20
Three Steps to Sustainable Agility Dan LeFebvre Agile/Scrum Coach, CSC © DCL Agility, 2010-2011 1

Three steps to sustainable agility

  • View
    1.150

  • Download
    1

Embed Size (px)

DESCRIPTION

Presentation I gave at Agile Boston on February 23, 2011

Citation preview

Page 1: Three steps to sustainable agility

1

Three Steps to Sustainable Agility Dan LeFebvreAgile/Scrum Coach, CSC© DCL Agility, 2010-2011

Page 2: Three steps to sustainable agility

2

Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC

Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC)Extensive experience in software product development as a developer, manager, director, and coachUsing agile practices since 2003Fulltime Agile Coach since 2006

Page 3: Three steps to sustainable agility

3

Desired State

Force Field AnalysisStatu

s Quo

Driving ForcesRestraining

Forces

Page 4: Three steps to sustainable agility

4

Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Agile Transition Dynamics

Current method is not working

Early successes process/PMO/roadblocks

Departmental Friction

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Initial excitement

Agile Champion

Page 5: Three steps to sustainable agility

5

Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Agile Transition Dynamics

Current method is not working

Early successes process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental FrictionInitial excitement

Agile Champion

Page 6: Three steps to sustainable agility

6

Agile Greatness in Boston

Boston is the most active,

most innovative & most vibrant

Agile learning community on the planet, by any measure that can be

named

Your TurnStatu

s Quo

Driving ForcesRestraining

Forces

Page 7: Three steps to sustainable agility

7

Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

How to Use FFA

Current method is not working

Early successes

Initial excitement

Agile Champion

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

Page 8: Three steps to sustainable agility

8

Reinforcing the Removal of Impediments

Teams will raise impedimentsThey will need help to remove themIf management ignores them, team will be discouraged

Need an organization impediments removal mechanism

Page 9: Three steps to sustainable agility

9

Enterprise Transition Community with Improvement Communities

Source:Succeeding with Agile Using Scrum- Mike Cohn

Page 10: Three steps to sustainable agility

ScrumMaster TeamScrumMasters are expected to be the organizational change agentsScrumMasters form a team to remove impedimentsCollects and prioritized impedimentsWorks to fix them in priority order

Page 11: Three steps to sustainable agility

11

Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Handling Fear

Current method is not working

Early successes

Initial excitement

Agile Champion

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

Page 12: Three steps to sustainable agility

12

FearLearning something new is scary

Will I be good enough? What is wrong with my way?

Role changes are scaryWill my job go away? Will I like the new role?

Fear can trigger the “fight or flight” instinct

Many organizations see an increase in the attrition rateMany organizations adopt “Scrumbut” behavior because resistance is too high in some areas

Page 13: Three steps to sustainable agility

13

Provide Support to Manage FearPeople need help to work through their fearsHelp to understand new roles of ScrumMaster and Product OwnerHow to test in agile wayAn Agile Champion or Agile Coach can help initially

Need an internal support system

Page 14: Three steps to sustainable agility

14

User Groups and ConferencesEncourage people to continue learningProvide budget for people to attend conferences

Require attendees to run “brown bag” learning sessions

Page 15: Three steps to sustainable agility

15

Communities of PracticeGroups of “like-minded” people get together to help and support each other

ScrumMastersProduct OwnersTestersArchitectsManagers

Share experiences, observe each other, provide feedback, review books, etc.

Page 16: Three steps to sustainable agility

16

Sustainable Agility

• Transparency• Predictability• Self-

Organizing Teams• Responsive

to customer needs• Improved

Quality• Astonishing

Results

Project Initiation

Current method is not working

Early successes

Initial excitement

Agile Champion

process/PMO/roadblocks

Driving ForcesRestraining

Forces

Team self-organization

Status

Quo

Fear of losing position or power

Annual budgeting process

Fear of learning new skills

Departmental Friction

Page 17: Three steps to sustainable agility

17

Adopt Agility in the Annual Planning Process

Organizations need to commit to projectsMany managers have pet projects or stealth projectsMany people believe in “big, upfront” planning This limits organizational agility

Need an agile portfolio management process

Page 18: Three steps to sustainable agility

18

Portfolio Management Process

Source:Manage Your Project Portfolio - Johanna Rothman

Page 19: Three steps to sustainable agility

19

SummaryUse Force Field Analysis to examine forces affecting a change

Devise strategies to strengthen driving and weaken restraining

Three mechanisms to drive agility include:

An impediments handling processAn internal coaching processAn agile portfolio management process

Page 20: Three steps to sustainable agility

20

Questions