This document discusses enterprise agile coaching and development. It covers evaluation of agile practices, collaboration across teams, networking within the agile community, engagement of employees, and assistance/coaching for development. The goal is to continuously learn and improve, while adjusting practices based on evaluations.
In this experience report, we present the lessons we have learned during a three years-long journey coaching more than 50 teams in using the Kanban method at Sandvik IT. We share our experience gathered when introducing, supporting and scaling Kanban systems with the purpose to improve the organization as a whole. Based on validated experiments and facts, we present:
- How we use the Kanban method to create a culture of continuous improvements.
- How we introduce Kanban to often overburdened teams using a one-day kick-start workshop, and how this workshop evolved into what is described in the “The Kanban Kick-start Field Guide”.
- How we help teams to improve their kanban system using a depth-of-kanban coaching tool.
- How we discovered the key role that management plays in maintaining the will to improve continuously, and our experiments on how to nurture it.
- How we keep track of the improvement capability of the various teams and how we act on it.
- How we scale our coaching capability to help even more teams.
This talk is a direct continuation of our LKCE11 talk “Igniting Change in 20 teams within 6 months”.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
In this experience report, we present the lessons we have learned during a three years-long journey coaching more than 50 teams in using the Kanban method at Sandvik IT. We share our experience gathered when introducing, supporting and scaling Kanban systems with the purpose to improve the organization as a whole. Based on validated experiments and facts, we present:
- How we use the Kanban method to create a culture of continuous improvements.
- How we introduce Kanban to often overburdened teams using a one-day kick-start workshop, and how this workshop evolved into what is described in the “The Kanban Kick-start Field Guide”.
- How we help teams to improve their kanban system using a depth-of-kanban coaching tool.
- How we discovered the key role that management plays in maintaining the will to improve continuously, and our experiments on how to nurture it.
- How we keep track of the improvement capability of the various teams and how we act on it.
- How we scale our coaching capability to help even more teams.
This talk is a direct continuation of our LKCE11 talk “Igniting Change in 20 teams within 6 months”.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
ACTFL08 Presentation: Online mapping tools build on the popularity of sites such as MapQuest, allowing users to create customizable online maps connecting real-world topography with the history, culture, economy and literature of specific locales.
Introduces Google Docs and Google Sites as tools for congregations - and small groups and committees within congregations - to accomplish goals and maintain momentum between meetings by working together online. By maintaining momentum, we can be that much more effective in building the beloved community.
Overview Web2.0 Tools For Collaborative LearningDavid Brooks
A presentation given at the EuroCALL 2009 Conference at the UPV Gandia Campus of the Universidad Polytechnica Valencia, Spain, held on Sept 9-12, 2009, session by David L. Brooks, Associate Professor, English as a Foreign Language, Kitasato University, Sagamihara, Japan
As presented at Mile High Agile 2012 in Denver.
Review and discuss the basic agile practices in the context of two games. The first game will illustrate why small batches are important and how they can help you address project risks sooner. The second game will illustrate how small batches can help give you better information about your project sooner and will demonstrate some of the basic agile practices at work like iterations, continuous flow, manage to done, velocity, retrospectives, etc.
User Story Mapping: Konsten att dela upp kravbilden på "rätt" sättChristophe Achouiantz
Att bryta ner kravbilden på rätt sätt är nyckeln till att leverera rätt sak snabbt. Andra faktorer som utvecklingsmetoden eller kapacitet hos medarbetaren spelar roll, men utan en meningsfull uppdelning av kraven är det svårt att lyckas.
Tillsammans tittar vi på en metod för att enkelt dela upp en föränderlig kravbild i små, meningsfulla och kompletta byggstenar (inkrement). Inspirerad av Jeff Patton’s ”User Story Mapping”, metoden syftar att - så snabbt som möjligt - ta fram en fungerande, grov, version av systemet och bygga vidare på den. Med andra ord, att tillämpa ett iterativ och inkrementellt arbetssätt. Nyckeln att dela upp kraven på “rätt” sätt är att låta utvecklingens begränsningar (key contraints) guida uppdelningen. Tillsammans tittar vi - på ett konkret sätt - hur metoden fungerar med verkligt exempel där metoden har använts med framgång.
