2022 IPMA Vakdag- Back to Basic v02 - compressed for handout.pptx
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Slides of my presentation for the IPMA vakdag november 2022
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2022 IPMA Vakdag- Back to Basic v02 - compressed for handout.pptx
- 1. The waves of Agile Delivering Value in different phases of the Agile transformation Derk-Jan de Grood @DerkJandeGrood https://djdegrood.wordpress.com/ d.degrood@squerist.nl +31 6 51807878
- 2. Over mijn passie in mijn professie ik heb een passie voor muziek en koffie. Ik wil Agile graag begrijpen en geef mijn inzichten graag door. Daarom spreek ik regelmatig op (internationale) conferenties en publiceer ik regelmatig in de vakbladen. In mijn laatste boek âThe waves of Agile, Value delivery in medium en large organizationsâ leg ik uit wat er allemaal komt kijken om agile werkend te krijgen. Ik geef daarbij ook vele handige tips, zodat je naast inzicht opdoen, ook aan de slag kan. Als Agile Coach bij Squerist begeleid ik organisaties op hun agile journey. Meer informatie over en van mij kun je vinden op mijn blog en Linkedin.
- 3. Software testen Agile Transformation Business Transformation Specialized in Progress The waves of Agile Delivering Value in different phases of the Agile transformation Derk-Jan de Grood IPMA Vakdag â 15 Nov 2022
- 4. IPMA Vakdag 40% [source: IPMA website] 4
- 6. IPMA Vakdag 6 52% Majority of the teams have adopted agile [Source: https://digital.ai/resource-center/analyst-reports/state-of-agile-
- 7. IPMA Vakdag 7 Traditional Agile Project Continue Temporary Organisation Delivery Organisation Plan wise Adaptive Top down Autonomous teams Etc⊠EtcâŠ
- 8. IPMA Vakdag There is no Project Manager in Agile 8
- 11. IPMA Vakdag 11 Will we finish in time?
- 12. IPMA Vakdag 12 How can I contribute to the success of the team ?
- 13. IPMA Vakdag 13 Where to start ?
- 15. IPMA Vakdag 15
- 16. IPMA Vakdag 16
- 18. IPMA Vakdag 18 Our teams wil do their thing wheter you coach them or not
- 20. IPMA Vakdag What wave does it fit best? 20 Defining and helping the product owner and scrum master to fill in their role effectively Agilemindset Teams master Agile basics Focuson business value III Cross-team alignment I II III
- 21. IPMA Vakdag Agile Roles 21 Defining and helping the product owner and scrum master to fill in their role effectively Discussing the management role in relation to product owner and scrum master role Empowering leadership with management
- 22. IPMA Vakdag What wave does it fit best? 22 Features and Epics are based on a commercial product vision and releases Agilemindset Teams master Agile basics Focuson business value III Cross-team alignment I II III
- 23. IPMA Vakdag Refinement 23 Letâs focus on completing this story
- 25. IPMA Vakdag 25 Typical Challenges per wave 1st wave: teams master the Agile basics 2nd wave: focus on cross-team alignment and delivering technical releases 3rd wave: focus on value and business performance Organizational/ team structure Teams are formed based on history or required Teams are reorganized to reduce dependencies and deliver end-to-end solutions Teams are reorganized around customer journeys to deliver business products Agile roles The PO and SM are supported to fill in their role effectively The management role is discussed in relation to the and SM roles Managers become agile leaders Flow Teams are provided with a good backlog and challenged to become predictable on their output The backlog is prioritized and clear on a cross-team level. Teams align to integrate and become on an epic/feature level Leadership drives development by sharing vision. business gets ready to support the product commercially Collaboration Interdisciplinary collaboration is stimulated within team The PO and team members of different teams are stimulated to align, help and integrate their work Cross-team collaboration is stimulated with a focus delivering a business product Dependencies Dependencies between user stories are discussed work is optimized during iterations Inter-team dependencies are made transparent and of the portfolio planning Cross-product dependencies are made transparent part of the commercial release planning Agile maturity Agile maturity of the teams is measured based on execution of (scrum) events Agile maturity is measured based on the adoption Agile values and team autonomy Agile maturity is measured based on quality, predictability and delivered value Performance measure Completion of iteration goals Completion of release or quarterly goals Business KPI based on delivered value, NPS, compliance Metrics Metrics are used to measure progress and for and controlling Metrics are used to measure the performance of the department Metrics are used to identify areas for improvement learning Quality All user stories are tested according to DoD Integration and end-to-end testing are organized integrated system The perceived quality (of the business solution) is measured Release planning Iterations are planned with the team to work on the important items The overall portfolio is planned with the PO of the teams, MVP/release thinking An organizational roadmap is drafted and an MVP is defined with business stakeholders, focusing on business value Refinement User stories are defined with the team to have an iteration without surprises Features and underlying user stories are defined in cross-team setting to have a good solution and dependencies Features and epics are defined based on commercial product vision and releases Review and demo Reviews are organized for the team and Collective review sessions are organized with other teams and business stakeholders Completed features and epics are reviewed and demoed with respect to the business goals defined the MVP
- 26. IPMA Vakdag Itâs a model Some models are more usefull than others Itâs emperic, there will be people that think âmy organisation works differentlyâ 26
- 27. IPMA Vakdag Itâs a model Some models are more usefull than others Itâs emperic, there will be people that think âmy organisation works differentlyâ 27 The wave model is very recognizable. It clearly shows the growth we have made, but also gives insights in the steps we still have to take.
