Agile Past The Team - Pillar Template
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This deck describes the key learnings from a coaching engagement I did in early 2009 for VersionOne. . Might be called... how to do Scrum and deliver nothing ;-)
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Agile Past The Team - Pillar Template
- 1. Agile Past the Team An Experience Report Presented by: Mike Cottmeyer
- 2. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
- 3. Agenda A little project background
- 4. Agenda A little project background What was going well
- 5. Agenda A little project background What wasn’t going well
- 6. Agenda A little project background What wasn’t going well The team’s initial response to problems
- 7. Agenda A little project background What wasn’t going well The team’s initial response to problems Team based coaching approach
- 8. Agenda A little project background What wasn’t going well The team’s initial response to problems Organization based coaching approach
- 9. Agenda A little project background What wasn’t going well The team’s initial response to problems Organization based coaching approach
- 10. Ready?
- 11. Background Waterfall since the company had formed
- 12. Background Waterfall since the company had formed Evaluated Scrum
- 13. Background Waterfall since the company had formed Evaluated Scrum and RUP
- 14. Background Waterfall since the company had formed Evaluated Scrum and RUP Chose Scrum because it was quicker to implement
- 15. Background Waterfall since the company had formed Evaluated Scrum and RUP Chose Scrum because it was they though quicker to implement
- 16. Background Waterfall since the company had formed Evaluated Scrum and RUP Chose Scrum because it was they thought quicker to implement Flipped the switch overnight
- 17. Background Waterfall since the company had formed Evaluated Scrum and RUP Chose Scrum because it was they thought quicker to implement Flipped the switch overnight during the Christmas holidays
- 18. Going Well?
- 19. Going Well? Moved away from functional silos
- 20. Going Well? Moved toward cross functional teams
- 21. Going Well? Moved toward cross functional teams Moved away from component teams
- 22. Going Well? Moved toward cross functional teams Moved toward feature based teams
- 23. Going Well? Moved toward cross functional teams Moved toward feature based teams Product Manager for each team
- 24. Going Well? Moved toward cross functional teams Moved toward feature based teams Product Owner for each team
- 25. Going Well? Moved toward cross functional teams Moved toward feature based teams Product Owner for each team Committed to following the Scrum process
- 26. Not Going Well?
- 27. Not Going Well? Critical people shared across teams
- 28. Not Going Well? Critical people shared across teams Didn’t know what to build
- 29. Not Going Well? Critical people shared across teams Didn’t know what to build Teams had trouble delivering
- 30. Not Going Well? Critical people shared across teams Didn’t know what to build Teams had trouble delivering anything
- 31. Not Going Well? Critical people shared across teams Didn’t know what to build Teams had trouble delivering anything Unstable and not predictable
- 32. Textbook Scrum
- 33. Textbook ScrumNo working software
- 34. My Role
- 35. My Role Purchased VersionOne
- 36. My Role Purchased VersionOne Came in as a product trainer
- 37. My Role Purchased VersionOne Came back as an agile coach
- 38. My Role Purchased VersionOne Came back as an agile coach The goal was to help the teams get better
- 39. My Role Purchased VersionOne Came back as an agile coach The goal was to help the teams get better Learned quickly it was the organization that needed help
- 40. Team Coaching
- 41. Team Coaching Big Rocks
- 42. Team Coaching Big Rocks The Million Dollar Question
- 43. Team Coaching Big Rocks The Million Dollar Question Don’t game the numbers
- 44. Team Coaching Big Rocks The Million Dollar Question Don’t game the numbers Retrospectives
- 45. Org Coaching
- 47. Org Coaching Scrum-But Product and Architectural Vision
- 48. Org Coaching Scrum-But Product and Architectural Vision Product Owner Teams
- 49. Org Coaching Scrum-But Product and Architectural Vision Product Owner Teams Well groomed backlog
- 53. Plan Execute Close Commit
- 54. Deliver Plan Execute Close Commit
- 55. Scrum-But
- 57. Developers
- 60. Analyst CSM Testers Developers
- 61. Product Owner Analyst CSM Testers Developers
- 62. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 63. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 64. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 65. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 66. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 67. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 68. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 69. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 70. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 71. Project (years) Release (months) Release (months) Release (months) I1 I2 I3 I4 I5 I6 I7 I8 I9