Creative workshop on new tools for collaborationP2Pvalue
The P2Pvalue project aims to build a communication and collaboration tool for communities which build and manage commons, such as Wikipedia, Arduino, the bike-lab of your neighbourhood and probably the community you participate in.
This presentation details the results of the two Creative Workshops on New Tools for Collaboration in Communities which took place in Madrid, Spain on May 6th & 8th 2014.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
ACTFL08 Presentation: Online mapping tools build on the popularity of sites such as MapQuest, allowing users to create customizable online maps connecting real-world topography with the history, culture, economy and literature of specific locales.
Introduces Google Docs and Google Sites as tools for congregations - and small groups and committees within congregations - to accomplish goals and maintain momentum between meetings by working together online. By maintaining momentum, we can be that much more effective in building the beloved community.
Overview Web2.0 Tools For Collaborative LearningDavid Brooks
A presentation given at the EuroCALL 2009 Conference at the UPV Gandia Campus of the Universidad Polytechnica Valencia, Spain, held on Sept 9-12, 2009, session by David L. Brooks, Associate Professor, English as a Foreign Language, Kitasato University, Sagamihara, Japan
As presented at Mile High Agile 2012 in Denver.
Review and discuss the basic agile practices in the context of two games. The first game will illustrate why small batches are important and how they can help you address project risks sooner. The second game will illustrate how small batches can help give you better information about your project sooner and will demonstrate some of the basic agile practices at work like iterations, continuous flow, manage to done, velocity, retrospectives, etc.
User Story Mapping: Konsten att dela upp kravbilden på "rätt" sättChristophe Achouiantz
Att bryta ner kravbilden på rätt sätt är nyckeln till att leverera rätt sak snabbt. Andra faktorer som utvecklingsmetoden eller kapacitet hos medarbetaren spelar roll, men utan en meningsfull uppdelning av kraven är det svårt att lyckas.
Tillsammans tittar vi på en metod för att enkelt dela upp en föränderlig kravbild i små, meningsfulla och kompletta byggstenar (inkrement). Inspirerad av Jeff Patton’s ”User Story Mapping”, metoden syftar att - så snabbt som möjligt - ta fram en fungerande, grov, version av systemet och bygga vidare på den. Med andra ord, att tillämpa ett iterativ och inkrementellt arbetssätt. Nyckeln att dela upp kraven på “rätt” sätt är att låta utvecklingens begränsningar (key contraints) guida uppdelningen. Tillsammans tittar vi - på ett konkret sätt - hur metoden fungerar med verkligt exempel där metoden har använts med framgång.
Creative workshop on new tools for collaborationP2Pvalue
The P2Pvalue project aims to build a communication and collaboration tool for communities which build and manage commons, such as Wikipedia, Arduino, the bike-lab of your neighbourhood and probably the community you participate in.
This presentation details the results of the two Creative Workshops on New Tools for Collaboration in Communities which took place in Madrid, Spain on May 6th & 8th 2014.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
These are the English slides for 'Apertem os Cintos... Escalamos os Silos!', a talk given in Portuguese at Agile Trends 2017 (Sao Paulo).
When scaling agile be careful not to create a system that generates undesired behaviour. In order to have collaboration you need to bring everyone together as much as you can. Create real teams with meaning and means to innovate. Ideally you should have #TrueCrossFrunctionalTeams
CSP Fast Pass is a self-directed, on-line, on-demand program designed to help Scrum practitioners become a Certified Scrum Professional (CSP) in four months.