- 28. IPMA Vakdag 28 Derk-Jan, Arenât we trying to solve âwave 2â problems with people that are still have a wave 1 mindset?
- 29. IPMA Vakdag Application of the wave model 29 Now I know what can I expect and can explain it to the organisation I explain that although some things are important, other items may be more urgent Didnât I forget anything ?
- 32. IPMA Vakdag 32
- 33. IPMA Vakdag The waves for PM 33
- 34. IPMA Vakdag Understand the transformation 34
- 35. IPMA Vakdag Wave one context 35 Teams set local goals Teams work for their own PO and he/she sets local priorities Teams have no end-to-end commitment Team has skills that match their component Stakeholders built relation with individual teams, but solutions might be to technical Communication is done towards each team individual Teams deliver partial solutions and there may be insufficient integration
- 36. IPMA Vakdag 36
- 37. IPMA Vakdag 37 Agile as plug-in
- 39. IPMA Vakdag 2nd Wave Cross team alignment Reducing dependencie s Adoption of Agile values Overall portfolio management Collective review with bussiness stakeholders Integrated releases
- 40. IPMA Vakdag Autonomous teams discuss dependency and deadlines 40
- 41. IPMA Vakdag Wave 3 Cross product dependencies and focus on delivering business solutions Commercial roadmap includes changes in the operating model Performance dialogue gets a business focus Teams organized according to products or value streams 41
- 42. IPMA Vakdag There is NO Project Manager in Agile 42
- 43. IPMA Vakdag Other roles 43 âą PO âą Portfolio manager Solution Architect âą Stakeholder âą Scrum Master âą e2e coordinator âą Process Owner âą Implementation manager âą CJE âą Chapter lead âą Etc etc
- 44. IPMA Vakdag 44 Where do you
- 45. IPMA Vakdag 45 Which competences are helpful to deal with this challenge? What Challenges are we dealing with? Where can PM contribute?
- 47. IPMA Vakdag Example: Optimize Backlog 47
- 48. IPMA Vakdag Example: All user stories are tested according to DoD 48
- 49. IPMA Vakdag 49
- 50. IPMA Vakdag 50
- 51. IPMA Vakdag IPMAVakdag 45 IPMAVakdag 24 Typical Challenges per wave 1st wave: teamsmaster theAgilebasics 2nd wave: focuson cross-team alignment and delivering technical releases 3rd wave: focuson valueand businessperformance Organizational/ team structure Teamsareformed based on history or required skills Teamsare reorganized to reducedependenciesand deliver end-to-end solutions Teamsarereorganized around customer journeysto deliver businessproducts Agileroles ThePOand SMaresupported to fill in their role effectively Themanagement roleisdiscussed in relation to thePOand SMroles Managersbecomeagile leaders Flow Teamsareprovided with agood backlogand challenged to becomepredictableon their output Thebacklogisprioritized and clear on across-team level. Teamsalign to integrateand becomepredictable on an epic/featurelevel Leadership drivesdevelopment by sharingvision. The businessgetsready to support theproduct commercially Collaboration Interdisciplinary collaboration isstimulated within the team ThePOand team membersof different teamsare stimulated to align, help and integratetheir work Cross-team collaboration isstimulated with afocuson deliveringabusinessproduct Dependencies Dependenciesbetween user storiesarediscussed and work isoptimized duringiterations Inter-team dependenciesaremadetransparent and part of theportfolio planning Cross-product dependenciesaremade transparent and part of thecommercial releaseplanning Agilematurity Agilematurity of theteamsismeasured based on the execution of (scrum) events Agilematurity ismeasured based on theadoption of Agile valuesand team autonomy Agilematurity ismeasured based on quality, predictability and delivered value Performance measure Completion of iteration goals Completion of releaseor quarterly goals BusinessKPI based on delivered value, NPS, compliance Metrics Metricsareused to measureprogressand for steeringand controlling Metricsareused to measuretheperformanceof the department Metricsareused to identify areasfor improvement and learning Quality All user storiesaretested accordingto DoD Integration and end-to-end testingareorganized on the integrated system Theperceived quality (of thebusinesssolution) ismeasured Releaseplanning Iterationsareplanned with theteam to work on themost important items Theoverall portfolio isplanned with thePOof theteams, MVP/releasethinking An organizational roadmap isdrafted and an MVPisdefined with businessstakeholders, focusingon businessvalue Refinement User storiesaredefined with theteam to havean iteration without surprises Featuresand underlyinguser storiesaredefined in across- team settingto haveagood solution and reduce dependencies Featuresand epicsaredefined based on commercial product vision and releases Review and demo Reviewsareorganized for theteam and stakeholders Collectivereview sessionsareorganized with other teams and businessstakeholders Completed featuresand epicsarereviewed and demoed with respect to thebusinessgoalsdefined for theMVP Wrap-up IPMAVakdag 15 Agilemindset Teams master Agile basics Focuson business value III Cross-team alignment I II III IPMAVakdag 12 How can I contribute to the successof the team ? Which competences arehelpful to deal with thischallenge? What Challengesare wedealingwith? Wherecan PM contribute?
