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AgileAdoptionDifficulties

ChuckSuscheckMaxTechnicalTrainingAgilecoachandtrainer

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Agileisbetter,faster,

cheaper!

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ReasonsforAdoptingAgile

VERSIONONE 2015 State of Agile SurveySource: http://www.versionone.com/state-of-agile-survey-results/

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Agilemustbeallabout

reducing thetime

investment

The traditional manifesto

• We develop processes and tools to standardize our interaction and maximize individuals productivity.

• All of our software has comprehensive documentation so that anyone can understand it.

• In order to plan and cost a project, we enter contract negotiation with our customers.

• We follow a plan in order to minimize and control change.

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Source:VersionOne StateofAgilesurvey2015

Hmm,scrumis#1,solet’sfollow

scrumrules

Whathappens

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Scrummer fall

Req&EstDesign

Plan

TestUAT

Release

Funding

2 4 61 3 5 7 9 11 138 10 12 14 15 1716 18

Development

?

Source: Damon Poole / Eliassen Group

Notusingempiricism

Notusingempiricism

Someempiricism

Time

Empirical not predictive

Plan DoP D I A P D I A

P D I A P D I A

Predictive Empirical

Oh,sothat’stheproblem

Aha

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Mindset change

PredictiveMindset

• Managesituationtoconformtoplan

• Tracking=planning• Uncertaintyisnot

encouraged• Mistakesarebad• Metricsarediscrete

EmpiricalMindset• Manage plantoconformto

situation• Planningandtrackingare

separate• Uncertaintyiscausefor

trackingandadapting• Mistakesareminimizedbut

inevitable• Measurement isbytrends

Constraints

Estimates

Scope

TimeCost

Time(Sprints)Cost(Teams)

Scope(Stories)

PlanDriven

Value/VisionDriven

ThePlancreatescost/scheduleestimates TheVisioncreatesfeatureestimates

Agile

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VaryScopeDothis

Drop fullfeaturesCuttestingorgooddesignCreateunionofanyneedsAddmoreandmore(andmore)

Don’tDothisDropunneeded fitandfinishDropedgecaseusageCreateintersectionofneedsSimplify

CanIhavejustonemorefeature?

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ScrumActivitiesareEmpirical

Inspectedandadapted

Activity Inspect AdaptSprintPlanningSprintDailyScrumSprintReviewRetrospective

But..theCIOiswatching

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Butthatdoesn’t sound

agile!

Weneedalockeddownbudgetand

schedule

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Goal

Goal

Start

Goal

Howagileevolvestowardagoal

Inspection

Inspection

ProductthinkingversusProjectthinking

Product Owner

• Lifecycleownership• Totalcostofownership• Productvalue

• Valuevisionaboveexecution

ProjectOwner

• Timeperiodownership• Projectsuccess• Timeandbudget

• Valueexecutionabovelongterm

AgileEffectiveness

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Authority

KnowledgeLow High

High

MiniCEO

HighlyEffectiveBuildtheWrongProduct

BuildBasedonSpecs BuildSlowlywithConstraints

ProductOwnerEffectiveness

DelayingdecisionsenhancesdiscoveryDecideEarly• Planningisestablished• Manage totheplan• Directionestablished

• Wrongdecisions• Lowbasisfordecision• Reworkpossible

DecideJustinTime• Learnbydoing• Moremalleabilityindirection• Reworkwastereduced

• Predictabilityislow• Empiricalapproachrequired• Possiblenotenoughtime

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PotentialIssues

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Twowaysofprojecting

– Featuresareking((PBL/V)* WIS)

– Dateisking((WR/WIS)*V)

PBL=product backlogsize,V=velocity,WIS=weeksinsprint, WR=weeksremaining

Velocity Remaining inProductBacklog

LimitingFactor Projection

30 180points Completeall features(featuresareking)

6sprintsor12moreweeksremaining

30 180points Duein8weeks(dateisking)

120complete, 60notcomplete

22© 1993-2015 Scrum.org, All Rights Reserved

MonitorProgressBalancingDateorFeatureTargets

0

10

20

30

40

50

60

70

1 2 3 4 5 6

StoryPo

ints

Sprint

WorstcaseMostlikely

BestcaseConeofuncertainty

Howistheteamdoingifthisistheshipdate?

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Thefidelity oftheplanisrelatedtothetimehorizon

. . ..ProductBacklog

...

RoadmapForecast

ReleaseForecast

SprintForecast

Progressiverefinement

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Incrementalfunding

Seed

Vision,Backlog,Release Planning,Sprint 0 or 1

Risk ofWhat to build

Plant

2 Sprints,Releasable,Viable,Estimatable

Risk of it being accepted

Sprints,Reevaluate at each release

Develop

Ready to go by release

Funded atSenior Manager

Signature Authority

Funded atDirector

Signature Authority

Funded atVP

Signature Authority

...

.

ProductBacklogDefinition

100%StoryTitle

50%GroomedwithAC

70%StoryBody

25%Groomedagain

2sprintssprintreadySprintPlanned

StoryFormatTitle: <sometitle>Body:Asa<role>Iwant<todosomething>Sothat<value>AcceptanceCriteria:-Verifythat <situation>-Verifythat <situation>-Verifythat <situation>

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Ourpeopleareexpensive

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Howcanwehavestableteamsthen?