A Very Large Enterprise Agile Transformation: Lessons Learned at SalesforceTechWell
When the agile consultants leave, how do you ensure that the enterprise agile transformation sticks, evolves, and grows throughout the organization? What challenges will you face? What support must be in place to address the challenges? Like software products, the real cost of an agile transformation occurs after the initial rollout. Salesforce.com has sustained an enterprise agile transformation for more than seven years. Mike Register shares the major challenges Salesforce faced and how they addressed them―challenges that include scaling coaching within a very large enterprise (230 teams and growing rapidly) and effectively emphasizing the foundation principles behind the practices. Mike describes what has worked and not worked during their agile journey. He enumerates the primary support structures that need to be in place to support long term enterprise agile transformation. Mike also explores the cultural and leadership aspects necessary to support large scale agile adoption that sticks.
In response to seeing a "how to pass your Scrum Master/Agile Coach Interview" we've created a way for employers to call BS on candidates who could otherwise dupe their way into a coaching role.
Six Sigma green belt Certification from ASQ is considered a mark of quality excellence in many industries. It helps you advance your career and boosts your organization’s bottom line through your mastery of quality skills. Becoming certified as a Six Sigma Green Belt confirms your commitment to quality and the positive impact it will have on your organization.
The Agile Coaching Growth Wheel is a self-assessment tool for agile coaches. In this session, I introduced the growth wheel, talked about my personal experiences, and we did an exercise to explore the growth wheel.
Learn how to assemble a team and develop a plan to help you transition from doing multiple tasks to managing multiple projects. The presentation was made during the Community Service Public Relations Council's (csprc.org) annual Spectrum Conference on May 7, 2013, at the Sheraton in Clayton, Mo. The objectives for the session included developing an understanding why a committee or group is necessary, where to get volunteers with specific skills, how to get organized and execute, and how to evaluate your committee's performance.
Joe Mueller, principal of Mueller Communications, offers consulting services that will help your nonprofit or small businesses improve its performance through enhanced communications and marketing strategies.
How to survive the zombie scrum apocalypse Mia Horrigan
A couple of years ago Christiaan Verwijs and Johannes Schartau coined the term ‘Zombie-Scrum’. What's it all about?
Well, at first sight Zombie Scrum seems to be normal Scrum. But it lacks a beating heart. The Scrum teams do all the Scrum events but a potential releasable increment is rarely the result of a Sprint. Zombie Scrum teams have a very unambitious definition of what ‘done’ means, and no drive to extend it. They see themselves as a cog in the wheel, unable and unwilling to change anything and have a real impact: I’m only here to code! Zombie Scrum teams show no response to a failed or successful Sprint and also don’t have any intention to improve their situation. Actually nobody cares about this team. The stakeholders have forgotten the existence of this team long time ago.
Zombie Scrum is Scrum, but without the beating heart of working software and its on the rise. This workshop will help you understand how to recognise the symptoms and cuases of Zombie Scrum and what you can do to get started to combat and treat Zombie-Scrum. Knowing what causes Zombie Scrum might help prevent a further outbreak and prevent the apocalypse
One of the pre-requisite for the A-CSM course is that you need to have a valid CSM certificate from Scrum Alliance and should have one year of experience as a Scrum Master.
Here, let's explore FAQs for A-CSM certification
New Self-assessment radar for Scrum Masters.
Use this as a permanent link to always get access to the latest version: http://www.smharter.com/blog/scrum-master-skills-self-assessment-radar/
This interactive workshop will be hosted by women who have decided to move back to a technical career path mid-career. It will discuss the number of women leaving IT, offer two 15 minute exercises on career and skills planning, and discuss the role of family, mentors and sponsors in successfully re-entering the technical career path.
