"Enterprise Agile Adoption: Barriers, Paths, and Cultures" - - PDF document
AW5 Class 6/9/2010 2:30:00 PM "Enterprise Agile Adoption: Barriers, Paths, and Cultures" Presented by: Mike Stuedemann Medtronic Brought to you by: 330 Corporate Way, Suite 300, Orange Park, FL 32073 888 268 8770 904
330 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
Medtronic Mike Stuedemann, PMP, CSM, is the development manager for Medtronic Field Services and serves a number of developers and technologists charged with developing mobile applications. As an agile evangelist at Medtronic, he works to convince project teams within Medtronic’s Global Information Technology organization to improve their processes and practices. In his more than ten years of software development project experience, Mike has previously held positions of developer, tester, business analyst, and project manager.
2 |
3 | 4 |
5 | 6 |
7 | 8 |
9 | 10 |
11 | 12 |
13 |
Inputs
Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009.
Outputs
Social Systems
Value Add Process
Technical Systems
Passmore Sociotechnical Organizational Model
Value Add Process
14 |
– “The Sum of an Organization’s Habits” – Lawrence M. Miller – Types of Behavior:
Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009.
Skills Attitude Knowledge Habits
15 |
Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009.
Desired State Current State Restraining Forces Driving Forces
16 |
Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009.
Desired State Current State Driving Forces Starting State Restraining Forces
17 |
Reference: Windward Leadership: Taking Your Organization into the Prevailing Winds and Political Seas, James W.Ruprecht, Two Harbors Press, Minneapolis, MN 2009.
Desired State Driving Forces Starting State Current State Restraining Forces
18 |
Cardiac Rhythm Disorders Cardiovascular Disease Spinal Conditions and Musculoskeletal Trauma Neurological Disorders Urological and Digestive Disorders Diabetes Ear, Nose and Throat Conditions
19 |
20 |
– Agile emphasizes an “evolving” plan – Emotion/ Belief: Fear of loss of control
– “If you can’t plan well, plan often”
– Engage stakeholders in planning process – Develop a project plan, use it, update it
– Plans that aren’t owned by the entire team – “That’s an anomaly, we’ll recover if…”
Day Iteration / Sprint Release Product Portfolio
Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com Reference: Agile Estimating and Planning Mike Cohn. Prentice Hall 2006.
21 |
– Agile admits that new projects are not predictable… – Emotion/ Belief: Many believe that the future can be predicted
– Managing uncertainty leads to predictability – Constant Feedback
– Accept that you can’t… – Engage stakeholders – Demonstrate progress – Manage risk
– Temptations: Committing to a date before you know what you are building – Wanting more precision and accuracy than you really have
Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com
22 |
– Agile needed an “enemy” – Emotion/ Belief: Fear of the unknown, change
– Read the Agile Manifesto – Read the PMBOK – CMMI is a model, Agile is a way to implement that model
– Engage all process stakeholders – Inspect and adapt
– “We are CMMI Level 3 because, well, er, just cuz” – Religious arguments, dogma
Constant Feedback/ Ranked Backlog Integrated Change Control Facilitate, Serve, Lead, Collaborate Direct, Manage, Monitor, Control Release / Sprint Planning Project Plan Development Sprint Work Project Plan Execution Scrum PMBOK Integration Mgmt – PMBOK vs. Scrum
Reference: Relating PMI’s PMBOK to Scrum – Michele Sliger. Orlando Scrum Gathering, March 2009
23 |
– Agile’s Emphasis on Self-Organization – Emotion/ Belief: Fear of losing one’s job
– Agile encourages team empowerment, which may mean a new management style
– Containers, Differences and Exchanges – Management’s role is to set-up an environment when evolution can occur. – Accepting that “micro-managing” is best done by the team
– Cultures where “micro-managing” by leaders, regardless of intent, is rewarded, accepted or encouraged
Reference: “Leading Self-Organizing Teams” – Mike Cohn. Orlando Scrum Gathering, March 2009
24 |
– Agile principles and practices emphasize small-teams – Emotion/ Belief: Fear of not being important
– Large teams are hard – Agile helps large teams act small – Agile is about early risk identification and failure
– Is your team too big? Is your project too big? Both? – Breaking the work into smaller units deliver value consistently
– Multiple teams – some using Agile, some not…
Reference: “The Truth is Out There. Five Agile Myths Explained” Better Software Magazine. May 2006 www.stickyminds.com
25 |
– Don’t understand Agile – Heard about problems somewhere else – Emotion/ Belief: Fear of change
– This barrier is not about Agile, it’s about change
– Assess the Team / Project – Adapt the implementation to your team
– Thinking of Agile as a “Silver Bullet” for all team challenges and issues – Looking for a recipe, being sold a recipe
26 |
