined, limited response runway – alignment, focus and avoiding major course corrections are critical to effective and timeline response Key point: “start with the end in mind” – with drafting the response Benefits: Minimizes risk that solution pursued will not have leadership support / will not be best response / will not be ready on time Solution built directly supports desired response Scales to any organization size What this material is / what is not: It is starter list, not a playbook Credentials: I have used this approach at a large bank’s OSFI response program; all responses sent on time and accepted by regulator About Adriana: https://www.linkedin.com/in/adrianavasilescu/ Tags: regulatory, OSFI, audit, examination, response, program management, project management, Agile, hack, checklist, framework, model, business