Similar to Enterprise CADENCE - Sustaining Agility within your organization (20)
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
46. MISTAKE: PRACTICES OVER VALUES
Team
Daily Stand-Up
Agile Rollout
Grad Apps
Grad Products
Nursing
Med
PMBR
Core Services
Core Data
Reporting
Biz System1
Pre-enroll
CRM
Biz System2
Post-Enroll
Proj Athena
Rev Man*
LMS & Brain
For Projects
Sprint Planning
Demo Rehearsal
Demo
Sprint Retro
51. ORIGINAL PRACTICES
OUR FINDINGS
• Scrum
• Flexibility in customizing the
framework that works for teams
• Coaching based on coaches’
availability
• Dedicated coaching
• Coach all teams
• “Pull” model rather than “push”
• Focus on practices and processes
• Focus on organizational culture
• Software teams
• Any teams
• Standard set of scrum ceremonies
• Custom ceremonies (CPI, Book
club), team traditions
EVALUATE YOUR CADENCE. LEARN CONSTANTLY
61. SUGGEST CAREER PATH
Tasks:
- is a Scrum Master on one or two medium or
large teams;
- performs work independently;
- participates/volunteers within scrum master
community;
- performs all tasks in accordance with KTP
Scrum Master role description.
- team(s) follow all Agile principles and meet
commitment for over 70% of their sprints.
Tasks:
- is a Scrum Master on two medium –size Agile
teams or one consolidated team;
- Performs all tasks in accordance with KTP Scrum
Master role description;
- builds a self-organizing and high-performing team
which meets commitment 90% of sprints;
- suggests solutions to complex issues with multiple
teams involved;
- - garners respect within the scrum master
community.
Experience and skills:
- 1-5 years of SM experience;
- thoroughly understands software delivery
process,
- possesses subject matter expertise in teams’
products,
- possesses CSM or relevant certification
(preferable);
- participates in Agile community,
- attends external Agile events and shared Agile
best practices with others.
Experience and skills:
- 3-7 years of SM experience;
All skills of SM plus:
- superb decision making skills, consensus building,
communication and facilitation skills;
- possesses CSM, CSP or PMI-ACP certification
(preferable);
- contributes to agile practices within and outside
of Kaplan;
- expert-level knowledge of SBU products.
Team Leader on
a Successful
Agile team
Scrum Master
Team Leader on
High Performing
Agile teams;
Mentor to
Others
Sr. Scrum
Master
Tasks:
- coaches other scrum masters in Scrum best
practices;
All tasks of Sr. SM plus:
- defines agile practices within and outside of
Kaplan;
- performs Agile training as needed with over 80%
satisfaction rate;
- drives complex cross-term issues to effective
resolution.
Builds and
Coaches HighPerforming Agile
teams on
Enterprise Level
Experience and skills:
- 5+years of Agile experience and 1+ year of
mentoring/coaching;
All skills of Sr. SM plus:
- consulting and/or training experience,
- ability to build consensus and explain Agile
values to the teams,
- possesses CSP, PMI-ACP, or related certification;
- positive attitude and ability to propose effective
solutions.
Agile Coach
62. ENVISION CAREER PROGRESSION
Product Owner
Business or IT Executive
Associate Product Owner
Product Manager
Scrum Master
Sr. Scrum
Master
Functional Manager
Agile Coach
At Agile Day NYC 2012, we spoke about the first 6 months of our Agile transformation, about getting buy in and rolling it out, and how we measured success along the way. Now we’re going to talk about how to inspect and adapt, and how to sustain your Agile transformation. If you would like to talk about the approach to starting an Agile transformation, we will be glad to take your questions after but in this specific presentation, we are going to share some of the exciting things we did within last year and some lessons that we learned along the way.
http://adtmag.com/articles/2012/07/13/report-says-agile-a-scam.aspx64% of Agile enterprise adoption efforts fail, and most within the first year, and many of the rest do not survive when the coaches leave. We use CADENCE framework to sustain our Agile transformation.A cadence is combination of a certain strong harmonic progression with a resolution to a strong beat that ends a phrase. Cadences might be thought of as the punctuation marks in music - some cadences sound quite final (!) while others only pause a moment (,) and still others leave the listener waiting for more (?). We think of our Agile transformation as a cadence which repeats and gets stronger over time. The reason we decided to share our experience with you is not to suggest that you use the same set of approaches and activities to establish your cadence. It is rather an encouragement for you to find your own cadence that resonates with you, to not be afraid of mistakes similar to the ones that we had along he way, and to be excited along the way and motivated by the cadence that resonates with you (and some will not, and this is also fine) and the one that makes you feel motivated and gives you encouragement to come up with more ideas and try more and more. So as you listed to our presentation please think about what is your cadence, what makes you excited and energized, and what resonates with you and with you Agile experience.
