The Real World - Agile

Editor's Notes

• #3: When we sat down to figure out what we wanted to share with you today we quickly gravitated towards sharing “real world” stories and experiences. If you look around, there really isn’t a whole bunch of Agile success stories out there so we would like to share our experiences with you. First, let’s align around what Agile means as there is often confusion about it. When we talk about Agile we not talking about a methodology we are talking about a set of values and principles guiding organizations to do things a better way, the right way.People – Through Individuals and InteractionsResults – by focusing on customer valueCollaboration – When we build cross-functional and self-managed teams – collaboration is designed into the organizationResponsiveness – In embracing change and being ready to shift based on customer needs…By living these values, the focus is not just on software development, which the Agile manifesto highlights, but broadens to whole organization “business agility.” So, this is the journey we would like to take you on over the next 45 minutes. From one person’s Agile experience with their team to how the whole organization can become Agile and let’s start with Mark’s experience.
• #4: SCRUM in 60 Seconds The Role of a scrum master can be somewhat hard to define, even for those of us who are doing it.What are the things stopping your project from achieving it’s goals? One recent blocker dealt with an over-zealous Micro-Managing Product OwnerRole clarity continues to be one of the top areas where team members stray from our Scrum ProcessHerding Team Members back on course is a key skill I’ve needed to hone… as the keeper of the Processes we use to follow the Agile values we track and update the framework documentation and various New-Member, Team and Management training to keep the teams on course.Robert Greenleaf, the author of Servant Leadership, describes the servant leader as one who recognizes the needs of others and is able to respond accordingly. Clearly articulating team and organizational goals as the relate to the individuals and interactions. And holding oneself and each other to unwavering values has served my teams well. Our teams regularly examining the “HOW” …. Finding ways to Simplify the Process, the Methods and the Ways we work….
• #5: RETROSPECTIVE EXAMPLEI wanted to show this for 2 reasons…I got a C in Art in the 4th grade from Mrs. Johnson – Take That!Every Team Member contributed constructive, and in many cases Actionable Feedback to help Improve our Quality and PerformanceWe use this and other Retrospective techniques to SIMPLIFY HOW WE DO THINGS, REMOVING WASTE, and Allowing Teams to Deliver Value to our Customers with more Quality and in less time.
• #6: Linked-IN, and FB Updated - FRIENDS Mocked me…IF I was the SCRUM MASTERDid that make my team SCRUM MINIONS?The pinnacle of the Pride I had with my new title was going to speak at my Son’s 7th Grade Career Day….Prepared:TRAININGCertificationSimulationsI was not prepared for 1. Flow, Communication and Self-Managed TeamsSpeed of Agile FLOW – Two Week Sprint, Planning Agile Communication ImperativeTeams must be able to communicateHold each other accountableTRIADSNecessary ConversationsSelf-Managed TeamsTeam Pushback – Mechanics – Standups, Retrospectives Works Great When Healthy
• #7: A Scrum MasterIt’s more about Helping Jimmy and Lois be Successful than Saving the DayThe Manager is the Team…The Scrum Master Role is more of a “Coach”….
• #8: Stories: PatrickLencioni’s Book, the 5 Dysfunctions of a team…..HE Describes in Brilliant detail why Teams often fail to reach their potential…..Absence of TrustFear of ConflictLack of CommitmentAvoiding AccountabilityInattention to ResultsReal TeamExample – TEAM PHOENIX Scrum Team – 7 qualified and sillled people…Customer Facing part of our Web SiteArtificial HARMONY – “Self-Organizing” TeamTeam Spiral….Missing Delivery Commitments 4 weeks InfightingBlamingUltimately led to …. Feedback Shutdown…..STORYChronic InvulnerabilityCOACHING INTERVENTION - Developed SolutionsEmbrace the Change that comes from our Failures….REBUILD TRUSTWorked 1:1 and then With Team to Work through Real IssuesAdded more robust feedback loopCreated more Transparency – Eliminated Artificial Harmony – Created ConflictTEAM HARMONYChanged the team players with on new “Motivated” IndividualUpdated the Playbook
• #9: SET AND SHARED GOALS WITH TEAM>>>>>>>To be the Turnaround Team of 2012Coaching Mode – Intervention! LISTENASK BIG QUESTIONSPROVIDED FEEDBACKTEAM moved from being on LIFE Support to the TOP PERFORMING TEAM in 6 MonthsTrustHealthy ConflictUnambiguous CommitmentAnd Motivated individuals
• #10: Agile Coaching Competency FrameworkRoadmap for an Agile CoachingWhat you are Top / Skills on the BottomTeaching Side – Delivery Skills Coaching – Subject Matter Agnostic Framework model impact on how I do my jobTEACHINGMENTORINGCOACHING – Letting others learn by doingFACILITATING – Facilitating – Letting Others Learn by DoingTRAINING MODEL - Expanding my SkillsDocumenting where I want to improveCareer Direction towards growing my enterprise level transformational skills….
