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Practical steps to drive agile mindset
The document outlines practical steps to foster an agile mindset within teams, emphasizing the importance of setting a clear vision, detailed training in lean-agile methodologies, and redefining leadership roles to support self-organization. It discusses the necessity of shifting from individual to team-focused appraisals and implementing recognition processes that promote peer mentorship. The author, Sudipta Lahiri, advocates for a lean mindset that enhances visibility of work and encourages continuous improvement in processes.
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Practical steps to drive agile mindset
- 1. PRACTICAL STEPS TOWARDS AGILEMINDSET Sudipta Lahiri Head of Products and Engineering Digite Inc.
- 2. About Digité ■ PioneerinWeb-based Collaborative Products/ Solutions for Geographically Distributed Teams – Headquartered in Cupertino, CA ■ Products that cover Lean/ Kanban,Agile ALM, Project/ Portfolio Management 2
- 3. About myself – Headof Engineering and Products @ Digité – 3 decades in the industry, from Services to Sales to Engineering – Passionate about Lean-Agile – Speaker, Conference and Meetup Organizer – Kanban India 2020 3 Sudipta Lahiri (Sudi)
- 5. From Mindset… toCulture https://techcrunch.com/2014/04/12/culture-eats-strategy-for-breakfast/
- 6. 1. Set avision… and “SELL” the vision! World Class Engineering ■ Optimize for Speed ■ Is Awesome! ■ Automates Everything ■ Builds on “Clean”Arch ■ Is a “Kick-Ass”Team ■ Nurtures our place where we “craft” ■ Learns and Shares What’s in it for me? ■ Benefits to their career ■ Learning world-class technology and practices ■ Work-life balance Repeat Reinforce!
- 7. 2. Detailed trainingin Lean-Agile 2-day training program ■ Why Lean-Agile ■ Agile Manifesto, Principles ■ Lean Principles ■ Agile Requirements ■ AgileTracking and Monitoring ■ AgileTesting ■ DevOps; CI/CD ■ SCRUM ■ Kanban Explain what’s in it for them! ■ Get their buy-in ■ How life changes for them ■ What is expected from them? ■ What is expected from their managers?
- 8. 3. Story Owners ■FromTasks to Stories ■ Responsible for the full value stream till Deployment ■ Full visibility for their Stories ■ Responsible for Delivered Quality – All layers of Automation ■ Responsible of estimates – Not delivering to someone else’s estimate
- 9. 4. Re(define) theLead role ■ FromWork Planning andTaskAllocation to Technical Mentoring and Story Grooming ■ Discourage them from filling in for their people in the Stand-up – It gives confidence to the hands-on contributor ■ Do not defend or sell the hands-on contributor ■ Contribute themselves => Reduces politics ■ Encourages self-organizing – If Sprint Scope confidence <4, the team is encouraged to regroup and replan!
- 10. 5. Emphasis aLean mindset… ■ Making all work visible – Creation ofTickets to track non-SDLC tasks/work items – Release level activities, not directly linked to a User Story ■ FollowValue Stream strictly; UserWIP limits (not mature enough to go toVS level) – If you cannot work on something for whatever reason, BLOCK on Board!
- 11. 6. Agile Appraisals ■From Individual focused appraisals toTeam Contribution focused appraisals ■ Individuals can appraise for their assessment of their performance; organization’s rating is based on what you did demonstrably for the team ■ 3600 feedback – Use the F4P approach to get their feedback about us, anonymously
- 12. 7. Reward andrecognition process ■ Democratize the process – Use of Kudo Cards ■ Encourage peer group “Mentors” – During the Self Introspection and Appraisal process, we ask people who their peer group mentors are – Recognize those who standout in such a process – Let people see that peer level mentoring is officially appreciated and recognized
- 13. ■ Reach meat: – @sudiptal – slahiri@digite.com – lahiri.sudipta@gmail.com THANK YOU! 13 “Absorb what is useful, discard what is useless and add what is specifically your own” Bruce Lee Join us for Kanban India 2020