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Transitioning a Team Erin S Beierwaltes | Conscires Agile Practices

Transitioning a team

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In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations.Webinar discussed how people process change, how to start your transition and how to support it.

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Page 1: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Transitioning a Team

Page 2: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Conscires Agile Practices

Who we are ::Enabler of Agile & Scrum adoption for your

organizationAgile Adoption Assessment, Training & CoachingWhat we do ::

Agile & Scrum Coaching – http://agile.conscires.com/services/

Agile & Scrum Trainings - http://bit.ly/allTrainingsIrvine,CABoston,MADenver, COSan Diego,CA

Page 3: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Erin Beierwaltes, PMP, CSM Certified Project Management Professional Certified Scrum Master Professional Scrum Master I Agile Transition Coach at InfoPrint

Solutions (past) ScrumMaster at RightNow Techologies

(current) Agile Contributor and Teacher

Page 4: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Community of Thinkers

I am a member of a community of thinkers

I believe that communities exist as homes for professionals to learn, teach, and

reflect on their work

http://www.rallydev.com/agileblog/2009/12/a-community-of-thinkers/

Page 5: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Credits

Page 6: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Successes by Size and Approach

Small Medium Large0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

74%

58%

40%

69%

61%

50%

83%

70%

55%

Ad-hoc Traditional Agile

2010 IT Project Success Rates, August 02, 2010

Page 7: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Triple Constraints

Plan Driven

ValueDriven

Fixed Requirements Resources Time

Estimated Resources Time Features

Page 8: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Waterfall vs. Agile

WATERFALL

Requirements Prescriptive Individuals Sequential Cost of change

AGILE

User Stories Empirical Teams Iterative Encouraged

Change

Page 9: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Ideal Pilot Project (IF you can choose)

www.mountaingoatsoftware.com

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Projec

t

Page 10: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Duration

Too Short creates skepticism

Too Long delays success recognition

IDEAL: A project that is near the middle of what is typical (3-4 months)

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Proje

ct

Page 11: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Size

Collocated team Not too big (won’t

exceed more than 5 teams)

Communication between multiple teams add complexity

IDEAL: One Team (even if will grow to more)

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Proje

ct

Page 12: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Importance

Not low-importance

Not low-risk IDEAL: An

important project will help drive the team to implement all the hard things that Scrum asks of you

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Proje

ct

Page 13: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Business Sponsorship

Business and technical sides must change

Must have someone on the business side with the time to work with the technical team

Assist in business processes, departments or individuals that to adjust

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Proje

ct

Page 14: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

People

Types Scrum lobbyists Willing optimists Fair skeptics

Yes, this stacks the deck in your favor that won’t work on all projects, but this is an attempt to use a new approach to deliver an important project.

Duration

Business

Sponsorship

Importa

nce

Size

Short Long

Large

Small

Weak

Strong

Unimportant

Critical

Ideal Proje

ct

Page 15: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Ken Schwaber

“30% of all teams or organization that use Scrum will become excellent development organizations “

“When adopted, some of its practices are inconsistent with the culture of the team…the team changes Scrum so it is consistent and fits in…self organization of teams does not occur then.”

Page 16: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Change Reaction

Page 17: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Resisting Change

Number

Employees Managers

1 Lack of awareness Fear of losing control and authority

2 Fear of the unknown Lack of time

3 Lack of job security Comfort with status quo

4 Lack of sponsorship No answer to “what’s in it for me?”

5 No involvement in solution design

The top reasons for resisting change, as given by employees and managers. Creasey and Hiatt, 2007

Page 18: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Native Conflict Response Mode Thomas Kilmann Instrument (TKI)

Competing: Assertive and not cooperative

Collaborating: Assertive and cooperative

Compromising: In the middle on both dimensions

Accommodating: Cooperative and not assertive

Avoiding: Neither assertive nor cooperative

Page 19: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Coaching

Teams need someone to provide them with the right teaching, coaching and mentoring

No one is satisfied anymore being cogs in the machine and want to know their effort yields value

http://systemagility.com/2010/11/28/looking-forward-to-agile-coach-camp-norway-2011/

Page 20: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Agile Coach

Agile methodologies provide a framework to setup and do well, but coaching will deepen understanding and success Facilitator Teacher Mentor Conflict Navigator Collaboration Conductor Problem Solver …MORE

http://smartlemming.com/

Page 21: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Coaching

Problem is most aspiring agile coaches have very little education or experience toprepare them

Ask yourself… What is my role in a self-organized team? How do I help the team yet stay hands-

off?

http://bt-01.deviantart.com

Page 22: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Transitioning from the TraditionalProject Management Belief Replaced with

We can plan the work and work the plan Planning is essential: plans are useless

The triple constraints can be traded off for another to correct for unknowns

Time and budget (people) are held constant. Only scope flexes.