We believe coaching, in essential to sustaining an agile transformation, not just starting. For us, coaching is about working with teams and individuals to make them aware of the values behind agile / lean principles, understand the practices that can be used, but ultimately think for themselves to determine what works best in their context, and continually improve.
We believe one reason agile transformations fail to stick is because they focus exclusively on the tech teams, at the exclusion of other teams and stakeholders that the teams interact with. Focusing only on software teams would have failed because of interactions with non-agile teams. To sustain an agile transformation you must connect and educate the entire organization. The Agile transformation is not about changing the technology group, it’s about changing the way we work together.
Think of the number of agile transformations that fail when the consultants leave. We believe identifying and having Internal Change Agents are essential to sustaining an agile transformation. Many organizations will get great external consultants to drive their agile adoption but don’t plan for how they’ll sustain the transformation when those experts leave. Three recommendations for you here:Have a executive sponsor outside of technology group. In our case, we have LorinTavel-Thomas our COO.Identify people who are passionate about improving the organization and recruit them to work with you on starting and sustaining the agile transformation. NOTE: these change agents don’t need to be Agile Experts.Consider creating a Center of Excellence, that provides leadership, evangelization, best practices, research, support and/or training for implementing Agile / Lean practices. Note: This isn’t a dogmatic, hierarchical, structure that lays down the Agile Law, rather we a team that helps, supports and nurtures teams, provides resources and facilitation, and suggests best practices. Setting it up this way was a conscious choice for us. We made a conscious choice to set this up outside of the PMO and to form a team of passionate change agents. This is our team (not all dedicated).We had a great external consultant help us kick off our agile transition, change would not be sustained if we didn’t have a team focused on change management to enable agile.
Another reasons Agile Transformations fail is they don’t focus enough on Continuous Learning. For us, training and learning opportunities fell into three categories: Basic Team Training (blue) – Basics of agile Agile Introduction for non-team members – Understanding the values of Agile / Lean, how to interact with themAgile Practitioner Lunch and Learn events – Optional / open to everyone - focused on topics relevant. Initially these Lunch and learn events were lead by Internal Change Agents (CoE Members) focused on addressing patterns we obseved. For example some teams would struggle with estimation, we’d put together an event focused around this, BA role in Agile, and so forth
(1) Initially members of the CoE Led all Agile Practitioner Lunch and learn Sessions. Now sessions are almost exclusively led by practitioners, most of whom, didn’t have agile experience or led sessions. Lunch and Learns are nothing new or something we’ve invented. Getting to a place where participants wanted and actively seek to lead these sessions is essential that (2) We’re also working to have scrum masters, most of whom had no former Agile experience, become the coaches and amplify agile practices within there team and with new teams we work with.
Our goal as coaches is to make teams as self sufficient as possible.
That being said, even teams with the best development / agile practices may require assistance comes in the form of communication, facilitation, and alignment if the rest of the organization works in non-agile ways. We look for anything that is slowing teams down or pain point and try to help remove the blocker they face. Let’s explore the types of assistance our team offers and how this changed over time.The assistance we offer is to help bridge between groups (usually non-agile) and to help teams when they can’t help themselves. We found that during the initial part of our roll out, teams relied on our assistance, and now, as the teams become more mature there is less formal “Assistance” required.Explain budgeting example. Other examplesData Center MoveCompliance requirementsRelease management process changes
When the SOS first began it served as a mechanism to make sure teams were communicating with each other. Now it has morphed into a knowledge sharing mechanism between scrum masters and check point with large initiatives with involve non-agile teams.We moved from a 3 times per week -> 2 times per week -> 1 per week.><><><><><><><
Purpose: Address any impediments raised by the dedicated teams that could not be resolved informally. Must be: It is an action-oriented meeting where issues are resolved and/or next steps are determined in the meeting itself.Attendees: Facilitator, CTO, All Tech Managers, Product Owner of Transformation, necessary Scrum Masters, and any other ad hoc participants requiredDuration: 30 minutes / Frequency: Weekly* (Canceled if no issues)Deadline: Items for review no later than 5 p.m. the day prior to the meeting.Frequency of holding meeting: 25% of the time. Weighted more heavily when we started the transformation.Many of the issues raised are NOT specific to agile implementation.
