Антон Семенченко, опыт в IT более 10 лет, работает в компании ISSoft, специализируется в разработке и автоматизированном тестировании ПО плюс менеджмент\продажи. C++ Architect, Automation Practice Lead, PM, Group Manager «Agile ValueTeam, учимся понимать Scrum». IT секция. Agile отделение. Для всех уровней подготовки. «Как эффективно продавать Automation Service». IT секция. Продажи. «Как эффективно организовать Автоматизацию, если у вас недостаточно времени, ресурсов и денег». Development секция. Отделение тестирования.

1. An Interactive Presentation Lead by
Ahmed Sidky, Ph.D.
(aka Doctor Agile)
When Product Owners
Are Challenged, Try
Value Teams
International
Consortium for Agile
Twi%er:
@asidky

2. 15
YEARS
on
the
PMI-­‐ACP
Steering
commi3ee
Ph.D.
in
Agile
Transforma;on
and
Agility
Assessment
years
of
experience
in
so@ware
development,
management
and
delivery
Co-­‐founded
Co-­‐authored
Consulted,
trained
or
coached
with
people
and
teams
from
…
Program
Chair

3. QUICKLY
ALIGN ON
SOME BASICS
International
Consortium for Agile

4. A
mindset
is
the
established
set
of
atudes
held
by
someone
• Welcome Change
• Failing Early
• Build and Feedback loops
• Continuous Delivery
• Value-Driven Development
• Small value-add slices
• Learn through Discovery
• Continuous Improvement
Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces

5. Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Individuals
and
interacNons
over
processes
and
tools
Working
soDware
over
comprehensive
documentaNon
Customer
collaboraNon
over
contract
negoNaNon
Responding
to
change
over
following
a
plan
A
Value
is
an
established
ideal
that
the
members
of
a
given
society
regard
as
desirable

6. Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
1. Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software.
2. Welcome changing requirements, even late in development.Agile processes harness change
for the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.The sponsors, developers, and users
should be able to maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly.

7. Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Product
visioning
Project
chartering
Affinity
(relaNve)
esNmaNon
Size-­‐based
(point)
esNmaNon
Planning
poker
Group
esNmaNon
Value-­‐based
documentaNon
PrioriNzed
product
backlog
User
stories
Progressive
elaboraNon
Personas
Story
maps
/
MMF
Story
slicing
Acceptance
tests
as
requirements
Short
iteraNons
WIP
Limits
Early
and
frequent
releases
Roadmapping
Velocity-­‐based
planning
and
commitment
IteraNon
planning
/
IteraNon
backlog
Release
planning
/
Release
backlog
Time
boxed
iteraNons
AdapNve
(mulN-­‐level)
planning
Risk
backlog
Team
structure
of
VT
/
DT
Pull-­‐based
systems
Slack
Sustainable
pace
Frequent
face-­‐to-­‐face
Team
chartering
Cross-­‐silo
collaboraNve
teams
Self-­‐organizing
teams
Cross-­‐funcNonal
teams
Servant
leadership
Task
volunteering
Generalizing
specialist
Tracking
progress
via
velocity
Burn-­‐up/burn-­‐down
charts
Refactoring
Automated
unit
tests
Coding
standards
Incremental/evoluNonary
design
Automated
builds
Ten-­‐minute
build
Monitoring
technical
debt
Version
control
ConfiguraNon
management
Test
driven
development
Pair
programming
Spike
soluNons
ConNnuous
integraNon
Incremental
deployment
Simple
design
End-­‐of-­‐iteraNon
hands-­‐on
UAT
Automated
funcNonal
tests
Automated
developer
tests
(unit
tests)
Exploratory
tesNng
SoDware
metrics

8. Agile
is
a
mindset
Established
through
4
values
[that
in
the
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Scrum
eXtreme
Programming
Your
own
Agile
process

9. Agile
is
a
mindset
Established
through
4
values
[that
in
soDware
world
is]
Grounded
by
12
principles,
Manifested
through
many
many
different
pracNces
Scrum
eXtreme
Programming
Your
own
Agile
process

10. Doing
Agile
Learning
the
pracNces
and
applying
them
without
know
the
mindset
and
principles
to
know
when
to
tailor
and
how
to
select
the
appropriate
pracNces
Being
Agile
Internalizing
the
Mindset,
values,
and
principles
then
applying
the
right
pracNces
and
tailoring
them
to
different
situaNons
as
they
arise
Agile
as
a
Process
and
PracNces
Agile
as
a
Mindset
and
Culture

11. We need agility to avoid …

12. Delivering
Wrong
Product or System
the
!

13. to
How
do
we
discover
what
build
?

