How to start your agile journey

Agile, Scrum, Learn Agile, Agile Adoption, Agile Journey, Agile Tranformation, Áp dụng Agile, sử dụng Agile

Education

How to start your
Agile journey
Doi Pham Anh
doi@agilead.vn

© Học viện Agile | www.hocvienagile.com
Phạm Anh Đới
• Co-founder:CocoDojo,TạpChíLậpTrình
• 7+ practicing & teaching Agile
• Coaching for 10+ companies
• Agile Coach & CEO at HọcViện Agile
• Co-author:Cẩn nang Scrum

© Học viện Agile | www.hocvienagile.com
Have you heard about one of following complaints?
• My boss is skeptical, he/she does not want to change
• My boss does not want Agile
• My boss does not support me
• My teammates does not want to change

© Học viện Agile | www.hocvienagile.com
When your organization was adopting Scrum, which of
the following considerations were important?
The 2016 State of Scrum report, Scrum Alliance

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Challenges ExperiencedAdopting & Scaling
Agile
State Of Agile 2016,VersioneOne

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Agile
CEO/COO

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Agile
Employee

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Vicious circle to find real pains

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Talk about BusinessValue, not Agile

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Define the right scope with Agile & resource
Try it
yourself
Try it your
team
Pilot
Project
Studio

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Do NOT go too FAST!
SHU HA RI

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Agile
Iceberg
Iteration
Standup Meeting
Retrospective
Kanban Board
Agile Manifesto
Agile Principles
ScrumValues
Culture

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Which one is more difficult to apply?
Madison Unicyclists teenvogue

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Have your own Agile Learning Backlog
1. Iteration
2. Standup Meeting
3. Retrospective
4. Kanban Board
5. ...
Kolb Learning Cycle

© Học viện Agile | www.hocvienagile.com
Kanban
Pros
• Simple
• Responsive
• Visualize
• Shorten cycle time
Cons
• No rythm
• No plan

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Dashboard
• Visualized
• Easy to use
• No big change

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Work Agreement
• Focus on team maters
• Consensus
• Updatable

© Học viện Agile | www.hocvienagile.com
Which method?

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Scrum • Pros
• Is Agile
• Rythm
• Focus
• Motivation
• Cons
• Difficult to master
• Big Change mindset

© Học viện Agile | www.hocvienagile.com
Scrumban?
• Pros
• Easy to change
• Responsive
• Visualize
• Shorten cycle time
• Cons
• No rythm
• No plan

© Học viện Agile | www.hocvienagile.com
Value Stream Map
• TDD/BDD/ATDD
• Build Quality In
• 7Wastes

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Definition of Done
• Enterprise Standard
• Team capability
• Incremental
• “Done” is deliverable

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Sprint length
• Product’s adaptation need
• Team maturity
• Members’ feeling
• Cost for management

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When ceremonies?
• Company Meeting Agenda
• Best value for client
• Team member feelings

© Học viện Agile | www.hocvienagile.com
Common pitfalls
• Wrong method
• Does not invest enough
• Does not train team member
• DoingAgile, not being Agile

© Học viện Agile | www.hocvienagile.com
Who?

• Know product vision
• Organize Product Backlog
• Clarify Product Backlog Iteam
to Development Team
• Monitor product progress

• People person
• Supportive
• Software Development
knowledge
• Agile Leader

Common pitfalls
• ScrumMaster & PO are the same
person
• PO is not empowered
• ScrumMaster is too busy
• ScrumMaster is not a leader
• Group work, not team work
• illusion of competence

© Học viện Agile | www.hocvienagile.com
Dancing with your team
Your team does not work
immediately after the formation

© Học viện Agile | www.hocvienagile.com
Right focus
Tuckman’sTeam & Group Development Model

© Học viện Agile | www.hocvienagile.com
Rigth focus
• Applicable Defined Process
• Balance coaching team & individual

Change
management
CREATE
sense of
Urgency
BUILD guiding
coalition
FORM
Strategic
vision &
initiatives
ENLIST
Volunteer
Army
ENABLE
Action by
removing
barriers
GENERATE
Short Term
wins
SUSTAIN
Acceleration
INSTITUTE
Change
Kotter

