Mario E. Moreira Agile/Lean Coach and Consultant – Emergn Limited Author, Scrum Master, Enterprise Change Agent March 18, 2014
Welcome! • Enterprise Consultant with Emergn helping companies transform to Agile. Coached 50 teams • Writer of the Agile Adoption Roadmap Blog (at http://cmforagile.blogspot.com/) • CSM and CSP having implemented Scrum, XP, & Kanban at the product and organizational levels. • Author of: w Being Agile: Your Roadmap to Successful Adoption of Agile, 2013, Apress (Springer) w Agile for Dummies , 2010, Wiley and written for CA Agile Vision Product Marketing w Adapting Configuration Management for Agile Teams , 2009, Wiley w Software Configuration Management Implementation Roadmap , 2004, Wiley • Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
This Evening’s Roadmap • A Common Case Study • Why Agile isn’t always Successful • Applying the RICH Deployment model Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
The Agile Journey… • Training • Requirements delivered upfront • Sprints • Reviews within team • Short Sprint Planning and no customer • Long Daily Stand-ups • Business as usual with • No Retrospectives management But it • Project Manager
But this isn’t surprising… Being Agile - What it takes to gain the business benefits of The Chaos Manifesto: The Standish Group 2012 Agile (C) Mario E Moreira 2014
Why this session? • Not seeing the business benefits (and outcomes) that Agile can bring • Not really living Agile values and principles • Not really sure how to get started Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
So Why isn’t Agile always Successful? May I suggest… • Agile isn’t seen as a culture change for many • People stick to the old way of thinking • Agile is limited to just the development team • Few treat Agile as a journey Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Agile is a Culture Change • Too much focus on mechanics • You can’t be “done” with Agile • Requires self-organizing teams • It really does require a different way of thinking Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Culture change takes time Change ¡Type Culture Procedure Skills Years Months Weeks Small Medium Large Magnitude ¡of ¡Change Time ¡to ¡Adjust Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
How long does it take to become Italian? • Driving a Ferrari? • Ordering breakfast in Italian? • Adopting local customs? Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Self-Organizing culture • Moving from Command-n-Control to Self- Organizing team culture w Management steps back and Team steps up • Teams scrub, decompose, and size work w Decisions are at the level of most knowledge Ownership Accountability Responsibility of Work Step Up Step Back Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Cultural Chasm • Too much focus on the mechanics (doing) with little focus on the values and principles • In order to cross the Agile chasm, we must embrace the Agile values and principles Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
New way of Thinking • People know more about the mechanics (practices), then they know about the values and principles 1. 66% could name 3 of the 5 Scrum events as you can 2. 10% could name 3 of the 12 Agile Principles as you can • How well do you know the Agile Principles? Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Are we really aligning with Agile Principles? * • Satisfy Customer with • Face-to-Face Valuable Software Communication • Welcoming Change to • Working Software as Requirements Measure of Progress • Frequent/Continuous • Sustainable Pace Delivery • Technical Excellence • Business and Development • Simplicity Work Together • Self-Organizing Teams • Motivated Individuals who • Reflection for are Trusted Improvement *Abridged Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
We rely on our ‘ rules of thumb ’ Most were established in the age of manufacturing
On-time Delivery is good • What happens? w Buffers w Padded estimates w Gold-plating w Waiting • Outcome w Slower • Better w Optimize Flow for faster delivery
Customer knows what they want • What happens? w Top of mind w Guess w Current problem w Brain-dump • Outcome w Incorrect requirements • Better w Feedback loops w They know it when they see it Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Agile isn’t just for the Team • Too much focus on Development Team Exec What about the up-line? What role do they play? Mgt Team Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Agile isn’t just for the Team • Not enough involvement from the business • Business and Development Work Together* • Business provides value and prioritization of customer need Customer Team Customer Business Customer Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Agile isn’t just for the Team • Too much focus on “build” • Agile optimizes for the whole Idea Wait … Gov Build Development Flow Development Flow End-to-End Flow Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Treating Agile like a Journey • Ready, Implement, Coach, Hone (RICH) • Deployment Model for achieving an Agile Ready transformation • Primarily focused on readiness • Does not tell you what to do, but asks you consider your Hone Implement context and your own action • Aligns with the inspect-and- adapt framework The RICH Coach Deployment Model can be found in Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
To be a successful farmer, one must first know the nature of the soil – Xenophon, Oeconomicus
Readiness • Conditioning the soil (aka, mind) prior to growing the seeds (aka, the people) • Focusing on the what and why • Assessing the current environment • Understanding the context • Laying the groundwork of agile values and principles • Discussing business benefits • Gauging the willingness • Shaping the implementation accordingly Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
What Agile is and isn’t • Agile are Values and Principles • Myths about Agile w No documentation, no design, no planning, team does whatever they like, silver bullet, undisciplined, one way, not predicable Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Language around Agile • Communication Vision for messaging • Create buzz • Listen to concerns e l i g A o G • Language on values, flow, and quality • Use appropriate channels • Signal in the new culture • Align story telling to the culture you want • Adapt rewards Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Drivers for organizational change • Examine the drivers around Agile • Is it targeted toward teams only • Is going to Agile tied to business goals? w Is it a trend or is there belief? w The answer is often in between Time-to-Market Not Working Competition Productivity Morale Trendy Belief Value Cost Proactive Reactive Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Agile as part of your Business Strategy • Does company vision include objectives regarding customer and employee engagement? • Ensuring commitment to change • Adapting reward to customer value and self-organizing teams Approach Result Incentive Continuous and Adaptive Organizational Customer Increased Objectives Engagement Sales (aka, Agile) Employee Increased Engagement Productivity Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Executive and stakeholder buy-in • Understand the current level of stakeholder buy-in (or resistance) at various levels • Explain their role w Funding and resources w Aligning leadership around Agile w On-going communication w Adapt language toward value • Evaluate engagement (how willing?) Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
Treat Agile Transformation as an initiative If you do not manage culture, it manages you… – Edgar Schein • Cultural transformation does not happen in an ad hoc manner • What is the scope of your deployment? • Who are the sponsor and champions? • What is your incremental path? • What support will be provided? Being Agile - What it takes to gain the business benefits of Agile (C) Mario E Moreira 2014
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