– Agile Manifesto says, “Working software over comprehensive documentation” – Emotion/ Belief: Team hates documentation, wishes it would go away, but knows it can’t
– Read the Agile Manifesto
– Identifying your documentation requirements upfront – Documents must add business value
– “We’ve always had this documentation” – “We need this for the FDA”
27 |
– Early Agile community said this – Emotion/ Belief: Risk-Aversion
– It can be done… – It should be done…
– Apply Agile in the context of a robust Quality System – Align practices with team culture and mission
– An absent, ineffective, or disliked Quality System – Misalignment on expectations for product quality
28 |
– Emotion/ Belief – “I will experience all of the bad stuff that I heard happened to this other project”
– It conveys quick, simple meaning for something that is not quick or simple to explain – It helps you relate to the rest
– You don’t go nuts with it – It has a good connotation based on good experience
– It conveys hasty and inaccurate generalizations that cause confusion or misalignment – It sounds foreign and incompatible with your world – It takes on a life of its own – It has a bad connotation based
29 |
– Can you define your customer? Can your team? – How does your Customer define success? – Is Customer Satisfaction measured, reported and celebrated? – What does “continuous delivery” mean to your organization?
– There is always a “Customer” – Having a “Customer” is a requirement, not an option
30 |
– How does your organization react to change? – Describe the last time something unexpected occurred on your
– Knowledge Will Emerge – Embrace Ambiguity
31 |
– Are your team’s processes set-up for frequent delivery? – How does your Team define “Done”?
– Regular delivery of Customer Value, little bits at a time, all the time
32 |
must work together daily throughout the project.
effective method of conveying information to and within a development team is face-to-face conversation
– How does your team communicate presently? – Is your client willing to commit time to work with you on a daily basis throughout the project? If not, why? – How is your organization structured?
– Business / Client commitment is critical – Co-location is very helpful – Face-to-Face is best, but not always feasible
33 |
– What’s your team’s standard of technical excellence? – What is your existing process and how much discipline does it require? – Is your team willing to think, learn about, and change how they work?
– Automation (e.g. Continuous Build) is a necessity – Process is good, accountability to the process is better – Test driven development recommended
34 |
– How does your team measure progress currently? – Are your team’s processes lightweight? Can you describe them in less than 1 page?
– Ensure that you don’t confuse activity with progress – Simple rules
35 |
– Is your team ready to self-organize? – How are managers within your organization recognized and rewarded?
– What this force doesn’t mean… – What this force does mean… – Empowerment grows with practice
Reference: “Leading Self-Organizing Teams” – Mike Cohn. Orlando Scrum Gathering, March 2009
36 |
– How introspective is your team? – Does your organization learn from its past projects?
– Make time for Reflections – Inspect & Adapt
37 |
– Someone really wants it – Organization is sensitive to the term “Agile” – Build positive experiences before making a bigger deal
– Depends on the resiliency of the guerillas – Can hurt larger scale Agile rollout – May not have benefit of synergy between full use of Agile principles and practices
38 |
– May be led by one, few, or many leaders, or everybody – Big deal, highly visible – Full investment (training, definition, communication)
– Culture aligns well with Agile Principles – High buy-in from stakeholders, managers, and team participants – Sure you want it, and you want it fast
– Zealots – Is the culture truly aligned? – Stakeholders going along for the ride, but not helping drive
39 |
– Group that needs/wants the “Executive Voice” to drive action – “The house is on fire”
– Is the culture truly aligned? – Stakeholders going along for the ride, but not helping drive – Might conflict with Agile’s self-organizing nature – Passive resistance (does not promote high empowerment)
40 |
– Organization is interested, but cautious – Someone willing to experiment, others willing to watch – Opportunity to test Barriers/ Restraining Forces; identify Driving Forces
– Success attributed to the experiment, but not to Agile – “Sure, worked for them, but…” – Failure attributed to Agile, when could have been the experiment – Stacking the deck (for success or failure)
41 |
– Culture and… – Underlying “Restraining” and “Driving” Forces
– Needs someone who will drive – Others who are either engaged, supportive, enabling, or willing to stay out of the way – Willingness and ability to inspect and adapt
42 |
Systems
exposed
attributes represented by these Forces…
– Needs someone who will drive – Others who are either engaged, supportive, enabling, or willing to stay
– Willingness and ability to inspect and adapt
43 |
44 |
45 |