Common pitfall• ScrumMaster does not
do
his/her job
• ScrumMaster does not
manage change

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Go further
Enterprise
Studio
Project
Pilot

This document discusses DevOps and its benefits for businesses. DevOps aims to break down silos between development and operations teams through collaboration, automation, and shared goals. It emphasizes frequent delivery of new features and fixes to improve productivity, quality, and efficiency. While adopting all DevOps practices at once may be challenging, the document recommends starting with the mindset and process changes before selecting tools. Metrics show DevOps can increase deployment frequency and reduce recovery times from issues. Overall, DevOps is presented as a way to streamline software delivery and better support business needs.

Scrum scaling chandan

Chandan Patary

This document discusses challenges with product development in distributed scrum environments. It outlines issues with scaling processes when cooking for a family versus a large celebration. It also discusses the importance of organizational climate, identifying smells in products, processes and people. Steps taken to address these issues included applying a 4P lean transformation model, empowering teams, using dashboards to increase visibility, gamifying work, collaborating across teams, and focusing on customer and product requirements. Key lessons included having knowledgeable product managers, customer visits, centralized tools, cross-team travel, problem-solving skills, daily stand-ups to remove impediments, and celebrating successes.

Scaled Agile OCM Lightning Talk

Joe Vallone

This document discusses applying Kotter's 8-step model of organizational change to adopting the Scaled Agile Framework (SAFe) at an organization. The 8 steps are: 1) Increase urgency, 2) Create a guiding coalition, 3) Develop a change vision, 4) Communicate the vision, 5) Empower others to act, 6) Produce short-term wins, 7) Don't let up, 8) Make it stick. For each step, examples are provided of how the model was applied to a SAFe adoption at American Airlines, such as gaining executive buy-in, running adoption as an agile team, and creating visible metrics and successes.

Agile Management with ITPP

Smidigkonferansen

This document discusses the ITPP certification program in agile management. ITPP combines principles from PRINCE2 and Agile Contracting and Execution (ACE). ITPP trains professionals in agile practices like value-based prioritization, iterative delivery, and benefits tracking from the customer's perspective. Since launching in 2012, over 250 people have earned the ITPP certification in Norway. An online English version was released in 2015.

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Paskutinius trejus metus Diana Gold sėkmingai taiko Agile metodikas transformuojant sudėtingus verslo procesus Telia įmonėje. Vykdomas SAP diegimo projektas susilaukė įvertinimo iš SAP kompanijos kaip vienas geriausiai valdomų pagal SAP Activate Agile metodiką. Po šios patirties, Diana įsitikinusi, kad su tinkamu pasiruošimu net ir kompleksiški IT projektai geriau valdomi taikant Agile metodus.

Lean/Agile/DevOps 2016 part 1

Diego Pacheco

This document is an agenda for a DevOps/Lean/Agile 2016 talk by Diego Pacheco. The agenda covers topics such as Waterfall vs Agile, the Agile Manifesto, eXtreme Programming (XP), Scrum, Lean principles and wastes, Kanban, management 3.0, Agile coaching, scaling frameworks like Spotify, and DevOps. Pacheco intends to discuss concepts, practices, and methods for each topic area, as well as user stories, change patterns, testing, technical practices, metrics, system thinking tools, retrospective practices, the Agile product owner role, A/B testing, data science, and creating an Agile organization.

Please join us on Wednesday January 27 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes several techniques that can be used to produce a lasting and productive adoption of the Scaled Agile Framework. The Scaled Agile Framework (SAFe) is a powerful and popular framework for implementing agile at large scale across the enterprise. However many organizations see their implementation of SAFe stall and even backfire since the adoption is mandated from its organizational leaders, instead of engaged teams participating and choosing their SAFe. In this talk we will examine some dangerous implementation anti-patterns as well as healthier alternatives. You will learn some concrete techniques that help live up to the Lean/SAFe principles of respecting and engaging people. We will discuss field-proven ideas such as pull-based crossing the chasm approach to implementation, use of open space as part of the different SAFe ceremonies, and how Open Space Agility can combine with SAFe.

