Uploaded byMartin Lapointe, M.T.I.
Reboot your Agile Team - Conference presentation
The document outlines strategies for rebooting agile teams, emphasizing the importance of leadership, vision, engagement, and quality. It provides a detailed framework on assessing current team dynamics, identifying impediments, and implementing a structured roadmap for improvement through five sprints. Key takeaways include the necessity of emotional management during change and the value of simplicity in delivering working software.
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Reboot your Agile Team - Conference presentation
- 1. How to RebootYour Agile Team MARTIN LAPOINTE • AGILEKLIX • [email protected] MAURIZIO MANCINI • EXEMPIO • [email protected]
- 2. I’m Martin, anAgile Coach with many years of working with Agile teams and Agile transformation. Over the years, I have had the opportunity to work in places with a high potential for experimentation. I was able to develop a deep understanding of what it means to be part of an Agile team. Today, I want to share with you my many years of experience rebooting Agile teams in Canada and Europe. In my personal life, I’m a triathlete and owner of an Agile family. Martin Lapointe
- 3. • A leaderin the quality and process industries with a sixth sense for Agile, quality, and business process. • I have been refining my Agile approach for more than 10 years. • My passion is to deliver quality software and to see how Agile can help teams deliver quality software! Maurizio Mancini Agile 2014 – Agile: One Size does not fit all! Walmart Labs California 2014 – Quality and Process Atlassian Summit 2014 – From Incremental & Iterative to Agile: What is the right process for your team? Quest 2015 – Building a QA Team that Matters Cutter Summit 2015 – Agile Testing – What’s that all about? Atlassian Summit 2015 – How to Build in Quality from Day 1 using Lean QA and Agile Testing Agile Tour Montreal 2016 – Le guide de réparation de l’équipe Agile : La recette secrète ! Agile Tour Ottawa 2016 – How to Reboot Your Agile Team! Glogal Scum Gathering San Diego 2017 – How to Reboot Your Agile Team!
- 4. Today’s presentation • TheEdge Change & Comfort Model • Organizational change • Simplicity and Agile • Your Reboot Context • The Essential Ingredients • Change and Emotions • Rebooting the Agile Team • The 5th Agile Value
- 5. The Edge Changeand Comfort Model by M&M Sprint 5 Sprint 4 The Edge Change & Comfort Model by M&M Sprint 3 Sprint 1 Sprint 2
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- 7. Whether organizations likeit or not, change will happen… There’s a gap between the pace of change in the world and the pace that an organization is changing
- 8. Adapt and change,otherwise organizations will not survive… Organizations have to be ready for change
- 9. Creative Destruction • Comesfrom the world of economics • It is the art of renewing an organization from within
- 11. Organizational Change “Can youhelp me Spin Up some Agile teams? ”
- 12. It takes timeto build an organization with mature Agile teams ... It doesn’t happen overnight !
- 14. La semplicità èla più grande sofisticatezza. LEONARDO DA VINCI “ ”Simplicity is the ultimate sophistication. “ ”
- 15. Simplicity is thekey to an Italian recipe A true Italian recipe uses 5 and 6 good quality ingredients
- 16. It’s just notthe same… Just because you have the recipe, doesn’t mean that it will taste good! It’s just not the same! As much as we try to make mom’s recipe…
- 17. Simplicity and Agile storiesof Agile failures Not “the recipe” secret of Agile minimal quality ingredients
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- 19. Your Reboot Context Timefor you to assess your current state. 10 Minute Exercise In a few words, describe the situation of your team. Include information on interdependencies, relationships between team members, product vision, physical work spaces and team dynamics. Examples: • Improve team communication on a daily basis • Increase requirements understanding with better user stories • Knock down the wall that exists between Dev and QA in the team • Move to a built-in quality process with code review techniques Example: Team has no autonomy Example: No real Product Owner Example: Sprint length is variable Example: Team doesn't take the time to do test automation Example: People don’t like the wall but nobody is doing anything about it.
