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![©1993 – 2019 Scrum.org All Rights Reserved
A way to frame experiments as stories
Adapted from Gothelf and Seiden: Lean UX
We believe [doing this] for [these people]
will achieve [this outcome] We will know
that this is true when we see [this
measurement] changed
Feature
Persona
Outcome
Measure](https://image.slidesharecdn.com/10whatdoagileleadersdo-agileisrael2019-emailcopy1-190529083632/75/What-Do-Agile-Leaders-Do-by-Kurt-Bittner-8-2048.jpg)
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What Do Agile Leaders Do by Kurt Bittner
The document discusses the focus areas of agile leadership. It states that agile leaders set audacious and customer-focused goals. They nurture a culture of experimentation and learning by rewarding experiments. Leaders also work to remove obstacles for teams and improve transparency. The key roles of agile leaders are to set goals, model the right culture, and guide and evolve the organization.
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What Do Agile Leaders Do by Kurt Bittner
- 1. ©1993 – 2019Scrum.org All Rights Reserved@ScrumDotOrg Kurt Bittner 1 December 22, 2018 AgileMeTaiwan 2018 What Do Agile Leaders Do? If Agile Teams Self-Manage, What’s Left?
- 2. ©1993 – 2019Scrum.org All Rights Reserved Everyone is on a journey
- 3. ©1993 – 2019Scrum.org All Rights Reserved Goals Agile Leadership’s Focus CultureOrganization
- 4. ©1993 – 2019Scrum.org All Rights Reserved Agile Leadership’s Focus GoalsAudacious Customer- focused
- 5. ©1993 – 2019Scrum.org All Rights Reserved 5 Achieving audacious goals can take many small steps, and even mis-steps Leaders play the critical role in setting goals Source:Toyota Kata by Mike Rother
- 6. ©1993 – 2019Scrum.org All Rights Reserved The biggest unknown: what customers need/want Source: http://www.exp-platform.com/Documents/2015%20Online%20Controlled%20Experiments_EncyclopediaOfMLDM.pdf Improves outcome Does nothing Makes things worse
- 7. ©1993 – 2019Scrum.org All Rights Reserved Agile Leadership’s Focus Culture Nurture experimentatio n Reward learning
- 8. ©1993 – 2019Scrum.org All Rights Reserved A way to frame experiments as stories Adapted from Gothelf and Seiden: Lean UX We believe [doing this] for [these people] will achieve [this outcome] We will know that this is true when we see [this measurement] changed Feature Persona Outcome Measure
- 9. ©1993 – 2019Scrum.org All Rights Reserved 9 Value matter
- 10. ©1993 – 2019Scrum.org All Rights Reserved Agile Leadership’s Focus Organization Remove obstacles Improve transparency
- 11. ©1993 – 2019Scrum.org All Rights Reserved 11 Step one: start with “who”, not “what” • get the right people on the bus • Get the wrong people off the bus • Get the right people in the right seats
- 12. ©1993 – 2019Scrum.org All Rights Reserved But who are the “right people”? •Volunteers •Comfortable with ambiguity, uncertainty •”Team Doers” •Scrum values
- 13. ©1993 – 2019Scrum.org All Rights Reserved 13
- 14. ©1993 – 2019Scrum.org All Rights Reserved Clearing the path •Help teams to reduce •Time spent waiting •Context switching •Non-value-added work •Impediments 14
- 15. ©1993 – 2019Scrum.org All Rights Reserved Set Audacious Goals What do Agile Leaders Do? Model the Culture Guide and Evolve the Organization
- 16. ©1993 – 2019Scrum.org All Rights Reserved Questions?
- 17. ©1993 – 2019Scrum.org All Rights Reserved Thank You!
Editor's Notes
- #2 Title: What Do Agile Leaders Do? Scrum is over 20 years old, and by now the roles and responsibilities of the people on a Scrum Team are well-known (if not always practiced in the best way). But what about leaders and managers in agile organizations? What do they do, and why is their support of Scrum essential? This presentation will explore the essential role of agile leadership in supporting, nurturing, and growing agility in their organizations. While cross-functional, self-organizing, self-managing teams are ideal, most teams must progress through a series of stages of maturity before they are fully self-managing. How do agile leaders help them to get there? And what’s left for the leader if or when they do?
- #4 Agile Leadership focuses on three things: (1) It creates and nurtures a culture in which experimentation and learning are embraced; (2) It sets audacious performance goals that the organization uses empiricism to pursue; and (3) it creates an organizational structure that reinforces and rewards the other two dimensions. Not all managers personally exhibit all of these, and not all leaders are managers; some leaders may be informal leaders, but they still have considerable influence.
- #6 In practical terms, you should try to make the next step at least every Sprint, and maybe even every day (topic for Daily Scrum). Next Target Condition: a good Sprint Goal, or at least improvement targets coming out of Sprint Retrospective. So with my teams, we couldn’t fix the whole product all at once, but we could develop a new user experience. So we formed a small team to work on that, with the audacious goal of having in the next release, which was in 3 months. We already had all the data we needed, we just needed to visualize it in some different ways.