Євген Лабунський: Agile in Enterprise. How do we do it

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The document discusses how to implement agile practices in an enterprise setting. It describes using a combination of Scrum, XP techniques, lean practices, and traditional project management adapted to the enterprise context called "Adaptive". Key aspects include architectural planning, risk management, integration testing, continuous delivery, and working with complex requirements and stakeholder needs across multiple releases. The goal is to deliver working software in short iterations while managing the increased complexity of enterprise projects.

Deconstructing the scaled agile framework

Angela Dugan

Delivered at the QAI Quest conference as a 90 minute workshop - With so many software delivery process frameworks and methodologies out there, it’s hard to know where to begin. And just when the industry seems to be warming up to agile, here comes SCALED agile with frameworks like SAFe, LESS, and a host of others. Should we all just be SAFe? But then maybe SAFe is just a glorified waterfall process for companies that “can’t handle real Agile”. SAFe, the Scaled Agile Framework, leverages the best of several well-established frameworks, including Lean, Kanban, and scrum. While SAFe is certainly intended for large, enterprise organizations delivering extremely complex and interdependent systems, many SAFe principles and practices can be used to improve much smaller teams. Join Angela in this workshop to gain a better understanding of the SAFe, and how teams can adopt SAFe principles and practices to improve the development, testing, and delivery of products.

The Art of SAFe ART/VS Design - Agile Boston Meetup - Feb 2016

How to map SAFe Agile Release Trains and Value Streams to your organization Please join us on Wednesday February 24 in Burlington MA starting at 6:30 pm as senior enterprise agility coach Yuval Yeret describes how to map SAFe Agile Release Trains and Value Stream to your organization. In this interactive session we will focus on an exciting aspect of the process of implementing a scaled agile approach. How to build those "Teams of Teams" that Scaled Agile approaches such as SAFe(tm) talk about. We will quickly review the purpose of the Agile Release Train and Value Stream constructs, understand ART/VS design considerations, and then work on a couple of case studies/exercises to see what the ART/VS design should look like. NOTE: Yuval will bring some of his interesting case studies. AND If you are thinking about implementing a scaled agile approach yourself and trying to figure out ART/VS design, we would love to do a live case study in the session. You will get free expert consulting as well as the wisdom of the crowds to give you some potentially useful ideas!

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The document discusses the role of a quality coach in an agile team. It describes how the quality coach plays a central role in leading the team on quality and shares responsibility for project success through quality advocacy and issue resolution. The document also outlines the coach's experiences with different approaches to quality and testing in various organizations, concluding that hiring a QA professional willing to work in an agile environment and giving them a leadership position leads to the best outcomes.

Goodbye scope anxiety hello agility: Kanban implementation case study at amdocs

The main problem we were asked to help solve was scope instability: for years, the organization had been fighting to receive the entire scope upfront and, as time passed, this became less and less possible. Our customers’ (Telecommunication Service Providers) business required better responsiveness and flexibility. In the session we will describe our approach for the implementation: evolution. How we helped the managers to evolve and in parallel evolved our coaching practices. The session will show many examples of successful attempts at evolving and also of failures (which provide great opportunities for learning). The session should be a good kick-starter for lean agile implementation.

Doing #noProjects in Large Organizations (Codemotion 2015)

Unai Roldán

Doing PRODUCTs in Large Organizations - Empower people: Create stable teams - Focus on value: Organizing around value - Flow, …flow faster!: Product development flow Habitualmente dentro del mundo Agile se identifican las "corrientes" de #noEstimates o #noProject como tendencias a futuro y que en algunos casos parecen irrealizables, sobre todo en grandes organizaciones. En la mayoría de las transformaciones en las que trabajamos a día de hoy, ya sea a nivel nacional o a mundial, venimos aplicando #noProjects dentro nuestros procesos de transformación. La ponencia consistiría en compartir experiencias y lecciones aprendidas cuando hemos trabajado para eliminar los proyectos en grandes empresas, poniendo el foco en las personas en lugar de los proyectos, y permitiendo tener equipos estables que crecen día a día gracias a este enfoque. Aunque pueda parecer un concepto muy teórico, #noProject puede ser una realidad si se crean los mecanismos necesarios dentro de las compañías y se dota a los equipos de herramientas para ser productivos y predecibles a largo plazo. Unai Roldán UST Global

