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Unlocking Agility.ppt
- 2. Objectives: 1. Cultivate the agile thinking from the early stages of the transformation. 2. Foster an agile mind-set. 3. Understand the meaning of the agile manifesto. 4. Facilitate team building. 5. Look closer for deeper, hidden or unexplored aspects and applications in daily work
- 3. Unlocking Agility Retrospective 1. Benefits of agility 2. Debunking the myth of agility 3. Back to basics – Agile Manifesto 4. The Agile Mind-set Game 5. Share insights from the game 6. Wrap-up
- 4. What you will need: 1. From 1 to 5 teams 2. Agile manifesto and principles cards for each team/pair 3. A timer/alarm clock/app 4. Post its (or several color papers) 5. Crayons, color pencils/markers 6. Blank poster (or flip chart blank page) per team 7. Projector and Speakers
- 5. Why do we need be Agile?
- 6. Ability to respond quickly to changing needs
- 8. Agility Allows us to cope with Change2 Benefits Better No Change Worse Unknown Ability to manage changing priorities 87% 3% 1% 9% Increased team productivity 85% 3% 1% 11% Improved project visibility 84% 3% 1% 12% Increased team morale/motivation 81% 5% 3% 11% Better delivery predictability 81% 6% 2% 11% Faster time to market 80% 7% 1% 13% Enhanced software quality 79% 6% 2% 14% Reduced project risk 78% 6% 1% 15% Improved business/IT alignment 77% 6% 1% 16% * 10th Annual State of Agile report by VersionOne Any other benefits to Agile?
- 9. But what does being agile mean? 9 TDD Pair programming SAFe
- 10. Tools, Techniques and Frameworks != Agile
- 11. Beware of frameworks and tools if you do not know what they were intended for A tool is just a tool
- 12. Do not fall into the trap of Cargo Cult-ing
- 13. Agile Software Development Drivers Tools Practices Principles Values Needs
- 14. Agile Software Development Manifesto … Uncovering better ways of developing software by doing it and helping others do it.
- 15. Agile Manifesto - Principles
- 16. Let’s play a game!!
- 17. How it Works 1. Break into groups 2. Pick up a retrospective pack and check for completeness • 1 “Values” page and 2 “Principles” pages with all 12 3. Match principles to values. Questions to guide you: (15min) • Examples of how you are already applying them? • How can we applying them on a daily basis? • What would our daily work look and feel like if we did all this? • What are the obstacles we have to overcome? 4. Create a poster to illustrate the matching. (15min) 5. Share your insights with other teams. (15min) Rules: Everyone needs to contribute to the poster in some form… (*Adapted from Carolina Gorosito)
- 18. The Curve Ball Present the team with an unexpected event that will change things up for example: • Reduce the amount of time to complete the poster • Swap team member out half way through the exercise
Editor's Notes
- All to often we find that teams question the value the process, tools and practices and I’ve found that it is because we do not pay enough attention to the needs values and principles that drive this. This retrospective works well for new teams, teams that are a bit wagile or long running teams that have fallen into the monotony that a consistent cadence might cause.
- The objectives of this retrospective are to…
- The retrospective has the following structure
- You will need the following items for the retrospective… Carolina Gorosito
- In the following 4 slides I try to explain the value and more importantly I try to highlight th why behind this transformation…. I start of by asking Why do you need to be agile and why should your worry about it at all? Why is this something we would you even want to do that? Is this not just another consulting buzzword or MBA organizational BS thing…
- The world has changed and access to innovation has become a lot easier. Globalisation and the democratisation of information allows innovation to diffuse at a much higher rate than in the past. This has created an environment were we need to be able to respond to the changing needs of our customers as quickly as they expect us to not as we can. We need to be flexible and adaptable to stay in the game and we need to be good at it if we want to lead the game.
- I found this video by Gerd Leonard that I think really sums this up quite nicely.
- So now we know that agility helps us to respond to change, and apart from the fact that if we do not become better at exploiting change that we will be left behind… what other benefits are their to being Agile.
- But what is agile? Is it scrum is it Kanban is it XP and if you implement them and follow them to a tee does that make you agile? Are we agile because we meet standing up… Have you seen recruiters do this? Recruiter: Do you have agile experience… Developer: I don’t know a little. Recruiter: Did you meet standing up in the mornings… Developer: Yes, at least twice a week Recruiter: Extensive agile experience, Check!
- NO… these are just tools, techniques will support you on your way to becoming agile but beware…
- Play video of Ivan and the jackhammer A tool is just a tool, and if you do not understand how to you use then you will land up in the following situation!
- Play Cargo Culting Video Perhaps even worse applying a tool incorrectly is the phenomenon of Cargo culting. Much like these people believed that following militaristic rituals would provide them with treasure… so to I’ve seen organisations fall into this same trap when it comes to agile. CEO’s realise the value that agility hold and they want to tap into this value… So instructs the Team lead, Project manager or Program manager to make them agile asap. Who then decides to adopt scrum and from that point forward believe that they will feast from the table of the Agile gods….
- No It does not work like that… that has been the trap…we try and apply tools and practices before we understand the principles and values that drive these practices. We need to understand that things like Jira, Kanban, scrum, XP and Safe are just the tip of the iceberg. 90% of being agile is about the Needs, Values and Principles that drive the practices and tools. I believe that for us to effect true change we need to change our mind-set and not just blindly follow steps in a process. We need to cultivate a mind-set that always values the principles of agile software development and questions the intent of a practice or a tool.
- So let us get back to the basics and look at what the agile manifesto had in mind before the consultants and entrepreneurs develop the frameworks, practices and tools that we now believe make us agile. As you can read, no references are made to specifics (scaling, Scrum, SAFe, LeSS, DAD, or roles). No rule is better that any of them: I Please remember that Over doesn’t mean we can eliminate the other sections on plans, documents, contracts and tools. But by placing more value in the top sections we will improve effectiveness in handling uncertainty, change, how to collaborate, how to work more creatively with your team, how to prioritise and measure the important things in your project. That is the real meaning of over.
- Next we have the principles… I have handed out the 12 principles to random audience members and I would like each of you to read aloud the principles that you got. There is number in the bottom corner of the printout… can you please start at 1 and run through to 12. This might be the first time that some of you have heard these principles and those already familiar with it we should be asking…? Do we understand what they meant or have we started taking these principles for granted.
- In order for us to really think about the true meaning behind these 12 principles we are going to play a quick game… see a promised gamification Similar to “pin the tail to donkey” the aim of our game will be to matching the 12 agile principles to the 4 manifesto values.
- Objective is too: Cultivate and foster agile thinking by understanding the meaning of the agile manifesto. Look closer for deeper, hidden or unexplored aspects and applications to your daily work. And if that does not work the opportunity do something creative today.
- OPTIONAL: What I like to do depending on the level of communication in the room is to through in a little curve ball halfway through the workshop just to shake things up and to remind the team that change is constant and we need to adapt to circumstances.
- This exercise was not about getting the matching done perfectly… the goal was to get you thinking about it differently. The important thing to realise today is that tools and technique do not make you agile. The Agile Manifesto principles set the scene for exploration, learning and innovation and is a powerful introduction to a disruptive questioning mentality. Be curios, because a curios mind is a mind that is constantly learning. Constantly question the why, experiment with new ideas of doing things better. Go out there and be the agents of change – embrace agility and use change as an enabler to make a difference.