- 52. 52 Will we finish in time?
- 55. IPMA Vakdag Derk-Jan de Grood @DerkJandeGrood https://djdegrood.wordpress.com/ d.degrood@squerist.nl +31 6 51807878
Hinweis der Redaktion
- 40% van alle economische activiteit is projectmatig. Het getal stijgt, omdat de complexiteit toeneemt, de vraagstukken een internationale oplossing vragen (zoals duurzaamheid) en steeds meer organisaties projectgericht georganiseerd zijn en als zodanig hun vraagstukken aanpakken. Jij als projectprofessional bent dus hard nodig om deze groei aan te kunnen. Maar hoe zorg je dat deze projecten succesvol zijn? Hiervoor is het samenspel tussen jouw competenties en de methode belangrijk. IPMA legt de focus op jouw competenties. Het is onze overtuiging dat inzicht in jouw competenties ervoor zorgt dat je weet waar je goed in bent en waar je nog kunt groeien. Maar ook waar je niet goed in bent.
- https://digital.ai/resource-center/analyst-reports/state-of-agile-report/ Over half of respondents (52%) say either a majority or all of their companyâs teams have adopted Agile.
- Or how can I survive, keep my manager happy, keep relevant? Need to understand agile But that is a wide topic, and easilier said than done
- Various opinions â conclusion: its hard to get a clear vision on what is needed
- Remember this manager -> made me think about what adds value and discovered that teams needed attention afterall (note thatâs why in the implementation model the first circle had wings)
- Hoi Derk-Jan, Het wave-model was erg herkenbaar. Daarin is de groei die we hebben gemaakt goed herkenbaar te zien, maar ook de groei die we nog moeten maken. Enkele voorbeelden: - Berekening van de betrouwbaarheid. Ieder team had zijn eigen berekening en deze verschilde over de teams heen. Na een lange discussie met SM's zijn daar afspraken overgemaakt en nu berekent ieder team de betrouwbaarheid op dezelfde manier - Uitwerking feature's is gegroeid. Van korte beschrijvingen enkele jaren geleden tot goed uitgewerkte features op userstorie niveau. Soms gaat dit nog wel eens mis, vooral bij last-minute features, maar hier zijn we zeker in gegroeid Waar nog winst is te behalen: - Teams zijn nog vooral intern gericht. Als het geplande werk sneller dan gepland gaat, dan is nog steeds de eerste reactie naar de eigen team-backlog te gaan kijken en niet de vraag te stellen of een andere team binnen de trein hulp nodig heeft in hun sprint. Hulp geven aan andere teams is vooral reactief en niet pro-actief.
- Providing a vocabulairy
- Explain what the journey will look like
- Depending on personal skills and preference
- Wave 1: Agile is a plug-in. Team focus and stil some PM needed Wave 2: Teams are autonomous and prioritize their own work,are capable of planning their sprints and discuss dependencies Wave 3: The collective teams are able to deliver intergrated IT solutions.
- Wave 1: Agile is a plug-in. Team focus and stil some PM needed Wave 2: Teams are autonomous and prioritize their own work,are capable of planning their sprints and discuss dependencies Wave 3: The collective teams are able to deliver intergrated IT solutions.
- Teams are reorganized to reduce dependencies and deliver end-to-end solutions The management role is discussed in relation to the PO and SM roles The backlog is prioritized and clear on a cross-team level. Teams align to integrate and become predictable on an epic/feature level The PO and team members of different teams are stimulated to align, help and integrate their work Inter-team dependencies are made transparent and part of the portfolio planning Agile maturity is measured based on the adoption of Agile values and team autonomy Completion of release or quarterly goals Metrics are used to measure the performance of the department Integration and end-to-end testing are organized on the integrated system The overall portfolio is planned with the PO of the teams, MVP/release thinking Features and underlying user stories are defined in a cross-team setting to have a good solution and reduce dependencies Collective review sessions are organized with other teams and business stakeholders
- e.G with external suppliers
- Wave 1: Agile is a plug-in. Team focus and stil some PM needed Wave 2: Teams are autonomous and prioritize their own work,are capable of planning their sprints and discuss dependencies Wave 3: The collective teams are able to deliver intergrated IT solutions.
- Samenspel vna rollen Slid eove rollenâŠbenadrukken tema enablement, stakeholder mgt.
- Discus with you neigbour And what does hold you back?
- Depending on personal skills and preference
- Winkel open Agile adoption requires change â areas Different challenges over time No role for PM â focus on the teams Soluixxxxxxxons in the organisation, as continue model Focus on challenges, skills needed to answer that one question;