Enter the Agile Dojo Presented by: Christina Ambers - - PDF document

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Enter the Agile Dojo Presented by: Christina Ambers - - PDF document

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AW18 Agile Practices Wednesday, November 6th, 2019 3:00 PM Enter the Agile Dojo Presented by: Christina Ambers Thomson

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¡ ¡ AW18 ¡

Agile ¡Practices ¡ Wednesday, ¡November ¡6th, ¡2019 ¡3:00 ¡PM ¡ ¡ ¡ ¡ ¡

Enter ¡the ¡Agile ¡Dojo ¡ ¡

Presented ¡by: ¡ ¡ ¡

¡ Christina ¡Ambers ¡

¡ Thomson ¡Reuters ¡ ¡

Brought ¡to ¡you ¡by: ¡ ¡ ¡ ¡

¡

¡

¡ ¡ ¡

888-­‑-­‑-­‑268-­‑-­‑-­‑8770 ¡·√·√ ¡904-­‑-­‑-­‑278-­‑-­‑-­‑0524 ¡-­‑ ¡info@techwell.com ¡ ¡

https://agiledevopseast.techwell.com/ ¡

¡ ¡ ¡ ¡ ¡

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¡

Christina ¡Ambers ¡

¡ Christina ¡Ambers ¡is ¡a ¡ScrumMaster ¡and ¡agile ¡coach ¡with ¡twelve ¡years ¡of ¡experience ¡ in ¡software ¡development ¡and ¡team ¡transformations. ¡Christina ¡works ¡mainly ¡as ¡an ¡ agile ¡coach. ¡She ¡leads ¡distributed ¡teams ¡through ¡an ¡agile ¡dojo ¡every ¡six ¡weeks, ¡ focusing ¡on ¡agile ¡principles ¡and ¡values. ¡In ¡addition, ¡she ¡leads ¡her ¡office ¡location’s ¡ Product ¡Owner ¡and ¡Scrum ¡Master ¡communities. ¡Christina ¡is ¡passionate ¡about ¡agility ¡ and ¡applies ¡Scrum ¡framework ¡methodologies ¡to ¡most ¡of ¡her ¡teams ¡as ¡well ¡as ¡

  • utside ¡of ¡work. ¡She ¡focuses ¡on ¡team ¡dynamics ¡and ¡helping ¡teams ¡succeed ¡together. ¡

¡

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Enter the Agile Dojo

Christina Ambers

Agile Coach & Scrum Master Thomson Reuters June 1, 2019

Agenda:

  • Understanding the dojo:
  • What is a dojo?
  • Why an agile dojo?
  • Crafting a dojo:
  • Who attends the dojo?
  • Where to hold a dojo?
  • When a dojo is needed?
  • Next Steps You Can Do:
  • 3 C’s
  • Collaborate
  • Clarity
  • Cadence
  • Achieving Your Belts

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Understanding the Dojo

What is a dojo:

do-jo noun, plural do-jos

A hall or space for immersive learning or meditation. The term literally means “Place of the Way” in Japanese.

  • Agile Coaching Dojo – a space where a cross functional team works for up to 3

months, surrounded by an agile coach and technical matter experts to learn and practice agile and technical practices.

  • Coding Dojo – a space and associated technique to practice computer programming

skills

  • Testing Dojo – a space and time where testers work together on a testing challenge.

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Agile (Coaching) Dojo:

  • a space
  • where a cross functional team works
  • for up to 3 months,
  • surrounded by an agile coach and

technical matter experts

  • to learn and
  • practice agile and technical practices.

Why an Agile Dojo?

  • Improve Team Dynamics
  • Coordinate Best Practices
  • Gain Team Skills
  • Learn Story/Journey Mapping
  • Complete a Set of Work in a Timebox
  • Craft 2 Day “Chunk of Work”
  • Keep Work Visible
  • Work on Valuable Things

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Crafting the Dojo

Who Attends the Dojo:

The “Team” which may include:

  • Developers
  • BAs
  • QAs
  • Product Owner
  • Scrum Master
  • Shared Services

Basically, any person who will have a task during the dojo duration.

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Where to hold the Dojo:

  • Location, Location, Location
  • Quiet
  • Co-Located (per office)
  • Artifact Space
  • Set Up for Success
  • Key – Away from Current Desks &

Routines

When is a Dojo Needed:

  • Anytime, Anywhere, Any Team
  • MVPs
  • Quick Projects
  • Forming a New Team
  • New Technology
  • Improving Team Dynamics
  • Troubleshooting Good Teams
  • To Experiment or Learn

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How do I craft my Dojos:

Duration = 4-6 weeks (preferably 6 weeks) Inclusion = All team members A one-hour kick off is held to discuss the process with the team. Interviews are held the week prior with all team members. Days 1-5 are setting up the team (Collaboration & Clarity) Days 6-29 are iterations (Cadence) Day 30 is a retrospection of the process

The 3 C’s - Collaboration

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Collaboration

  • Within the Team
  • Team Working Agreements
  • Goals & Success Measures
  • Outside the Team
  • Buy in for the Dojo
  • Management
  • Empowering the Team

Collaboration Examples – Team Building

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Collaboration Examples – Setting Goals As A Team Collaboration with Distributed Teams

  • Obtain buy in from the Distributed Team Members
  • Be willing (all offices) to change office hours for the dojo duration
  • Buddy up – 1 person per time zone – on important items, this gives those

items double the time and support

  • Camera’s On – 85% of all communication is non-verbal
  • Invest in a Camera like the Owl
  • Keep an open WebEx/Line of Collaboration during the overlap hours

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Collaboration – Start Now

  • Craft a Team Working Agreement
  • Create a Definition of Done
  • Determine Goals & Success Measures for

Upcoming Work

  • Add an Elevator Pitch Describing the Work
  • Post the Artifacts for the Team to See Daily

Team Working Agreement

  • 1. Team Name

Something cool

  • 3. Team Mission

Why does this team exist? How does it align to what the business wants to achieve?

