Overcoming Impediments to Agile Transformation
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Join us for a highly interactive and customized Agile Webinar that will uncover the most prominent, common and troubling roadblocks experienced by organizations trying to adopt agile and will offer solutions to overcome these obstructions!
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Overcoming Impediments to Agile Transformation
- 1. Thanks for joining! This Webinar is worth 1 PDU The recorded webinar and slides from the presentation will be posted online We will send information to collect your PDU and access the presentation material after the webinar.
- 3. Agile Transformations Your Impediments
- 4. Questions as We Go
- 5. Original Commitment • 5 segments • 8 minutes each
- 6. Scrum For Webinars Hybrid Projects Managers Role Adopting Agile development practices How can Agile work with offshore or non- colocated teams? Scaling Agile Cultural issues / "That's not how we do it here" What is the best way to get team members to take ownership for sprint backlog? How does Agile work with non-software development projects?
- 7. Estimated Hybrid Projects ??? Managers Role 8 Adopting Agile development practices 13 How can Agile work with offshore or 8 non-colocated teams? Scaling Agile 13 Cultural issues / "That's not how we do 5 it here" What is the best way to get team 2 members to take ownership for sprint backlog? How does Agile work with non- 8 software development projects?
- 8. Commitment Hybrid Projects ??? Managers Role 8 Adopting Agile development practices 13 How can Agile work with offshore or 8 non-colocated teams? Scaling Agile 13 Cultural issues / "That's not how we do 5 it here" What is the best way to get team 2 members to take ownership for sprint backlog? How does Agile work with non- 8 software development projects?
- 9. Background
- 12. Stable Teams
- 13. Communications
- 14. Managers Role in Scrum
- 15. Don’t
- 16. Set Goal
- 18. Time
- 19. Listen
- 20. Observe
- 21. Ask
- 22. Safe to Fail
- 23. Grow People
- 24. Hire/Fire
- 25. Strategy
- 28. Transition Team
- 29. References Role of the Manager in Scrum – Pete Deemer: http://www.infoq.com/articles/scrum- management-deemer/ Rethinking Manager’s Relationship with Agile Teams – Esther Derby: http://www.estherderby.com/2011/08/rethinkin g-managers-relationship-with-agile- teams.html What Do Middle Managers Do? – Esther Derby: http://www.estherderby.com/2012/04/what- do-middle-managers-do.html
- 30. Books Mentioned The Wisdom of Teams - Jon Katzenbach and Douglas Smith Group Genius – Keith Sawyer
- 31. Managers Role • Complete? • 8 of 29 pts done!!! Managers Role 8 Adopting Agile development practices 13 How can Agile work with offshore or non- 8 colocated teams?
- 33. Don’t Sell
- 34. Mindset
- 35. Systems Thinking
- 37. • Status • Certainty • Autonomy • Relatedness • Fairness
- 38. Make it Easy to Start
- 39. Make it Safe to Fail
- 42. Learning Time
- 43. Coding Dojo
- 44. Coaching and Mentoring • Internal and External
- 45. Buy Books Growing Object-Oriented Software Guided by Tests – Steve Freeman and Nat Pryce Working Effectively with Legacy Code - Michael Feathers … More: http://agilepainrelief.com/notesfromatoolus er/2011/08/books-for-newly-minted-scrum- masters.html
- 46. References Making TDD Stick: Problems and Solutions for Adopters - Mark Levison: http://www.infoq.com/articles/levison-TDD- adoption-strategy SCARF (Status, Certainty, …) Model – David Rock: http://www.your-brain-at- work.com/files/NLJ_SCARFUS.pdf
- 47. References Resistance as a Resource – Dale Emery: http://dhemery.com/articles/resistance_as_ a_resource/ Systems Thinking Overview – Daniel Aronson: http://www.thinking.net/Systems_Thinking/ OverviewSTarticle.pdf
- 48. References Your Brain at Work – David Rock Thinking, Fast and Slow Daniel Kahneman
- 49. Sprint Review Managers Role 5 Adopting Agile development practices 13 How can Agile work with offshore or non- 8 colocated teams?
- 50. Next Time?
Notas del editor
- Problem
- Unfortunately the top choice – Hybrid Projects had no
- Success in Scrum comes from building and maintaining high performance teams. The value in these teams comes from the relationships between the people, not just their individual skills.
- Change the make up of teams – constantlyAssign tasks- Micro Manage
- Katzenbach and Smith – Wisdom of Teams – High Performance teams need a challenging performance goal. Effectively we provide this with the Product Vision at the release level and the Stories committed to each Sprint.
- Wisdom of Teams – again – Teams require clear boundaries to organize in. For example – a team might have complete control over how they implement application UI but have to live with certain key performance constraints.Interestingly research in Creativity (Keith Sawyer) shows that the same highly creative groups need the same conditions.
- Manager can out organize a self organizing team in the short term. However as the team grows it will achieve more than a managed team.
- Sit in the team areas, listen to what is said. How quiet is it? A lack of noise is a sign that the team aren’t collaborating.Ask permission to listen to daily scrum. What is said? What isn’t said?
- Make it safe to fail. We learn by running small controlled experiments seeing what works. In some traditional organizations failure is seen as bad. Agile Managers need to make it safe for their team members to fail. Its better to run small
- Look for the existing team impediments
- References will be provided in the followup email
- This can be a problem with all of the practices not just the technical ones. However the examples we will use here will be focused primarily around the technical.In this case lets assume we’re trying to adopt Test Driven Development and one of our developers is saying, no. It doesn’t work, it can’t work or I won’t do it.The ideas can be implied to any.
- Rarely can we convince any one to try a new idea just be selling them. All selling will do is raise the level of their resistance.
- We need to understand their mindset and what they’re thinking. Resistance comes from somewhere. Perhaps they’re friend tried TDD and couldn’t get it to work. Perhaps they read a little bit about it in a blog and couldn’t understand why it would be useful.
- People don’t act and work in isolation its important to understand the pressures and forces that act on someone each situation.
- You can only get them to try new things if first you understand their problems.Example perhaps your developers are frustrated with how difficult it is to make small changes to their existing code.Perhaps they’ve tried Unit Testing but it was difficult because all of the classes in the code base were tightly coupled. The code is tightly coupled because the developers have been under pressure for years to deliver more code. As a result they’ve rushed and not taken the time to keep the code simpleIn addition because they’re still under that pressure they don’t want to try something new because it will slow them down at first.
- David Rock offers a useful model of five major human motivators, he calls it SCARF.In this case our developer might feel that their: Autonomy is under threat – being told to use TDD takes away their freedom to work in the way they think makes sense.Certainty – they’re scared that this will affect their next performance review.Etc.However we can turn this things around. We can appeal to their Status by showing them that learning TDD will make them one of the most advanced and productive developers in the organization.We can appeal to their certainity by promising this won’t hurt them in their next performance review.Etc.
- Create cognitive ease – make the ideas as simple as you can to understand.Don’t ask people to start learning Test Driven Development in your mainline code base.
- I will recheck UserVoice see what the top priorities in the backlog are. I will ask clarifying questions around