Another area we provide assistance is in the form of helping to provide tools team and facilitation.Jira support
Development here means “employee development” or “professional development”. First year of Agile rollout, we concentrated on Agile practices. Second year, we paid a lot of attention to employee development and career progression. Value – motivation, growth opportunities (interview question)Our goal was to show people that they have growth opportunities. Slides below are Scrum Master-specific. This is because I am a functional manager for scrum masters and spend about 40% of my professional time on scrum master growth and support, and the rest on team coaching and Agile advancement.
The Scrum Team (developers & Testers) is the car itself, ready to speed along in whatever direction it is pointed.The Product Owner is the driver, making sure that the car is always going in the right direction.The Scrum Master enables the team to race with high-quality speed, removing obstacles and ensuring smooth execution of the agile process.Image source: http://fonday.ru/images/tmp/8/9/image/8935
ALPKLAAPLLE by COO on Managing Career for managers and employeesCSMLeadership class at NYUDale Carnegie TrainingAgile EvenetsWe also have company-wide support programs, such as Kaplan Leadership Academy and Accelerated Leadership Program.
For us Engagement is about increasing individuals and team’s passion and commitment to deliver value to the organization. It’s characterized by belief in an organization you work for, desire to work to make things better,understanding of business context and the ‘bigger picture’, being respectful of, and helpful to, colleagues, willingness to ‘go the extra mile’And keeping up to date with developments in the field.We try to provide opportunities which we believe help to increase engagement of those who work at Kaplan.
Trust your team and practitioners who are closest to the work to come up with inventive ideas to solve problems that are better than any single person could come up with on their own.Once per quarter, our team gets to “Roll our Own Story” which means they can write their own story and work on anything they are passionate about that they believe will move the needle forward. We present to each other and choose which stories we want to add to our backlog.Things like this have led to the Kaplan Advisory Program that Mariya talked about, and other initiatives like hackathons, and demo fairs.
One time initiatives don’t stick. You need to show repeated success, and parlay that into other initiatives that enable engagement.
People want to feel that their work is meaningful. Provide them opportunities to showcase their work and get feedback from others.
Got 21 teams to participate and over ~400. Although it was a fair bit of work to set up, teams felt recognized and celebrated for their work.
Small tokens like silly awards, allow people to be recognized and feel pride in their work.
Value of networking:Develop professionallyEngagementBest practices sharingTalent acquisitionShared knowledge
Offsite experiencesSingle team
Support professional organizations
Experiential learningRather than reading, learn it
Challenges: most events happen after work (work/life balance)Increased rate of participationNetworking lessons learned: Commitment to quality is importantDo not underestimate dependency on partnersMultiple means of promotionRecord them!Maintain relationship with participantsGet feedbackDo not give up!
Use all means of information sharing – twitter, blogging, linkedin forums, user groups
Collating Agile events list and sharing with others
Building communities of practice within one roleDefining shared goals by roles + business goals by teamScrum Masters, Product Owners, developers/QA, Agile Coaches (CPI)
Srcum Room Safari - Collaboration on the team level
It’s important to set up ways that you confirm that you’re on the right track. To us this means that on a transformation level you need identify up front how you are going to judge success, endure that you’re going to be aligned with key stakeholders on where you’re going, and track looking for trends over time. We also think it’s good to have external validation to help you see whether you’re on track or not.On a team level you need to have a way to provide feedback to teams and help them understand where they need to improve.