  • 2. Team Motto

Can we think of a catch phrase?

  • 4. Roles & Responsibilities

Who is the PO? The SM? The Team? Other roles? Is there single accountability for specific things? Is there a backup?

  • 5. Metrics:

Team: Product(s): What data will we collect to see if our products are successful? If we are as a team?

  • 6. Strengths & Skills

Besides what we were hired to do, what else do we do well? What are our superpowers?

  • 7. Gaps & Growth Opportunities

What are w lacking? How will we become more cross- functional as a team? More T-shaped as individuals?

  • 8. Celebrate & Improve

How do we want to celebrate successes? How do we plan to learn from our failures?

  • 9. Values

What are your team values? What Agile values and Principles matter most to your team?

  • 10. Norms and Guidelines

What code of conduct do we want to have pertaining to: events, decision making, communication, conflict resolution, workload, collaboration, and creating an environment where everyone feels comfortable?

  • 11. Ceremonies

Daily Stand-up: Sprint Planning: Backlog Grooming: Sprint Review: Sprint Retro: Time? Place? Other Attendees?

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More Information – Leading Agile Teams

“But self-organizing is not about taking the manager out of the team. Instead, it's about making the people who are doing the work responsible for scheduling the work.”

  • Doug Rose, Author, Leading Agile Teams

The 3 C’s - Clarity

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Clarity

  • Define Work/Scope for the Dojo
  • Determine the Value of Work
  • Make the Work Visible
  • Call Attention to the 5 Thieves of

Time

  • Bring the work to the Team, not the

Team Member to the Work

Clarity Examples – Story/Journey Mapping

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Clarity with Distributed Teams

  • 1. Trello
  • 2. Cardboard
  • 3. Visio (or Lucid Chart)
  • 4. Power Point/ Excel / Word

Use a tool to display the work board, that can be accessed & updated by all team members.

  • or-

Display a work board in each office. Update daily, and share the results using pictures, cameras, etc.

Clarity – Start Now

  • Create a Story or Journey Map for an

Upcoming Feature

  • Require all Work Items to be Visible
  • Discuss 5 Thieves of Time in

Retrospective

  • Accurate Metric Reporting

(sustainability)

  • Pull System not Push System of Work

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More Information – Make Work Visible More Information – User Story Mapping

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The 3 C’s - Cadence

Cadence

2 Day Iterations “HyperIteration”

  • Day 1 = Plan It
  • Day 2 = Demo It
  • At least 11 iterations

Studies indicate for a new behavior to become habit, you must repeat the behavior at least 21 days (average is 66 days). (-Maltz & Lally)

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Cadence Examples – HyperIteration Board

Cadence with Distributed Teams

Day 1 starts with Planning

  • 24 hours exist for all teams, all countries between Planning

and Demo Day 2 starts with Demo

  • 24 hours exist for all teams, all countries between Demo and

Planning Everyone gets 48 hours to code and test.

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Cadence – Start Now

  • Create 1-2 Day Tasks
  • Break Down Stories to 2-3 Days
  • Try HyperIterations within a Longer

Iteration

  • Retrospect More Often
  • Consider Demos to Replace Reviews

More Information – Company Studies on Dojos

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Achieving Your Belts

White, Yellow, Orange, and Green

  • White Belt
  • Beginner

, Just Starting Out

  • Understand the Pieces and Vocabulary
  • Yellow Belt
  • Starting to Learn the Concepts
  • Know the “Why” for the Dojo Concept
  • Orange Belt
  • Starting to Apply the Concepts
  • Draw Parallels to Your Current Work
  • Green Belt
  • Doing the Basic Steps
  • Select 1-2 Items from the Next Steps to Try with Your Team

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Blue and Brown

  • Blue Belt
  • Advance 1 Level Up
  • Apply and Understand Concepts
  • Challenge Your Teams with Multiple Concepts
  • Brown Belt
  • Mature to a Higher Level
  • Be Dangerous with Your Coaching Skills
  • Create Your Own Dojo for your Team

*Note – research led me to purple and red belts as well, these were combined with blue and brown belts respectively

Black Belt

  • Black Belt
  • Deeper Understanding of the Dojo
  • Complete Understanding of Conducting a Dojo
  • Crafting Dojo Plans for Your Teams
  • Physically Conducting Multiple Dojos
  • Adjusting Your Dojo Based on the Audience/Team Needs
  • Mentally Teaching (and Learning) from Each Dojo
  • Challenging Your Dojo Teams to all Concepts

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Any Questions?

Contact Info

Christina Ambers

Christina.ambers@thomsonreuters.com @crambers1 LinkedIn is best!

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