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2013 Key takeaways from 8 years scrum coaching and consulting
1. Objectbay Software & Consulting GmbH
Dr. Andreas Wintersteiger
andreas.wintersteiger@objectbay.com
2. Agile Transformation
Key Takeaways from 8 years of Scrum
Coaching
Dr. Andreas Wintersteiger
Objectbay Software & Consulting GmbH
andreas.wintersteiger@objectbay.com
18. Knowledge Work is different
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• Economies of Scale: only with Teamwork
• Working together
• Communication is KEY
• Demand controlled management of workload (PULL)
• Process Ownership, Instant Processes
22. Biggest Blockages in Agile
Transformations seen so far
...
23
• Self Organization not allowed
• Organizational & Management Structures can’t be
changed
• Communication Structures
• Transparency not wanted
• Certified Processes established & must-been-followed
• Low Standards Attitude
24. Agile Transformation
Establishing a Vision
Dr. Andreas Wintersteiger
Objectbay Software & Consulting GmbH
andreas.wintersteiger@objectbay.com
25. Starting at the Team Level
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• Self-organizing Scrum
Teams
• cross-functional
• Scrum Master as Team
Coach
• Transparency
• Inspection & Adaption
• Process Ownership
• Empowerment
• Trust
• Learning
• Reliable Deliveries
• Less Defects
• Better Architecture
26. Team Coaching intensity
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get the team ready
to start
get the team trained
and started
get the team confident let the team do it
let the team
do it alone.
return visit
1 2 3 4 5 6
27. Start with pioneer teams
• Trailblazers showcase, win & create more demand
• Do not go halfway, keep improving
• Keep touch base
• Do not create heavyweight processes & structure
• Trust the team and show you do!
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29. Product Owners define
success
• Feature Backlog
• P.O.s form a Scrum Team
• and need a Scrum Master, too!
• P.O.’s have their Meetings
• ... and they ship the product
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35. Agile Transition Team
• Organizational Impediments become highly visible
• “Scrum Master Force” - Agents for the change
• Organizational Change controlled by Management
• Strategy
• Transition Backlog to drive change
36
36. Transition Team
• Setup and made up of Senior Management
• Define Vision and Strategy
• Drive the Change
• Act on organizational Problems surfacing through Scrum
• HACK THE CORPORATE CULTURE
• Fearless Change (John Kotter)
37
37. Impressions seen
• Lack of Stakeholder Involvement
• Technical Skills & Expertise at
Team Level
• Continuous Integration
• Test Automation
• Quality Attitude
• Teamwork, Lonely Warriors and
Communication issues
• “Disturbance from Production”
• No Collective Ownership,
Responsibility
• Bollywood Scrum
• Waterfall Sprints
• Late Acceptance
• No Release Cadence
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38. Quick Fixes
• Ensure Stakeholder/Management Involvement
• Team Level Intensive Care, Principles over Practices
• Empowerment on Team Level, Coaching, Transparency
• Agile Transition and Rollout Team
• Company Heartbeat: Synchronized Sprints
• Surface and manage Dependencies: Scrum Of Scrums
• Release Cadence: Agile Release Train
• Technical Excellence: Agile Developer Skills / Agile Engineering Practices
• Manage Culture Hacking
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Editor's Notes
Adopting to Agile is hard and demands some cultural changes within an organization. The entire industry is in a radical worldwide shift and knowledge workers are right in the middle. It is no coincidence that Agile Software Development is one of the cornerstones where this shift becomes highly visible. This talk will focus on the the shift behind Agile, the reasons and the impact. Drawn from more than 8 years of experience in Agile transformation we will also have a peek into future of corporate Agile.
Strange, new kind of workplaces
Motivation of people
Highly energized people
Appraisals
Management hierarchies
- different work
- different workplaces
- different management principles
- different appraisal
- different organizational structures
Ensure the correct environment and boundary conditions are in place: identifying candidates for roles, a product (or project) is in place, dates for workshops or trainings are aligned, etc...
Ensure people have the right knowledge and are ready to begin: Execute the required workshops, training to ensure a common understanding and knowledge, product backlog is prepared for the first sprint.
Actively coach the team through sprints and play a hands-on coaching role: facilitating meetings, creating artifacts, 1-on-1 coaching with team members, guiding the team through their first sprints.
Play a more passive coaching role whilst the team try it for themselves, however, still provide feedback and support throughout.
Provide assistance or support only if asked.
Observe, listen and provide feedback.