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Presentation I gave at Agile Boston on February 23, 2011
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Three Steps to Sustainable Agility Dan LeFebvreAgile/Scrum Coach, CSC© DCL Agility, 2010-2011
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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
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Desired State
Force Field AnalysisStatu
s Quo
Driving ForcesRestraining
Forces
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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
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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
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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
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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
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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
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Enterprise Transition Community with Improvement Communities
Source:Succeeding with Agile Using Scrum- Mike Cohn
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
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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
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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
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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
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User Groups and ConferencesEncourage people to continue learningProvide budget for people to attend conferences
Require attendees to run “brown bag” learning sessions
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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.
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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
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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
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Portfolio Management Process
Source:Manage Your Project Portfolio - Johanna Rothman
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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
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Questions