Agile vs.-traditional-roles

4/17/2013
Agile Roles vs. Traditional
Copyright© Agile Transformation Inc.
About Me
•Sally Elatta Sally@AgileTraining.com
• President Agile Transformation Inc | AgileVideos.com
• Leading Agile Transformation Coach, Trainer and Speaker
• Background: Java/.Net Software Architect
• Certified Scrum Professional, ScrumMaster, IBM, Microsoft
• Trained thousands and helped coach dozens of teams on Agile
• Agile Expert for PMI.org Learning Community of Practice
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I am simply a transformer. Someone who is really passionate
about transforming individuals, teams and organizations to
doing what they do better. I believe in Servant Leadership as
the way to lead change and create a culture of empowered
collaborative high performing teams.

4/17/2013
Brainstorming Workshop
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The Traditional Way
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The Agile Way
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Backlog
Interested Committed
From Silos to Collaboration
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Characteristics of Agile Teams
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The Leadership Triangle
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Business Vision
What? Why?
Process
Facilitator
Technical
Vision
Release
Plan
How

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Agile Roles – Product Owner
Product Owner: responsible for maximizing the
business value delivered by the team.
 ONE person responsible for the backlog and story
priority
 Accepts or rejects work
 Helps define ‘Done’
 Knowledgeable, empowered, engaged!
 Co-located with team as much as feasible
 Manages stakeholder and sponsor expectations
 Motivates team, celebrates success!
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Traditional Project Manager
• Manages the project through developing detailed
project plans upfront at the task level.
• Heavy use of project management tools.
• Heavy upfront planning, may engage key SMEs and
resource managers for estimates and contribute
estimates themselves.
• Manages tasks, holds weekly status meetings and may
visit team members at desk to find out task status.
• Takes care of addressing any major team issues.
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4/17/2013
Traditional Project Manager ..
• Might manage several projects at a time.
• Accountable for project success and failure.
• May use Command and Control to direct the team on
what to work on next and when to get it done by.
• May be involved in the daily decision making related to
the requirements, architecture and other aspects of
the project.
• More experience with Waterfall development as
apposed to Iterative development.
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Agile Roles – ScrumMaster
ScrumMaster: responsible for facilitating the
Scrum process and ensuring the team is delivering
value.
 Process Facilitator
 Helps builds self organizing teams
 Removes impediments, escalates when needed
 Helps team inspect and adapt process
 Empowers the team through Servant Leadership
 Helps create visible information radiators
 Protects the team from disturbances
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Agile Roles – The Team
The Team: responsible for turning the product
backlog items into increments of value each
sprint.
 Cross-Functional, 7 +-2
 Self Organizing, Collaborative
 Committed
 Generalizing Specialists
 Deliver Value in Small Chunks
 Focused on Customer, Build in Quality
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Information Radiators
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Information Radiators
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Team Role – Solution Lead
Lead: responsible for translating the business vision
into a technical vision then supporting the successful
execution of the vision.
 Understands business needs, acts as a consultant and
partner for the business.
 Collaborates with others to find simple solutions that meet
tactical and strategic business needs.
 Communicates the technical vision and architecture.
 Supports the developers through execution by coaching
and direct involvement.
 Plans ahead and removes technical impediments.
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Sample Architecture Designs
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Agilemodeling.com
Copyright © Scott AmblerAgilemodeling.com
Copyright © Scott Ambler
Generalizing Specialist
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•A Jack of Many Trades – a Master of a Few.
•NOT Generalists! Don’t go from one extreme to
the other.
•Willing to help with other tasks to achieve the
team’s goal.
•Maintains the quality standards of work.
•Example:
Analyst who can help with testing.

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Traditional Business Analyst
• Acts as liaison between the business and IT.
• Will meet with various stakeholders at the beginning of
a project to elicit requirements in detail.
• Requires business to sign off on requirements upfront
on the detailed requirements.
• Collaborates on the project heavily upfront then again
during testing to validate requirements were met and
possibly during development to clarify ambiguity.
• Success measured based on level of details and signoff
from customer. 19
The Agile BA
• The ‘glue’ between the PO and the Team
• A master of Agile Requirements Gathering
(writing stories, breaking them down, ordering,
writing acceptance criteria).
• Expert on Agile Modeling methods.
• Excellent group facilitation skills.
• Gathers the details one or two iterations ahead.
• Pairs often with team, co-located and dedicated
as core member.
• Generalizing Specialist. 20