- 73. Scrum of Scrums Capability 2 Capability 1 Capability 3
- 74. Product Owner Team Capability 2 Capability 1 Capability 3
- 75. Product Owner Team with Architects Capability 2 Capability 1 Capability 3
- 76. Integration Team Capability 2 Capability 1 Capability 3
- 77. Context Capability 2 Capability 1 Capability 3
- 78. Context Coordination Capability 2 Capability 1 Capability 3
- 80. Guidance Team PO Team PMO Enterprise Architecture & Epics Solutions Architecture & Features Detailed Design & Stories
- 81. Feedback Team PO Team PMO Enterprise Architecture & Epics Solutions Architecture & Features Detailed Design & Stories
- 82. I1-N I0 IH
- 83. Construction Elab. Inc. Trans. I1-N I0 IH
- 84. Initiate Plan Execute Monitor & Control Close Construction Elab. Inc. Trans. I1-N I0 IH
- 86. Epic Epic Epic Epic Enterprise Architecture & Epics
- 87. Feature Epic Feature Feature Feature Epic Feature Epic Feature Epic Enterprise Architecture & Epics Solutions Architecture & Features
- 88. Feature Epic User Story User Story Feature User Story User Story Feature User Story User Story Feature Epic User Story Feature Epic Feature Epic Enterprise Architecture & Epics Solutions Architecture & Features Detailed Design & Stories
- 89. Conclusion
- 90. Conclusion Forming and developing teams is critical
- 91. Conclusion Forming and developing teams is critical The organization has tremendous impact on team effectiveness
- 92. Conclusion Forming and developing teams is critical The organization has tremendous impact on team effectiveness Managers need to understand their impact
- 93. Conclusion Forming and developing teams is critical The organization has tremendous impact on team effectiveness Managers need to understand their impact Have to consider the entire delivery system
- 94. Thoughts?
- 95. mike cottmeyervice-president, pillar technology semcottmeyer@pillartechnology.com+1.404.312.1471www.pillartechnology.comwww.leadingagile.comtwitter.com/mcottmeyer
- 96. www.slideshare.net/mcottmeyer Agile Past the Team An Experience Report Presented by: Mike Cottmeyer
Hinweis der Redaktion
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
- Where does a company like this start? How do they go from this siloed and complex project portfolio… one that is trying to manage a complex set of dependencies… to one made up of loosely coupled and independent small agile teams. I hope it goes without saying that this is not a trivial problem. The problem is very similar to the challenge a software architect faces when trying to move from a tightly coupled systems architecture with low cohesion to a loosely coupled modular software architecture with well defined responsibilities and interfaces. The general approach is to look for services that you can pull out… one at a time… and build a parallel system based on sound architectural principles. You have to define what services you are going to pull out… what they are going to do… and how they are going to work with the legacy system to support the operations of the business. You build this new team based system along side the old way of doing things until the entire organization has moved to a team based model.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- By keeping teams together…. Creating smaller work packages… and coordinating activities aross teams… we provide a platform that helps teams measure progress and get better over time.
- People are trying to figure out how to effectively run iteration planning meetings and daily standups… they are struggling to figure out the best way to run a retrospectives… They are trying to get predictable…Almost universally I find that these companies are really struggling to create teams. The team concept is so foundational to adopting agile that if you don’t get this right… you have pretty much failed before you even got started. The ideal agile team is also a pretty specific concept and often antithetical to how we are current running our organizations when we decide to adopt agile.
- Agile teams are cross functional units that have everything they need to deliver some increment of business value. In a software organization… the agile team is going to have one or more developers…
- They will have one or more QA testers. Sometimes teams have technical testers that are responsible for writing unit tests… sometimes this is left up to the developers. Sometimes teams have manual testers… possibly exercising the UI. Many teams will do both kinds of testing.
- Sometimes a team will someone playing the role of business analyst. This can be a dedicated position on the team… or it might be blended with some other role… maybe a lead developer. Often times teams will have a BA that is serving as a proxy product owner for the real customer or product owner. Dedicated or blended Custome proxy
- Agile teams will usually have someone in the role of ScrumMaster or Agile process coordinator. This can be a dedicated position on the team or a role that is shared with another role on the team. Sometimes you have a dedicated ScrumMaster but they are working with more than one agile team at a time.