Ourpeoplearehighly

specialized

Weneedtooptimizeourresourceskillset

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Studiesshow,small,crossfunctionalteamsenhance

adaptability

Hmm

Teamsizeincreasescomplexity

0

50

100

150

200

250

300

350

400

1 6 11 16 21 26

PossiblePairs

TeamMembers

PairCombinations

0

500

1000

1500

2000

2500

3000

3500

4000

4500

2 3 4 5 6 7 8 9 10 11 12

PossibleInteractions

TeamMembers

Interactions

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FromQSM2006

Studiesshowstableteamsenhancequalityand

predictability

Hmm

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Stableteamsarebetter

Teamdynamicsisthebigimpediment

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Peoplecanlearnskillsandbecomebetteremployees,butonlywithtrustedteam

membersAha

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Wheremanagementfits

Traditionalapproach (control)

• Coordinator• Providinganswers• Investinginoutcomes• Deadlinefocus• Technicalcontrol• Problemresolution

Agileapproach (leadership)

• Coach• Enablediscovery• Satisfystakeholder• Valueandflowfocus• Teamlearningandcontrol• Guideteam

Management focusesonbiggerpictureandteamdynamicsconstraints

The traditional manifesto

• We develop processes and tools to standardize our interaction and maximize individuals productivity.

• We value individuals and interactions over processes and tools.

Trustgoodpeopletodotheworkandusetheirmind

• We follow a plan in order to minimize and control change.

• We value responding to change over following a plan.

• All of our software has comprehensive documentation so that anyone can understand it.

• We value working software over comprehensive documentation.

• In order to plan and cost a project, we enter contract negotiation with our customers.

• We value customer collaboration over contract negotiation.

Wrong Adaptive

Conclusion?

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Let’soptimizeeverything

withmeasurements

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Wewillmeasureyourperformance

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Whocaresabouttaste?It’sontimeandbudget

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- SourceMikeVincent

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Agile difficulties not measured

VERSIONONE 2015 State of Agile SurveySource: http://www.versionone.com/state-of-agile-survey-results/

?

How do you measure success?

Top issues

with agile adoption?

Thisisaproblem

WhatishappeningwithAgileadoption?

Mechanics

ChangeofBehavior

Measurement

ChangeofValue

BusinessGoal

Cargocult: variousritualisticactswilllead toabestowingofbenefit

Measurement?

ReifyGoal

MechanisticGoal

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DirectEvidenceofanOrganization’sValue

Impact

Diagnoseandcorrelate

Direct evidence

AgilePractices

Measurement Change

OrganizationIndirect evidence

OrganizationalValue

Measurement

Whatisimportanttoagilebusiness

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Managementmustcontrol

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IfIdon’ttellpeoplewhattodo,theywillslack

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LevelofComplexity

SimpleEverythingisknown

ComplicatedMoreisknownthanunknown

ComplexMoreisunknownthanknown

ChaoticVerylittleisknow

Source:RalphStacey,UniversityofHertfordshire

ComplexityCallsForTheRightManagementStyle

ProjectType Characteristics Leader’sJob

Chaotic

HighTurbulenceNoclearcause-and-effectUnknowablesManydecisionsandnotime

Immediateactiontore-establishorderPrioritizeandselectactionableworkLookforwhatworksratherthanperfectionAct,sense,respond

ComplexMoreunpredictabilitythanpredictabilityEmergent answersManycompetingideas

Create boundedenvironmentsforactionIncreaselevelsofinteractionandcommunicationServant leadershipGenerate ideasProbe,sense,respond

ComplicatedMorepredictabilitythanunpredictabilityFact-basedmanagementExperts workoutwrinkles

UtilizeexpertstogaininsightsUsemetricstogaincontrolSense,analyze,respondCommandandcontrol

Simple

Repeatingpatterns andconsistenteventsClearcause-and-effectWellestablishknownsFactbasedmanagement

UsebestpracticesExtensive communicationnotnecessaryEstablishpatternsandoptimizetothemCommandandcontrol

Source:“LeadershipFrameworkforDecisionMaking,”SnowdenandBoone,HBR, 2008

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Who owns these problems?

Source:VersionOne StateofAgilesurvey2013

Management must be

committed

AgileAllianceStateofScrumSurvey2013

Whatwasthemostimportantfactorwhenadoptingagile

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Let’srollthethis

presentationup

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ResultsfromAdoptingAgile

VERSIONONE 2015 State of Agile SurveySource: http://www.versionone.com/state-of-agile-survey-results/

Reasonforadoption Resultofadoption

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Whatdoesthisrollupto?ü Customersatisfaction drivesshareholder profitü Productmindset reduceslongtermcostsü Decidinglate fostersinformeddecisionsüMeasuregoaltrends notmechanicalabsolutesü ITisanasset andpartner,notacost

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ChuckSuscheckMaxtrainAgilecoachandtrainer

Chuck@suscheck.com

Thankyou

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