• #11: Mark shared his personal journey with becoming a Scrum Master and introducing Agile to his team. Talk about how any change but especially Agile is personal. ADD STORYAs we expand now from personal and team experiences, let’s jump in to this concept of “whole organization agility” earlier and how an Agile enterprise can begin to shape the world but are also shaped by the world. They are able to react quickly to an increasingly changing market place and use to their advantage. We often introduce Agile at the team level and then stop. Our work is finished. Nothing more to do. But you quickly find something is missing and we have missed “the whole.”There are three elements to becoming a thriving organization and let’s start with the first one.Leadership. Agile Palooza story.There isn’t a role for Leader or Manager in the Scrum guide. So more than just “buy-in” how will leaders need to change as well. They will have their own journey…
• #12: LEADERSHIP JOURNEYCan start in any quadrantOBSERVER - I’ll just be quiet, sit back and see how this turns out – Leaders stay mostly out of the picture – I’m not sure I want my name on thisThe Shift – Teams start seeing success - Seems to be working (or not working), I’m not sure I like this (THIS IS THE TIPPING POINT) Could squash the whole thing and revert or move forward.ENCOURAGER – “This is great.” Love seeing self-accountable teams and collaboration. Delivering faster than ever. What do I do now? (STORY - I DON”T HAVE ANY MEETINGS ON MY CALENDAR) – Great evangelistsSKEPTICAL – “The Vocal Skeptic” – seen often with managers - ENGAGED - What can I do for the teams? HOW DO I FIT IN? What does an Agile Organization need from me? Passionate.How do we Once engaged, what now?
• #13: How leaders engage in an Agile organization…a simplistic model.VISION – The biggest gap in leadership today. We want to be explicit here because they will fill any time-vacuum with short-term involvement.PLANNING – Collaboration is intentionally designed. Cross-function collaboration becomes a part of the DNA. TECHNICAL/ARCHITECTURAL planning, PEOPLE planning, Building incredible teams, holding teams accountable to Agile values and principles, may mean firing. STORY – Product Owner, Architect, Designer – collaboration designed into the fabric of the teamsDELIVER – Our Agile teams, delivering frequent valueBIG IMPEDIMENTS – Most big impediments are due to poor planning.ENCOURAGE – Become an epic encourager. Shift from getting involved day to day.SUPPORT – the planning. Budgeting, clarification on the vision, decision-making.PREPARE – Product roadmapping – work through dependencies with other teams – program management lies between PLAN and PREPARELEARN – Everything there is to know about our customers/users – LEAN STARTUP principles – Determining experiments to see where “the world” is headedPARTNER - Brings what is being learned up and where we are headed down. Visioning is not done in a vacuum. NOTICE WHERE THE ARROWS ARE…THIS IS WHERE WE NEED CONNECTION…THIS IS WHERE WE NEED REAL ENGAGEMENT
• #14: BUILDING A COMMUNITYAn Agile Eco-SystemEncapsulates the “Agile Mindset”An Agile Mindset = Change/Collaboration/Community/Results are intentionally wired into the DNA of the OrganizationUsing Communities of Practice
• #15: CHANGING THE WORLD – How can an enterprise with an Agile mindset influence the world? And be influenced by the world?Must have three key elements:STRATEGY = where are we going – VISION (our brand)LEADERSHIP = the act of Leadership - how will we get there – DRIVE (our momentum) – when you have well-run Agile teams and organizations it’s sometimes hard to tell who the leader is.CULTURE = what will the experience/journey be like – empowerment - PASSION (culture)NO STRATEGY = busy work, putting out fires, “keeping the lights on”, no innovation or creativityNO LEADERSHIP = nice place to work but results are fleeting NO CULTURE = command and controlNO STRATEGY or LEADERSHIP = “woodstock” – peace and love
• #16: SPOTIFY
• #17: SPOTIFY
• #18: Agile needs to be experienced – you must start doing to really know agileSet customer facing goals – The highest priority is to satisfy the customer by delivering value as early as possible.Build and protect trust – Work towards being vulnerable to allow for healthy conflictDevelop a coaching mentality – Use every tool in your toolkitEvery agile journey is unique - Understand How Unique and Personal the Agile Journey Can Be Effective leaders adapt - Begin Dialogue Around an Engagement Model and be a Catalyst for ChangeScale through communities – Find and build communities inside and outside your organization to help you and agile grow