Clark "Building An Agile Team"
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This presentation was provided by Jonathan Clark of Jonathan Clark & Partners, during Session One of the NISO event "Agile Product and Project Management for Information Products and Services," held on May 14, 2020.
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Clark "Building An Agile Team"
- 1. Jonathan Clark May 14th 2020 jonathanmtclark@gmail.com Building an Agile Team
- 2. poll
- 3. Part 1) What does Agile mean for people? Discussion / Q&A Part 2) Who does what ? Discussion / Q&A Part 3) What happened to the Project Manager? Discussion / Q&A Agenda
- 4. Agile uses continuous improvement to incrementally figure out the best way forward One of the founding principles of Agile: “At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.” Kaizen = improvement high performance lean principles
- 5. Taiichi Ohno ,The Toyota Way “Kaizen is about changing the way things are. If you assume that things are all right the way they are, you can’t do kaizen. So change something!”
- 6. Building an Agile Team = Building an Adapative Team
- 7. adaptive teams: combine freedom with responsibility balance flexibility with structure deal with inconsistency and ambiguity persistently deliver on the product vision an adaptive team is self-organising and self-disciplined
- 8. Traditional vs. Agile Organization
- 9. • Tasks ALWAYS come from the top • Timeframe is set • Project manager resposible • Project manager rules • One-way communication • Tasks defined by team members • Timeframe committed • Team responsible • Scrum Master facilitates • Brainstorming from all team members traditional vs self-organising self-organising teams are not characterised by a lack of leadership, but by a style of leadership
- 10. self-discipline competence + persistence + willingness to assume accountabity Note that competence is more than skill and ability, it's attitude and experience too!
- 11. Jim Highsmith, Agile Project Management: Creating Innovative Products Get the right people involved, and self-discipline comes more easily. Get the wrong people, and imposed discipline creeps in, destroying trust and respect.”
- 12. the right people curious reliable realistic persistent collaborative open-minded not judgemental respectful of colleagues
- 13. Dave West, CEO at scrum.org “Build teams of strong-minded, kind, agreeable people who firmly believe that everyone has something to contribute.”
- 14. End of Part 1 Discussion / Q&A
- 15. COMFORT ZONE PANI C ENOZ PANIC E N OZ ENOZ PANIC THE SWEET SPOT extra slide
- 17. Part 2
- 18. • Products are built by capable, skilled people not by processes • Focus on people, product and process (in that order) • without the right people, nothing gets built • without laser focus on product, there’s activity creep • without a process framework, there’s inefficiency and maybe chaos Agile values individuals and interactions over processes and tools Recap you need the right people with the right technical skills and the right behaviour
- 19. What are the key roles & responsibilities?
- 20. CUSTOMERS DEVELOPERS product vision features stories acceptance PRODUCT OWNER AGILE PROJECT MANAGER
- 22. AGILE TEAM BUSINESS SPONSOR CUSTOMERS Senior Management Editorial Finance Sales Marketing Product Manager Ux Users Customer Service Developers Analyst Content Lead QA Lead Architect Iteration Manager
- 23. Product Owner Points the team in the right direction Has the authority to set the goals and shape the vision Provides vision Responsible for product backlog Voice of the customer / user Makes decisions Establishes boundaries Available Business-savvy Communicative Decisive Empowered a.k.a. Product Manager
- 24. Mike Cohn, Mountain Goat Software “Each team needs exactly one product owner”
- 25. Agile Project Manager Supports and helps the agile team Removes barriers that block the team Responsible for managing the process, and only the process! Facilitates stand-ups, retrospectives Expert in estimation & planning Helps with product backlog Helps team clarify the goals Always looking to improve effectiveness Responsible Humble Collaborative Committed Influential Knowledgeable a.k.a. Scrum Master, Iteration Manager…
- 26. The Dev Team Developers Estimate, plan, program, test Collaborates Understands the user Ux Designer Plans and gathers customer / user data Mocks up designs Tests Looks ahead Analyst Just-in-time analysis User story details Architect High-level view Considers complexity Tester Talks more than they write Helps teams deliver better stuff Content Lead Expert in content coding Link to content production
- 27. Business Sponsor Provides overall strategic direction Sets a vision and does not stop talking about it! Understands, lives and breathes agile Makes the hard calls Spends much of their time removing barriers
- 28. Subject-Matter Experts brings specific knowledge or talent that is needed by the agile team helps the team understand how stuff works is part of the team speaks in facts speaks in opinions brings specific knowledge or talent that is needed by the agile team tells the team how to do stuff is not part of the team
- 29. How Large Can We Go? “2 pizza” teams? The 7 +/- 2 rule? 3-9? 5-11? 5-8?
- 30. Does Agile require co-location? Can distributed agile really be successful? these are very good questions! What if everyone works from home?
- 31. End of Part 2 Discussion / Q&A
- 32. Part 3
- 33. Business people and developers must work together daily throughout the project • an agile team is an adaptive team • teams are self-organising and self-disciplined • you need the right people with the right technical skills and the right behaviour • agile demands cross-functional teams • key roles are product owner and agile project manager • communication is easier with small teams • cross-functional doesn’t mean everyone can do everything! Recap Plan together, demo together, learn together
- 34. So what happened to traditional Project Managers?
- 35. scope cost quality personnel communication risk procurement and more…. AGILE TEAM } Agile transfers the traditional project manager responsibilities across the whole team
- 36. Leading vs Managing Agile leaders lead teams A traditional project manager focuses on following the plan with minimal changes Non-agile ones manage tasks In an agile project the team takes care of the tasks and the project leader takes care of the team An agile leader focuses on adapting successfully to inevitable changes
- 37. Ken Schwaber, Co-founder of Scrum “Using the old words will slow or prevent the adoption of a new approach. Retaining an old title discourages thinking in a new way”
- 38. Organisation Strategy Portfolio Product Roadmap Release Iteration Daily traditional project managers are helpful here agile project managers are essential here
- 39. Scrum Smells* signs that something might be wrong *Term coined by Mike Cohn, Mountain Goat Software Guests who are invited to attend the Daily Stand-up meetings are allowed to ask questions or make observations Not all the Agile Team members attend the Daily Stand-up meetings Work is assigned by the ScrumMaster rather than signed up for by developers The Daily Stand-up feels like it is a status update from the team members to the ScrumMaster Team members are pulled away by the organisation to do other tasks Team members avoid responsibility. When the team has highly specialized job roles, it can allow an “it’s not my business” attitude Executives demand the team commit to releasing a set of "minimum" features by a certain date Executives communicate directly with team members to remind them of deadlines
- 40. End of Part 3 Final discussion / Q&A
- 41. final words