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.
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 it 5
here"
What is the best way to get team 2
members to take ownership for sprint
backlog?
How does Agile work with non-software 8
development projects?
8. Commitment
Hybrid Projects ???
Managers Role 8
Adopting Agile development practices 13
How can Agile work with offshore or non- 8
colocated teams?
Scaling Agile 13
Cultural issues / "That's not how we do it 5
here"
What is the best way to get team 2
members to take ownership for sprint
backlog?
How does Agile work with non-software 8
development projects?
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
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?
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
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