A Perspective on Agile Methodologies

This document is a presentation by Alexandre Cuva on agile methodologies. It discusses how agile is growing in Switzerland based on survey data. It also covers agile transitions in companies and why companies work collaboratively. Additionally, it discusses values emerging from self-organized teams, innovation rooms, and ensuring company values align with employee values to increase happiness. The presentation provides Cuva's perspective on adopting agile methods.

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Amdocs Case Study: Massive Kanban Implementation (LKNA14)

Prepared and presented by Keren Yahalom and Yaki Koren at LKNA14 The goals set before us a year and half ago were to stop saying “no” to customers for late or changed scope, while helping them achieve time to value. We have gone through a successful revolutionary change of the way we manage our projects a few years earlier (CCPM), and we felt that the organization cannot handle another revolution. Still, Our customers’ (Telecommunication Service Providers) business required better responsiveness and flexibility, reduce risks and a much faster time to market. Our hundreds to thousands person months complex mission critical projects span up to 70 groups of experts handling products that are tightly integrated over a timeline of a few months, and we had to maintain, if not improve, our quality, while reaching a sustainable development process. The challenge was huge. In this session we will describe how we pulled it off again, in a completely different implementation approach – evolutionary, pull based. We implemented in different types of projects (huge business transformations, on going releases with existing customers), different scales (from 10 to 150 Person Years projects), different personas (the leaders, the laggers) and in a different manner (adapting the implementation to the specifics of our internal customers). We will describe what it takes to make it work, and what obstacles we faced. we will share actual boards and reports helping the audience experience the scale, the challenge, the journey. We will also share the story of the implementation in our first project – a mega project servicing a giant North American telecommunication service provider

Succeed using lean agile

Christophe Achouiantz

The document discusses how lean/agile techniques can help organizations deliver more value to customers earlier. It advocates breaking down work into a minimum viable product (MVP) and increments to get early feedback. Organizations are advised to visualize their workflow to identify bottlenecks and limit work-in-progress to improve efficiency. The key messages are that delivering the right thing through iterative development and feedback, while improving workflow efficiency, enables organizations to better satisfy customer needs in a timely manner.

Common challenges in adopting Agile: IIBA Northampton event 23rd August 2011

IIBA UK Chapter

This document discusses common challenges in adopting agile practices. It begins with an overview of traditional waterfall development versus agile development. Some key challenges discussed include focusing too much on processes rather than individuals, misunderstanding that agile is not about going faster but delivering value continuously, and the difficulty of reorganizing into cross-functional teams. The document emphasizes that agile relies heavily on teamwork, motivation, and new skills that take time to develop. Adopting agile also may require changes across the entire organization.

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Bestoutcome Agile crouch touch pause engage scrum

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This document provides an overview of how to implement Scrum in a business. It discusses determining if Scrum is the right approach, building the proper Scrum team with roles like the Product Owner and Scrum Master, getting prepared with requirements and tools, and starting the process with sprints and iterations. Common pitfalls of Scrum implementations are also addressed, such as mixing roles or having outsourced teams, and how consultants can help with training, tools, and integrating Scrum into existing processes.

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1. Choose an incremental approach to adapt Agile in your organization starting with a pilot project team. 2. Select Scrum as your Agile framework for the team since it provides structure through rituals like sprints while still being flexible, but be aware it requires a change in mindset. 3. Choose a Product Owner who understands the product vision and can organize requirements, a Scrum Master who is a supportive leader, and cross-functional team members who are committed to working together. Address any team development issues and change management needs to help the team succeed.