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- 21. Sprint 5 Sprint 4 TheEdge Change & Comfort Model by M&M Sprint 3 Sprint 1 Sprint 2 Foundation The Edge Change and Comfort Model by M&M
- 22. Leadership We believe thatleadership is required at all levels of an organization. Leadership Executive Coaching Team Coaching
- 23. Management Style Management 3.0promotes the same principles that we need to start the transformation of an Agile team … Management 3.0 Leadership - Management Style It is the future of management, which is all about doing the right thing for your team, involving everyone in improving the system and fostering employee engagement. Jurgen Appello
- 24. Change should beenabled from the top but it needs to take root and flourish from the bottom! Change
- 25. But why isThe Vision essential? The Vision In Agile, a vision is crucial because of the speed that Agile is executed at… • Deliverables are frequent • Business needs change quickly • You need a Vision of what the team needs to achieve and why, in order to help maintain the team's focus. Leadership – Management Style - Vision
- 26. • Management Participation •Motivated team members • People that take responsibility • Promote a culture of change Engagement Develop engagement at all levels of the organization… With Agile we don’t have time to be a tourist! Leadership – Management Style - Vision – Engagement
- 27. Building in Quality! QualityLeadership – Management Style - Vision - Engagement - Quality • Quality is built into the recipe • Quality must be understood at all stages of the process • Quality is a key ingredient for building a good cadence Quality is one of the core principles of Agile/Scrum!
- 28. If your qualityassurance is offset, this is not Building in Quality!! Dev QA Dev & QA Building In Quality Leadership – Management Style - Vision - Engagement - Quality One of the most common frAgile patterns! Quality
- 29. A good AgileCoach knows how to blend all of the previous ingredients to achieve success. The Agile Coach will know the right amount of each ingredient to make the Agile team successful! The Agile Coach And finally the Chef… Leadership – Management Style - Vision - Engagement - Quality - Coaching
- 30. Almost ready toreboot… • Engaged Management and developed the Leadership • Communicated the Vision • Developed Engagement and a Quality strategy • We have an amazing Agile Coach
- 31. The Edge Changeand Comfort Model by M&M Sprint 5 Sprint 4 The Edge Change & Comfort Model by M&M Sprint 3 Sprint 1 Sprint 2 ENGAGEMENT COACHING LeadershipVision Management Style Quality
- 32. Let’s not forgetwe are dealing with humans…
- 33. ? The Edge Changeand Comfort Model by M&M
- 34. Vision Emotions Leadership Engagement Quality Agile Coach Changeis Hard Companies that want their workers to contribute with their heads and hearts, have to accept that emotions are essential to the new management style. Management Style
- 36. The success ofyour Agile transformation will depend on being aware that emotions are part of the change process
- 37. Emotions Positive emotions makesus feel good and brings us to a happy emotional state. Negative emotions saps our energy and kill our effectiveness. In a negative emotional state, you don’t feel like doing anything.
- 38. Working with peopleis about managing feelings. The issue is not whether employees have “negative” emotions, but rather how to manage them.
- 40. The Edge Changeand Comfort Model by M&M How do we assess where we are today?
- 41.
- 42. We re readyto reboot… Every Reboot is different • Every team has different needs • Need to determine the ingredients in context • Identify what impediments to work on • And define the objectives for the journey
- 43. The survey focuseson 5 main dimensions. The results will help us define the objectives and define the type of Reboot needed. The 5 Dimensions are: 1. Agile Health 2. Product Ownership 3. Roles & Skills 4. Team & Processes 5. Technology & Delivery Survey the team to define a roadmap
- 44. Product Ownership What isthe Vision? Are User Stories actionable? Strategy: 1. Create an Agile Charter for the Product. 2. Train “Business people” on creating effective User Stories. 3. Build a Product Backlog that ties objectives to User Stories. Sample Reboot Type #1 Roles & Skills Do you have the Scrum roles for your Agile team? Strategy: 1. Train the team to understand the new dynamic. 2. Find and formalize the Scrum roles. 3. Strong supervision. 0 1 2 3 4 5 Agile Basics Health Product Ownership Roles & SkillsTeam & Processes Technology & Delivery Agile Dimensions Evaluation