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Process Diagram: Alternative Paths
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UI Flow - Sample
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Scott Ambler
www.AgileModeling.com

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Traditional Developer
• Engaged on the project after planning and requirements are
completed. Designs the system in detail upfront.
• Reads requirements documentation and goes through BA for
additional clarification from customer.
• Driven by documented requirements, not test cases as they don’t
exist yet.
• Mostly works independently to get assigned tasks completed.
May or may not write automated unit tests.
• Success is usually measured based on getting coding completed.
Testing is the concern of the testing team.
• Mostly works on ‘Front end’ ‘Business logic’ ‘Data logic’ areas of
specialty. 23
The Agile Developer
• Engaged from the beginning of the project. Helps during
planning, backlog creation, sizing, ordering and dependency
identification.
• Uses Test Driven Development, focused on passing the
acceptance tests for each story and getting it to ‘DONE’.
• Heavy focus on automated unit testing, continuous integration,
automated builds, use of mock data and design patterns.
• Focused on getting a full slice of a story ‘DONE’ not partial
completion. Frequent code check-ins
• Pair often with other team members including customers.
• Eliminates technical debt, builds quality in.
• Core team member, dedicated, co-located.
• Generalizing Specialist.
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Collaboration and Pairing in Action!
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Traditional Tester
• Part of a separate testing group that is usually
engaged towards the end of the project.
• Requires complete documentation on requirements in
order for them to develop test cases.
• Works closely with the developers to clarify
requirements.
• Tests everything at the end. Tries to break the system
and find system defects.
• Success is measured based on % of tests covered.
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4/17/2013
The Agile Tester
• Engaged early during the project, part of the core team.
• Participates in requirements gathering and acceptance test
writing with PO early.
• Defines additional system tests for each story. Prioritizes
testing based on business value with a focus of getting a
Story to ‘Done’.
• Performs testing iteratively throughout the project.
• Automates testing to create a suite of repeatable
regression tests. Tracks defects by story.
• Core team member, dedicated, co-located.
• Proactive about removing testing impediments.
• Generalizing specialist.
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Sample Acceptance Test Cases
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“A customer can pay for shopping
cart items using a credit card”
Test with VISA, MasterCard and American Express (pass)
Test with Diner’s Club (fail)
Test with bad and missing 3 digit codes (fail)
Test with expired cards (fail)
Test with a purchase amount over the card limit (fail)

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Traditional Sponsor and Business
Stakeholder
• Projects may have one sponsor, usually higher in the
organization chart, funds the project but is not involved in the
details.
• Multiple business stakeholders are involved to provide input
and requirements.
• Often, there is no one decision maker.
• Engaged at the front of the project and then towards the end.
• Usually receive weekly status reports from PM on how the
project is doing and if any issues need their attention. (Red,
Green)
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Agile Roles – Sponsor and Stakeholders
Sponsor and Stakeholders are responsible for
helping the product owner align the team
deliverables with the overall company needs.
 Engage closely with Product Owner to help
define needs, impacts and desired outcomes.
 Attend team demos and provide feedback.
 Be available to answer questions.
 Respect the Agile rules.
 Remove impediments.
 Recognize the team’s accomplishments.
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4/17/2013
Traditional Manager Role
• Task management, prioritization and assignment for resources
in their functional unit.
• Resource allocation on projects. Determining capacity,
availability and who can be allocated to each project.
• Team development, career mentoring, one on one coaching.
• Focused on growth of functional unit.
• Leadership style maybe directive or empowering dependent on
background.
• Establishing standard tools and processes for specific area.
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Agile Roles - Management
 Focus on People Development and Process
Improvement instead of Task Mgmt and Fire
Fighting.
 Limit resource shifting/multitasking.
 Help by removing impediments.
 Empower the team through Servant Leadership.
 Provide the team with tools they need.
 Challenge the status quo by moving away from
‘This is the way we’ve always done it’.
 Collaborate with other managers and business
customers to break down silos.
 Lead a Community of Practice or a cross-functional
stable team.
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4/17/2013
Multi-Team View
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Program
Plan
Program Leadership Team
PULLfromtheBacklog
YOUR Questions?
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4/17/2013
Sally@AgileTraining.com
Twitter.com/sallyelatta
Linkedin.com/in/elatta
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Agile vs.-traditional-roles

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