An Agile Journey in Healthcare

alstonehodge

This document summarizes an organizational assessment of agile practices at a healthcare company conducted by an agile coach. The assessment found that while over half of projects claimed to use Scrum, very few teams actually followed Scrum principles. Many teams exhibited "anti-Scrum" patterns like running multiple concurrent projects in a sprint. The root causes identified included viewing agile as an IT initiative rather than company-wide, accelerated offshore utilization reducing business partnership, and an "Agile Deficit Disorder" where teams lacked discipline. The coach proposed fixes like updated training, promoting coaching, educating leadership, and addressing collaboration issues. The key lesson was that true adoption requires involving the business from the start.

INNOVATION ROOTS | Webinar | Choose Your Wow | Scott Ambler

Innovation Roots

The document discusses how agile software development teams can optimize their way of working (WoW). It describes guided continuous improvement as an approach where teams identify improvements, experiment with changes to their WoW, assess the effectiveness of changes, and share learnings. The document outlines different lifecycles and strategies teams can choose from to tailor their WoW, including agile, lean, and continuous delivery options. It emphasizes that context is important and teams should select practices that work best for their unique situation.

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agilemaine

The document provides an introduction to Agile concepts. It discusses that Agile is a mindset and set of principles that values individuals, collaboration, working software, and responding to change. The document outlines the history and values of Agile, compares it to traditional "waterfall" approaches, dispels common myths, and provides tips for being Agile-minded such as breaking work into bitesize pieces and continuously improving.

Useful stepping stones in growth towards Agile testing door Kees Blokland.

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Five Steps to a More Agile Organization

LitheSpeed

This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.

Lean Kanban India 2018 | A Design Thinking Approach towards Business Agility...

LeanKanbanIndia

Session Title: A Design Thinking Approach towards Business Agility with The Kanban Method Session Overview: In this talk, we go through the journey of an organization towards Business Agility. Wikipedia defines Business Agility as the distinct qualities that allow organisations to respond rapidly to changes in the internal and external environment without losing momentum or vision. Adaptability, flexibility and balance are three qualities essential to long-term business agility. This talk is not about a specific Agile method. We will explain how we took a Design Thinking approach to create a Transformation roadmap that will help the organization move towards Business Agility. We will share a measurement framework that we put in place to help teams continuously evolve. We will end this session with a quick comparison of this approach versus the STATIK approach and how they complement each other. Learning objectives Understand the approach on how to create a Transformation roadmap - what "key" elements to follow How to continuously Inspect and Adapt? Define a simple/easy measurement framework to assist in this journey.

Agile and Product Management Presentation by Pamela Schure

PMIUKChapter

This document discusses techniques for successful product management and agile projects. It introduces impact mapping, design thinking, scaled agile frameworks, and focusing on customer behavior as techniques. Impact mapping links goals to outcomes and builds using a collaborative approach. Design thinking emphasizes discussing needs with users to develop ideas. Scaled agile has product managers work within teams to prioritize work. All techniques rely on a deep understanding of customer needs and behavior. The presentation provides an overview of these product management techniques.

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Quality Circles (a.k.a. QCCs)

[Note: This is a partial preview. To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] Successful organizations leverage on total employee participation to achieve high quality standards in order to satisfy their customers. As part of the TQM movement, Quality Circles (also popularly known as Quality Control Circles) or Small Group Activities consist of a small group of employees from the same workplace who voluntarily meet on a regular basis to identify, investigate, analyze and solve work-related problems so as to contribute to the improvement of the employees, workgroup and the organization. The benefits of Quality Circle activities include improved employee morale, reduced absenteeism and staff turnover, improved teamwork and communication, increased productivity, and last but not least improved quality of products and services. This presentation teaches the philosophy and concept of Quality Circles, defines the objectives, benefits and the modus operandi of Quality Circles. It also describes the organizational structure, roles and responsibilities and provides practical tips for managing Quality Circles. The Quality Circles framework is applicable to other Small-Group Activities such as Kaizen Circles, 5S, TPM, Suggestion System, etc. LEARNING OBJECTIVES 1. Understand the philosophy and concept of Quality Circles 2. Define the objectives, benefits and the method of Quality Circles operation 3. Describe the organizational structure and roles and responsibilities of Quality Circles 4. Gain practical tips for managing Quality Circles and define the key success factors CONTENTS 1. Background and Introduction 2. Quality Circles 3. Practical Tips for Managing Quality Circles 4. Overview of PDCA Cycle and QC Tools 5. A Case Study on QC Problem Solving 6. Key Factors for Quality Circle Success 7. Questions for Discussion To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations

Lean agile leadership - meetup september 2019

Hussam Ahmad

The document discusses challenges with adopting lean agile transformations, including not fitting the company culture, micromanagement, late problem discovery, overloaded employees, and technical debt. It advocates for delivering work iteratively in small increments to provide continuous value to customers. Key aspects of the proposed approach include using cross-functional teams to fully develop requirements before handoff, building in quality, and transparency through visualization. The document outlines analyzing the current situation, setting goals, creating a step-by-step plan, taking steps and evaluating, and repeating to drive change through motivation and communication.

How smooth is your agile ride

Anu Khendry,ACC,SAFe Aglst, PMI-ACP,CSPO,PMP

This document discusses how to assess an organization's adoption of Agile practices using a rating system. It describes 8 key Agile characteristics: iterative value delivery, breakdown and prioritization, continuous customer interaction, quality focus, self-organized teams, transparent status tracking, extreme automation, and organizational agility. The reader is prompted to rate their project/organization on each characteristic in order to identify strengths and areas for improvement in their "Agile ride". Making improvements across these dimensions can help make an organization's Agile adoption more effective.

Why becoming agile is hard, but worth it

Camilla Lichti M. Gonzalez

Costs, expenses and complications are the words most often associated with IT on companies. Actually, IT adds a lot of value to the organization. A more organized company becomes more competitive, returning higher profits and getting better structured. Companies that become agile can introduce products to market more quickly and with a higher level of customer satisfaction. The required changes to obtain all the rewards that being agile bring are hard to reach. It demands a lot not only from developers, but also from the rest of the company.

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Coach using facilitation

The document discusses using facilitation techniques to coach teams. It defines facilitation as guiding a group to achieve a common goal through sharing ideas and expertise. A facilitator focuses on the meeting process rather than content. Coaching helps teams improve through thought-provoking steps, while facilitation makes problem-solving and growth easier. When facilitating, the coach prepares the purpose, participants, probable issues and process, and ensures the session starts by informing, exciting, empowering and involving participants.

Being agile with your outsourcing partner

How to release every week? Case study of Continuous Integration from VNDirect

The document outlines an approach for releasing software weekly despite working with a legacy system. It recommends fully covering tests, adding features incrementally, and avoiding big bang deployments. Current statistics show 70% unit test coverage, 1500 acceptance tests, resolving technical debt within 5 days, and no critical issues. Challenges include difficulty testing legacy code, conflicts with vendors, and coordination issues with pairing and mob programming.

[XP Day Vietnam 2015] What makes software flexible

[XP Day Vietnam 2015] XP is not windows XP

This document discusses eXtreme Programming (XP), an agile software development framework. It provides definitions and explanations of key XP practices, principles, and values. The main points are: - XP focuses on practices like pair programming, testing, code reviews, and frequent integration that are taken "to the extreme." - The core values of XP center on individuals, interactions, working software, customer collaboration, and responding to change. - Key practices include sit together pairing, testing, informative workspaces, user stories, test-driven development, and more. - Principles guide the framework and include ideas like baby steps, mutual benefit, flow, reflection, and redundancy.

Agile adoption for Higher Education & Training Center in companies

Phát triển hướng hành vi - Behavior Driven Development - BDD

Động viên từng sinh viên với học tập đảo ngược

A path to transform into agile in vietnamese culture

Học tập đảo ngược

Code retreat agile tour 2013

Code Retreat is an event where programmers practice coding skills together through deliberate practice techniques like test-driven development. An example practice problem is the Fizz Buzz Kata, where programmers write a program that outputs "Fizz" for numbers divisible by 3, "Buzz" for numbers divisible by 5, "FizzBuzz" for numbers divisible by 3 and 5, and the number itself for all other inputs. Practicing in pairs allows programmers to only focus on coding fundamentals while a partner watches for errors.

Bad smells in code