- 45. Team & Processes Doyou have a stable team? Are you working with fixed iterations? Strategy: 1. Build a Scrum with 7+- 2 people. 2. Design the Sprints and ceremonies. 3. Implement boards to manage the flow. Sample Reboot Type #2 Technology & Delivery What kind Quality process do you have? How’s your continuous integration & delivery? Strategy: 1. Remove dependencies on specialties. 2. Transform from Inspection process into build-in automation quality. 3. Introduce TDD (Test Driven Development). 0 1 2 3 4 5 Agile Basics Health Product Ownership Roles & SkillsTeam & Processes Technology & Delivery Agile Dimensions Evaluation
- 46. Rebooting the AgileTeam by Martin & Maurizio
- 47. Why reboot anAgile team? Is your team "Wagile”, very FrAgile or TrAgile? • Your backlog contains thousands of tickets? Mostly tasks boards of 15 columns? • Project managers fill the role of Scrum Masters? • The team size is more than 20 persons? • Your QA team is 2 sprints behind the dev team? • Daily stand-up is a daily status reports? • The Sprint planning takes 2 days and Sprints are never stable? • …
- 48. Reboot Your Teamin 5 Sprints Sprint 1: Run in the rain Sprint 2: Thunderstruck Sprint 3: Start the M&M pain machine Sprint 4: Open-up and look at the sun Sprint 5: Removing the training wheels
- 49. Sprint 1: Runin the rain
- 50. Sprint 1: Thegroup has seen better days • Deliveries are now difficult • Lots of frustration in the team
- 51. Sprint 1: Understandthe team's current reality • Coaches time to listen • Not the time for changes • Insights from group members
- 52. • What iscausing problems • Diagnose what is happening in the team Sprint 1: Understand why it’s always raining 0 1 2 3 4 5 Agile Basics Health Product Ownership Roles & PeopleTeam & Processes Technology & Delivery Agile Dimensions Evaluation
- 53. • Create aniterative change roadmap • Understand the destination • Communicate = Trust in the upcoming change Sprint 1: Define the path to the sun
- 54. Sprint 2: Thunderstruck •Courage!
- 55. Sprint 2: Breakthe status quo
- 56. • Organize teamactivities • Generate passion and motivation • Create change agents • Find creative people Sprint 2: Motivate people in the change
- 57. Sprint 2: Creative-Destruction •New Backlog • Definition of Done • Visual Scrum Board
- 58. Sprint 3: Startthe M&M pain machine
- 59. Sprint 3: Livethe pain with the team • Crossing the desert • Favor communication • Manage emotions
- 60. Sprint 3: Fail,fail fast • Quit the superman syndrome • Strengths & weaknesses • Failing the demo
- 61. We need to: •Guide the Product Owner in planning the rollout of the product • Mentor the Scrum Master on implementing lessons learned • Support the Team Members to better collaboration • Visualize the « Work in progress » with the team Sprint 3: Manage frustration
- 62. Be watchful: • Over-engineeringthe processes • Temptation for Command & Control • Being dogmatic • “As a Product Owner, I want…” Sprint 3: Break the frAgile temptations
- 63. Sprint 4: Open-up andlook at the sun
- 64. Sprint 4: Crossingthe edge The team metamorphosis • Delivering working products • Building in Quality • New collaboration & responsibility
- 65. Sprint 4: Makeit visible • Release planning • Story mapping • Refinement sessions • Dynamic sprint planning
- 66. Sprint 4: Collaborateand share • Share knowledge with colleagues • Promote transparency • Enjoy success
- 67. Sprint 5: Removing thetraining wheels
- 68. • Agile Masterspromoting Agile values Sprint 5: The performing Agile team
- 69. Sprint 5: Deploythe FUN ! • Flow & speed • Unbelievable happiness • New self-organized team
- 70. • Client getsregular deliverables • Users can provide useful feedback • Team can adjust the product on demand Sprint 5: Please our customer
- 71. Sprint 5: Growthe Agile mindset in the organization • Implement Meta-Scrum • Product Owner collaboration • Managing at the feature level
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- 73. Strategic Canvas forthe Reboot of an Agile Team
- 74. Strategic Canvas forthe Reboot of an Agile Team
- 75.
- 76. Start with theessential ingredients: Leadership, Management Style, The Vision, Engagement, Quality and an awesome Agile Coach. Or define your own. Remember that emotions are an inevitable part of any change process. Key Takeaways
- 77. Change is hard,but work WITH people to create Change Agents. By using a modern Management Style. Key Takeaways
- 78. Use a surveyto assess where your team is today so that you can build a roadmap and have a strategy how to get the team where they want to be. Key Takeaways
- 79. Commit to deliversmall pieces of products! Stay with the basics! But let’s not forget Simplicity… Deliver what makes sense, even if it is a sprint of just one Story! Deliver working quality software generating value for the end-user and your company.
- 80.
- 81. Have fun atwork beyond following the recipe!
- 82. Thank You! MARTIN LAPOINTE• AGILEKLIX • [email protected] MAURIZIO MANCINI • EXEMPIO • [email protected]
- 83.