Some of you may tell the teams that you work with, not to start development until you know how your going to test whether it works. The same, in our opinion, should be applied to Agile transformations.
We also look for trends on a team level. By looking at the Cross tabs of this data, we’re able to see if there are statistically significant difference betweens teams, or roles across teams. This along with qualitative feedback that we get in our surveys helps us build our transformation backlog.
Tried different forms of this: (1) Binary, (2) Focus on
Product Owner, Scrum Master, Release Planning, Product backlog, Sprint Planning, Sprint Execution, Sprint Review, Retrospective. Over 100 measures. 4 step score. 0 Not Started, Starting to Implement, implemented with Challenges, Implemented and Working.A simple assessment tool to "inspect" scrum maturity. Success of "Adoption" is what differentiates high-performing and low performing teams. There is much more to high-performance than just doing things mentioned in the assessment tool, hence, scoring high is not a key goal. It is more of a starting point.A score is assigned to each response (see items in parentheses). The score is not as relevant as doing the right thing. Let's just say this - maximize your score in each section; a near perfect score is ideal. Anything where you have a "less good" answer should be fixed. Tool will help you to inspect, however, you need to take initiatives to adapt as per the gaps identified depending on your team's capacity to fill those gaps.
Simple four square mechanism to give feedback to teams on what’s working well, improvement opportunities, questions, and suggestions. A coach usually engages with a and provides feedback on all ceremoies and provides feedback to teams on the following dimensions. This is an example of a feedback for a team’s sprint review. Team comes up with action items and a point in time to check back on these items.
Identifying the right window of opportunity is key. It’s normal, as part of any transformation, to encounter resistance. Rather than fighting that resistance head on we wait for the right window of opportunity.
When we transitioned, the team members most impacted where the project managers who became scrum masters. This was a complete redefinition of their job. We felt a forum where scrum masters could get together and share their challenges / struggles was important. We set up a “Scrum Master Milk and cookies” meetings and this was extremely beneficial. After a few months, most scrum masters felt comfortable in their role, and we didn’t need to continue holding the meeting.
Another area we provide assistance is in the form of helping to provide tools team and facilitation.Jira support
Scrum master is a servant leader. However, the titles reflect the level of experience and skills. It is similar to Scrum.org SM certification progression.
This was not something we planned to do when we were rolling out Agile and we know that many Agilists do not support this approach. We did not see defining formal title progression as our goal but it was important for us to meet employees where they were at. Though we did not plan it, we made a choice to do it because it was important for them. Reasoning: people need progression. “Ladder” is a traditional (vertical) career progression; however, the career landscape is changing. Organizations become flatter; work becomes increasingly virtual, collaborative, and dispersed. Careers zig and zag. As a result, “lattice” career model is better suited for today’s global business where employees do not need a vertical progression to be defined anymore. Source: The Corporate Lattice: Achieving High Performance in the Changing World of Work” by Cathleen Benko and Molly Anderson. – Harvard Business Press, Aug 3, 2010The system we came up with is a tiered system. Some agilists do not like it. We are doing it because scrum masters wanted it and because it guides them through their professional development. We are about employees and want to invest in them.
A cadence is combination of a certain strong harmonic progression with a resolution to a strong beat that ends a phrase. Cadences might be thought of as the punctuation marks in music - some cadences sound quite final (!) while others only pause a moment (,) and still others leave the listener waiting for more (?). We think of our Agile transformation as a cadence which repeats and gets stronger over time. The reason we decided to share our experience with you is not to suggest that you use the same set of approaches and activities to establish your cadence. It is rather an encouragement for you to find your own cadence that resonates with you, to not be afraid of mistakes similar to the ones that we had along he way, and to be excited along the way and motivated by the cadence that resonates with you (and some will not, and this is also fine) and the one that makes you feel motivated and gives you encouragement to come up with more ideas and try more and more. So as you listed to our presentation please think about what is your cadence, what makes you excited and energized, and what resonates with you and with you Agile experience.