14. Knowledge Work, Innovation and Rework 1

15. The Essence of Knowledge
Work
“IKIWISI”I’ll
Know
It
When
I
See
It
Experience
X

16. International
Consortium for Agile
Tradi;onal
Mindset
approach
to
delivery
(Assembly
Line)
Agile
Mindset
approach
to
delivery
(Knowledge
Work)
Must
“nail
down”
the
output
in
order
to
start
delivery
(Liner
Thinking)
Discover
and
learn
through
valuable
output
and
welcoming
change
(Circular
Thinking
–
IKIWISI)

17. Team Structure is critical for
Collaborative Interaction
Constant Inspect and Adapt

18. Developers
Analysts
Testers
Project
Managers
How organizations were setup “pre-agile”
IT
Coordinate
the
delivery
team
Pull
in
support,
moNvate
team,
block
interrupts.
Visibility
to
execuNve
sponsorship
Strategies
to
avoid
get
out
of
trouble
Affected
Stakeholders
Domain
Experts
Users
/
Customers
Governance

19. Project
Managers
IT
Coordinate
the
delivery
team
Pull
in
support,
moNvate
team,
block
interrupts.
Visibility
to
execuNve
sponsorship
Strategies
to
avoid
get
out
of
trouble
Developers
Analysts
Testers
How Projects looked “pre-agile”
The Matrix
Affected
Stakeholders
Domain
Experts
Users
/
Customers
Governance

20. How Projects look “post-Agile”
The Scrum Team
IT
The
Scrum
Team
Scrum
Master
Developers
Analysts
Testers
Key:
Affected
Stakeholders
Domain
Experts
Users
/
Customers
Governance

21. Legal
MarkeNng
Assurance
How Projects look “post-Agile”
The Scrum Team
IT
Business
The
Scrum
Team
Scrum
Master
Developers
Analysts
Testers
Key:
The
Scrum
Master’s
Service
to
the
Development
Team
• Coaching
the
Development
Team
in
self-­‐organizaNon
and
cross-­‐
funcNonality;
• Helping
the
Development
Team
to
create
high-­‐value
products;
• Removing
impediments
to
the
Development
Team’s
progress;
• FacilitaNng
Scrum
events
as
requested
or
needed;
and,
• Coaching
the
Development
Team
in
organizaNonal
environments
in
which
Scrum
is
not
yet
fully
adopted
and
understood.
The Scrum Master
July
2013
Scrum
Guide
–
Page
6

22. Legal
MarkeNng
Assurance
How Projects look “post-Agile”
The Scrum Team
IT
Business
The
Scrum
Team
Scrum
Master
Developers
Analysts
Testers
Key:
• Coach
team
and
individuals
• Facilitate
pracNces
and
events
• Help
the
team
progress
The Scrum Master
Process Authority
Content Neutral

23. How Projects look “post-Agile”
The Scrum Team
IT
Affected
Stakeholders
The
Scrum
Team
Scrum
Master
Developers
Analysts
Testers
Key:
Domain
Experts
Users
/
Customers
Governance

24. How Projects look “post-Agile”
The Scrum Team
IT
The
Scrum
Team
ScrumMaster
Developers
Analysts
Testers
Product
Owner
?
Affected
Stakeholders
Domain
Experts
Users
/
Customers
Governance

25. Key:
Legal
MarkeNng
Assurance
How Projects look “post-Agile”
The Scrum Team
IT
Business
The
Scrum
Team
ScrumMaster
Developers
Analysts
Testers
Product
Owner
?
The
Product
Owner
is
the
sole
person
responsible
for
managing
the
Product
Backlog.
Product
Backlog
management
includes:
• Clearly
expressing
Product
Backlog
items;
• Ordering
the
items
in
the
Product
Backlog
to
best
achieve
goals
and
missions;
• OpNmizing
the
value
of
the
work
the
Development
Team
performs;
• Ensuring
that
the
Product
Backlog
is
visible,
transparent,
and
clear
to
all,
and
shows
what
the
Scrum
Team
will
work
on
next;
and,
• Ensuring
the
Development
Team
understands
items
in
the
Product
Backlog
to
the
level
needed.
The
Product
Owner
is
one
person,
not
a
commi3ee.
The
Product
Owner
may
represent
the
desires
of
a
commi%ee
in
the
Product
Backlog,
but
those
wanNng
to
change
a
Product
Backlog
item’s
priority
must
address
the
Product
Owner.
The Product Owner
July
2013
Scrum
Guide
–
Page
5

26. The Motivation behind the Value Team
IT
Affected
Stakeholders
The
Scrum
Team
ScrumMaster
Developers
Analysts
Testers
Product
Owner
Key:
Key:
The
Value
Team
Domain
Experts
Governance
Users
/
Customers

27. Introducing ….the Value Team
The
Value
Team:
A
team
that
has
everyone
and
everything
they
need
to
idenNfy,
prioriNze
and
slice
business
value
increments,
and
to
make
decisions
about
funcNonality
and
prepare
the
informaNon
needed
by
the
delivery
team(s)
to
delivery
a
feature/story.
Valuable
Usable
Feasible
?
?
?
?
?
?
?
?
?
?