The plan gets more accurate over time as we flesh out the project through phases of activity: requirements, design, development, testing, and so on.

A plan gets more accurate over time because it is constantly revised and trued up to the team’s actual performance

Delivering on time, within budget and on scope equals success.

Clients getting the business value they need is the only measure of success

Scope can be locked down with later discoveries being handled as change requests against the scheduled end date.

Scope remains flexible, and changes of any kind are welcomed even late in the project.

Controlling through the project plan is my job.

Controlling through a plan is not possible; releasing the team into safety of agile is my only measure of control. So, I coach the team to use agile well.

Completing tasks and delivering deliverables indicate progress and value delivered.

Only delivered end products indicate progress and value delivered.

Coaching Agile Teams (Lyssa Adkins, 2010)

Page 23: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Coach for the Team

Coach will move away from Coach will move toward

Coordinating individual contributions

Coaching the whole team for collaboration

Being a subject-matter expert Beings a facilitator for the team

Being invested in specific outcomes

Being invested in the team’s overall performance

Knowing the answer Asking the team for the answer

Directing Letting the team find their own way

Driving Guiding

Talk of deadlines and technical options

Talk of business value delivery

Talk of doing the optimal thing Talk of doing the right thing for the business right now

Fixing problems Taking problems to the teamCoaching Agile Teams (Lyssa Adkins, 2010)

Page 24: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Non-command and control thoughts

Be detached from outcomes

Take it to the team Be a mirror Master your words and

your face Let there be silence Model being

outrageous Let the team fail Always be their

biggest fan, but be careful

http://superprojectmanagement.com/

Page 25: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Team Start-Up

Process (Core of Agile) Get everyone on the same page using the

same terms and definitions Offer to show “your” version of agile

Team Learn about each other Constellation See ideas for collaborative actives from Lyssa

Adkins Work Ahead

Vision of the Product (Product Owner)

Page 26: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Team Restart

Retrain http://www.crisp.se/scrum/checklist

Positive Reinforcement Guide by Retrospective!!

See blog post See retrospectives book

Page 27: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Set the Team’s Expectations

You have everyone you need to be successful

Expect high performance can be achieved

The Destination Never Comes

Page 28: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Balance Learning and Doing

Shu: Follow the Rule Basics that build a solid foundation

Ha: Break the rule Start to reflect on a deeper understanding Students can now instruct others Individuality begins to emerge

Ri: Be the rule Discovering through self exploration Everything comes naturally

(try this in a retro)http://alistair.cockburn.us/Shu+Ha+Ri

Page 29: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Coaching Styles

Teaching Lay down the law and teach the rules

Coaching Encourage with questions and reflections

Advising Self-organized, self-monitoring, self-

correction The team knows as much (if not more)

that you

Page 30: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Whole-team vs. Individual Coaching

Whole Team During sprint planning and retrospectives to

help them make better shared commitments Takes a back seat during the sprint so the

team can focus on work Individual

During sprint development, as individuals bring problems and complaints

Coach individuals to be come better agilist and offer tools to resolve their own problems

Page 31: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

High Performance Tree by Lyssa Adkins

Chapter 2: of Coaching Agile Teams by Lyssa Adkins http://www.code-magazine.com/Article.aspx?quickid=100153

Page 32: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Retrospective Action Items One action at a time Remind them they can try something in

the next sprint Give everyone permission to take time Give everyone permission to try

something once Do NOT push the team to do what YOU

think is the right action It’s ok to let the team fail (because you

might be wrong)

Page 33: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Team Dynamics

Only as wise as the quietest person Loudest Developer Driven (LDD) Separation by Title

Page 34: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Managing at the Speed of Change by Daryl Conner

“It is relatively easy to get your people to acknowledge that a change is to be made and to get start on it. The really tough job is to get them to stick with it when the going gets tough.”

Try to anticipate old habits in advance and help them stick to Scrum despite the discomfort and worry.

Page 35: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Problem Solving

Set Expectations It is the responsibility of the team to meet the

challenges and find solutions

1. A problem is brought to you or you see it2. Pause! Reflect on the problem!3. Take the problem to the team4. All the team to act (or not)

It’s their commitment, not yours!

Page 36: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Become the Expert

Books Blogs Twitter Meetup.com Local Chapters Colleagues Friends

Page 37: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Final Thoughts

The point isn’t to be the best at Scrum or some other Agile method, but to

provide value to customers, the business and the team.

Page 38: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

[email protected]

#coachatplay

Page 39: Transitioning a team

Erin S Beierwaltes | Conscires Agile Practices

Upcoming Training in Denver,CO“Scrum! Values, Foundations and Practices”

with Erin BeierwaltesMay 14th 201120% discount with code Webinarhttp://agile.conscires.com/scrum-1-day-training-

denver/

Contact Bachan Anand W : http://agile.conscires.com E : [email protected] P : 949-232-8900