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Get The Rhythm - Agile Leadership
- 1. Get The Rhythm by Martin L. Harbolt Café Agile Page 1
- 2. About your Server Project Management 25+ Years PMP since 2001 CSM since 2010 Roles SCRUM Master and Coach Program Manager Project Manager CTO VP Operations,AFCEA Fort Knox Gold Vault Chapter CMMI Process Consultant Page 2
- 3. Agenda Preparing to Lead (appetizers) The Team The Organization The Process Rhythmic Leadership (entrées) Product Planning Sprint Planning Daily Stand Up Sprint Review Retrospective Building a Rhythm Page 3
- 4. Agenda (cont.) Leadership with Goodies (Dessert) Kanban Sprint Burn Down Product Burn Down Life Cycle Leadership Principles (À la Carte) Roles Rhythm Process Adjusting Negotiating Identifying Page 4
- 5. Preparing to Lead The Team SCRUM Master, Customer, Developer, Tester, Coordinator What roles do we see above? Teams should be co-located. Don’t miss the bus boy. Missing roles disrupt Page 5
- 6. Preparing to Lead The Organization Acceptance of Change Clear Communications (Customer) Incremental Production and Delivery Team willing to tackle new tasks and learn new skills Automated Testing Collaborative Environment Page 6
- 7. Preparing to Lead The Process • Initiation (Product Planning) • Planning (Sprint Planning) • Execution (Stand Ups) • Close (Retrospectives) • Monitoring and Control (Stand Ups) Follow the process, serve the customer. Page 7
- 8. Rhythmic Leadership Product Planning Define the End Goal Define Acceptance Criteria Define the steps to reach the goal. Negotiate to maintain Page 8
- 9. Rhythmic Leadership Sprint Planning Define Sprint Goal Define Tasks to get there Define the Team Velocity SCRUM Master should negotiate with Product Owner to help maintain team Rhythm based on their Velocity Negotiate to maintain Rhythm Page 9
- 10. Rhythmic Leadership Stand Up Meetings NOT a status report. Stick to the big 3. What I did. What I plan to do. Impediments. Learn to identify impediments. Team members that report “I was doing production support!”, are already out of Rhythm. Identify Page 10
- 11. Rhythmic Leadership Reviews and Retrospectives Did we plan well? How can we plan better? Did the team meet their velocity? What can we change to make the next sprint better? This is your health Page 11
- 12. Rhythmic Leadership Building a Rhythm Schedule Meetings in advance. Ad-Hoc interrupts. Same Time, Same Place. Place a schedule where everyone can see it. Stick to it. Lead the team with stickiness. Build a Rhythm, Don’t Fall Behind Page 12
- 13. Leadership with Goodies Kanban Board Make it Simple Make it Legible Place teams Rhythm on the board for all to see Use it during Stand Up Meetings Serve the team by giving them the tools they need to be successful. This is an information radiator. Page 13
- 14. Leadership with Goodies Sprint Burn Down Burn Down Charts 700 Sprint Burn Down 600 500 400 Work Product Burn Down 300 200 Planned work Actual work 100 0 12 12 12 12 12 2 2 2 01 01 01 20 20 20 20 20 /2 /2 /2 1/ 3/ 5/ 7/ 9/ 11 13 15 Product Burn Down 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ Date Incomplete Stories Velocity New Stories Actual Velocity Planned Velocity Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprints Monitor, small Page 14
- 15. Sprint Burn Down Sprint Burn Down 700 600 500 400 Work Planned work 300 Actual work 200 100 0 12 12 12 12 12 2 2 2 01 01 01 20 20 20 20 20 /2 /2 /2 3/ 9/ 1/ 5/ 7/ 13 11 15 1/ 1/ 1/ 1/ 1/ 1/ 1/ 1/ Date Page 15
- 16. Product Burn Down Product Burn Down Incomplete Stories Velocity New Stories Actual Velocity Planned Velocity Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprints Page 16
- 17. Leadership with Goodies Life Cycle • Give the team the process tools they need to succeed. • Help all team roles understand where their responsibilities are within the lifecycle. • Provide visual aids to increase comprehension. Understand role and where it fits. Page 17
- 18. À la Carte Leadership Principles Missing roles disrupt Rhythm Follow the process, serve the customer Negotiate to maintain Rhythm Identify impediments Build a Rhythm, don’t fall behind Monitor and make small adjustments Agile Leaders promote Rhythm Page 18
- 19. Questions? Page 19
- 20. Great Servers, Earn Great Tips! Thank You! Twitter: @ProfMartyScrum LinkedIn: http://www.linkedin.com/in/martinlharboltpmp Blog: http://askthescrummaster.blogspot.com/ Please Come See Us Again! Page 20
Editor's Notes
- Analogy: How would a restaurant function without all of it’s team members? Let say the bus boy role is missing. Tables would be filled with dirty dishes, customers would be waiting for tables. Everything gets backed up and disrupts the Rhythm.
- Analogy: What is the difference between “I have a Number 1” and “I would like a salad with croutons on the side, the tuna melt and a side of cole slaw”. Remember, when you planned the product, you should have assigned a unique identifier to each user story (business need) as well as acceptance criteria. If during Sprint Planning the customer can say “I’ll have number B-12” all team members already know what that is and what it will take for the customer to say “That’s Done”.
- Analogy: YOU as the customer enters the restaurant, the host seats you at an empty table and the waiter give you an entrée. How do they know that’s what the customer wanted? Could be the wrong meal, prepared incorrectly, could be something they don’t even want or are allergic to. Remember, Follow the Process. Don’t deliver anything the customer didn’t request. Stay Focused on customer needs and the process will take you there. Note: Anyone who tells you they can’t do Agile and CMMI or ITIL or even PMI. Doesn’t understand Agile.
- Analogy: As a waiter in the Café, management tells you to turn around a table every 10 minutes. Is that reasonable. Some guests may not want to eat that fast, or they may want to sit and chat for 30 minutes. Now its time to negotiate. During product planning the product owner defined business needs for the product, prioritized them and defined which ones will be done in each sprint. Right? So if the product owner defined 40 user stories for a single sprint, and these stories equate to 400 story points, but the teams velocity per sprint in 325 story points. It’s time to work with the product owner and team to negotiate a reasonable Rhythm. Maintain the teams Rhythm by helping the product owner understand the benefits behind that Rhythm and work together to meet that Rhythm.
- Funny Story: If it appears team members are providing a status report, look away, turn your back. Body Language helps the team understand that this is their meeting to build cohesiveness and become a self directing team.
- This is your health check.
- Speak here about how a mature team can run simultaneous sprints.
- Funny Story: Team was moving tasks along the board and one team member had not moved a task for some time. He started to appear worried. Peer pressure works. If you are working on your PMI-ACP. This and the burndowns are known as Information Radiators.
- Speak to what information is being seen here and how to read and radiate that information to the team.
- Speak to the data being radiated by the product burndown and how that can help you lead.
- Talk about how the project management life cycle support the development life cycle and vice versa.
- Risk: What is the risk of each of these NOT being met.