28. Value
Team
Facilitator
(Content
Neutral)
Project
Manager
Delivery
Team
Facilitator
(Not
Content
Neutral)
Business
Stakeholders
User
Experience
User
Acceptance
Test
Independent
VerificaNon
and
ValidaNon
(IVV)
Governance
Introducing ….the Value Team
One Possible Configuration
Business
Analyst(s)

29. Value
Team
Facilitator
Project
Manager
Delivery
Team
Facilitator
Business
Stakeholders
User
Experience
Business
Analyst(s)
User
Acceptance
Test
Independent
VerificaNon
and
ValidaNon
(IVV)
Governance
Introducing ….the Value Team
The
Value
Team
Facilitator
(VTF)
is
responsible
for
engaging
all
the
necessary
stakeholders
and
users
of
the
system
to
idenNfy
what
needs
to
be
built
and
discuss/
negoNate
that
with
the
delivery
team.
The
VTF
focuses
their
Nme
on:
• Defining
and
refining
the
Product
Backlog
• Preparing
for
and
facilitates
Release
Planning
MeeNng
• PrioriNzing
backlogs
(e.g.
content
of
next
iteraNon)
• FacilitaNng
mulNple
opinions
and
relays
one
voice
to
the
Delivery
Team
• Delivering
and
Measuring
business
value
from
the
project
• Ensuring
the
Value
Management
Team
is
funcNonal
and
producNve
• FacilitaNng
the
gathering
of
feedback
during
the
IteraNon
Review
• FacilitaNng
mulNple
sessions
with
the
Value
Team
to
• IdenNfy
Stakeholder
Needs
• Establish
Product
Vision
• Resolve
ConflicNng
requirements
• Define
Product
Roadmap
• Determine
Features
Needs
• PrioriNze
Feature
Delivery
• Decompose
Features
by
Value
The Value Team Facilitator

30. Value
Team
Facilitator
Project
Manager
Delivery
Team
Facilitator
Business
Stakeholders
User
Experience
Business
Analyst(s)
User
Acceptance
Test
Independent
VerificaNon
and
ValidaNon
(IVV)
Governance
Introducing ….the Value Team
One Possible Configuration
The
Project
Manager
is
primarily
focused
on
the
project
(not
the
Value
Team
or
Delivery
Team).
Project
Managers
need
to:
• Provide
upper-­‐management
with
the
visibility
and
informaNon
needed
for
decision
making.
• Manage
project
budget
and
resources
• Manage
and
communicaNon
expectaNon
with
external
enNNes/teams
• Dependency
management
• CreaNng,
managing,
updaNng
and
communicaNng
the
plan
• Help
in
establishing
the
teams
• Manage
risks
• Manage
vendors
and
contracts
The Project Manager

31. Value
Team
Facilitator
(Content
Neutral)
Project
Manager
Delivery
Team
Facilitator
(Not
Content
Neutral)
Business
Stakeholders
User
Experience
User
Acceptance
Test
Independent
VerificaNon
and
ValidaNon
(IVV)
Governance
One Possible Configuration
Business
Analyst(s)
Introducing ….the Value Team

32. Value
Team
Facilitator
(Content
Neutral)
Project
Manager
Delivery
Team
Facilitator
(Not
Content
Neutral)
Business
Stakeholders
User
Experience
Business
Analyst(s)
User
Acceptance
Test
Independent
VerificaNon
and
ValidaNon
(IVV)
Governance
Introducing ….the Value Team
One Possible Configuration

33. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Developers
Re-introducing ….the Delivery Team
Team
Lead
Generalizing
Specialist(s)
Business
Analysts
Testers
The
Delivery
Team:
has
everything
and
everyone
they
need
to
deliver
a
working
piece
of
tested,
documented,
deployable
soDware.

34. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Developers
Re-introducing ….the Delivery Team
Team
Lead
Generalizing
Specialist(s)
Business
Analysts
Testers
The
Delivery
Team
Facilitator
(DTF)
is
responsible
for
engaging
all
the
members
of
the
delivery
team
to
idenNfy
the
best
way
to
deliver
value
to
the
customer
with
the
highest
quality.
The
DTF
focuses
their
Nme
on:
• EducaNng
and
protecNng
the
adopNon
of
Agile
pracNces
and
processes
• Support
the
team
and
clearing
impediments
• FacilitaNng
criNcal
team
work
sessions
and
agile
team
pracNces
• Helping
the
team
radiate
progress
and
informaNon
• Ensures
the
delivery
team
is
funcNonal
• Facilitates
Follows-­‐up
on
Improvements
The Delivery Team Facilitator

35. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Developers
Re-introducing ….the Delivery Team
Team
Lead
Generalizing
Specialist(s)
Business
Analysts
Testers
The
Tech
lead
helps
the
team
with
the
day-­‐to-­‐day
technical
responsibiliNes
of
the
team
and
provides
technical
mentorship
to
the
team.
Most
of
the
tech
lead’s
day
could
be
spent
on
Shepherding
technical
excellence
and
providing
technical
guidance
Monitor
Technical
Debt
Answering
technical
quesNons
Ensure
Technical
CollaboraNon
Facilitate
Pairing
CoordinaNng
Reviews
The Tech Lead

36. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Developers
Re-introducing ….the Delivery Team
Team
Lead
Generalizing
Specialist(s)
Business
Analysts
Testers

37. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Facilitation is the art of leading people through
processes toward agreed-upon outcomes in a
manner that encourages participation, ownership
and creativity from all involved.
- The Grove Consultants International
Facilitation is Critical in Agile
Teams

38. Value
Team
Facilitator
(Not
Content
Neutral)
Delivery
Team
Facilitator
(Content
Neutral)
Effective facilitation skills are critical to help
the team have effective collaboration meetings
An agile team facilitator : facilitates by creating
a “container” for the team to create the
“content”.
Facilitation is Critical in Agile
Teams

39. Value
Team
Facilitator
Delivery
Team
Facilitator

40. LEARNING
ABOUT
AGILE
International
Consortium for Agile

41. Coaching
and
FacilitaNon
Leadership
Value
Management
and
BA
Learning
ObjecNves
Learning
ObjecNves
Learning
ObjecNves
The Agile Mindset to Disciplines
inside Software Development
International
Consortium for Agile

42. ICAgile Learning Roadmap
1. Intent
to
Learn
à
ICP
1a.
AcNvely
Acquiring
Knowledge
à
ICP+x
2.
Developed
Knowledge
into
Competency
à
ICE
3.
Maturing
Competency
into
Proficiency
à
ICM
Knowledge-­‐based
CerNficaNons
Competency-­‐based
CerNficaNons
International
Consortium for Agile

43. 9-­‐10
10-­‐11
11-­‐12
12-­‐1
1-­‐2
2-­‐3
3-­‐4
4-­‐5
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Day
10
Other
IteraNon
Planning
Stand-­‐up
Demo
RetrospecNve
Release
Planning
Education verses Training
Doing of Agile vs the Being of Agile
International
Consortium for Agile

44. 1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
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44
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73
74
75
76
77
78
79
80
22%
Of people’s time is consumed by “doing agile
practices” – what about the rest?
International
Consortium for Agile

45. Obtain
ICAgile
CerNfied
Professional
(ICP)
CerNficaNon
A%end
an
Accredited
ICAgile
Fundamentals
Course
by
any
of
our
Member
OrganizaNons
or
transfer
equivalent
cerNficaNons
(PMI-­‐ACP…
etc.)
Select
Discipline(s)
of
Study
Each
track
of
study
(discipline)
has
a
set
of
learning
objecNves
the
professional
must
cover
to
apply
for
the
ICAgile
CerNfied
Expert
cerNficaNon.
Obtain
all
ConNnuing
EducaNon
CerNficaNon
(CECs)
within
a
track
These
learning
objecNves
are
covered
by
compleNng
all
the
ConNnuing
EducaNon
CerNficaNons
(CECs)
defined
within
the
track.
There
are
typically
1-­‐3
CECs
per
track.
Instructors
will
assess
students
during
the
class
before
granNng
CECs.
Apply
and
PracNce
Develop
Competency
The
ICAgile
CerNfied
Expert
(ICE)
cerNficaNon
requires
a
demonstraNon
of
competency.
Make
sure
you
have
pracNced
the
things
you
have
learned
and
have
become
competent
in
those
skills
before
applying
for
the
ICE
1
2
3
Apply
for
ICAgile
CerNfied
Expert
(ICE)
CerNficaNon
4
5
Once
you
have
completed
all
the
learning
needed
for
a
track
and
developed
sufficient
competency
contact
ICAgile
to
apply
for
the
ICAgile
CerNfied
Expert
cerNficaNon.
3. The ICAgile Educational Journey for People

46. Certifications
CompletedStatus towards
Expert Level
Progress
within
Tracks
Learning
Objective
Completed Learning
Objective Not
Yet Completed
Selected
Learning
Tracks
International
Consortium for Agile

47. Stay
in
Touch
Dr.
Ahmed
Sidky
Twi%er:
@asidky
asidky@icagile.com
ahmed@sidkycg.com
www.icagile.com
Thank you
Questions?