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www.persistent.com
© 2015 Persistent Systems Ltd
Impediments: Silent killer of agile
teams
Pooja Wandile
© 2015 Persistent Systems Ltd
2
© 2015 Persistent Systems Ltd
3
© 2015 Persistent Systems Ltd
4
I did xxx,
I will do
yyy
I did xyz, I
will do abc, I
don’t ve
impediments
I did ssss,
I wi...
© 2015 Persistent Systems Ltd
5
© 2015 Persistent Systems Ltd
6
So, what is an
Impediment?
© 2015 Persistent Systems Ltd
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A blocker, an obstacle, an issue or a barrier that can block or slow
down a team's progres...
© 2015 Persistent Systems Ltd
8
 Local impediments
 Inadequate skills
 Slow or unstable builds
 High tech debt
 Third...
© 2015 Persistent Systems Ltd
9
Why raise impediments?
• Get out of the endless loop
of impediments
• Enable the team to d...
© 2015 Persistent Systems Ltd
10
Where are impediments hidden?
Slow or no movement of tasks Waiting for instructions
Minds...
© 2015 Persistent Systems Ltd
11
 Unable to realize ‘something’ as an impediment. You cannot fix problems until you
know ...
© 2015 Persistent Systems Ltd
12
Hunting ground
• Daily Scrum
• Sprint Reviews
• Scrum of Scrums
• Sprint Retrospectives
•...
© 2015 Persistent Systems Ltd
13
© 2015 Persistent Systems Ltd
14
Impediment impact diagram
By Ken Power
© 2015 Persistent Systems Ltd
15
Levels of impediment management
Team members resolve issues
Scrum Master gets involved
Sc...
© 2015 Persistent Systems Ltd
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Whose responsibility it is?
Team members, Scrum Master, Management
© 2015 Persistent Systems Ltd
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 Speak out
 Trust is important
 Prioritize issues by impact on value
 Be sympathetic,...
© 2015 Persistent Systems Ltd
18
 Never hide impediments, escalate if not resolved in 1 working day
 Importantly, make t...
© 2015 Persistent Systems Ltd
1919
Thank You!!!
@poojawk
https://in.linkedin.com/in/pooja-wandile
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Impediments: Silent killer of agile teams

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Managing impediments to deliver quality software

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Impediments: Silent killer of agile teams

  1. 1. www.persistent.com © 2015 Persistent Systems Ltd Impediments: Silent killer of agile teams Pooja Wandile
  2. 2. © 2015 Persistent Systems Ltd 2
  3. 3. © 2015 Persistent Systems Ltd 3
  4. 4. © 2015 Persistent Systems Ltd 4 I did xxx, I will do yyy I did xyz, I will do abc, I don’t ve impediments I did ssss, I will do zzzz I did xxx, I will do yyy but the UX design is still awaited I did ….., I will do ,,,,,
  5. 5. © 2015 Persistent Systems Ltd 5
  6. 6. © 2015 Persistent Systems Ltd 6 So, what is an Impediment?
  7. 7. © 2015 Persistent Systems Ltd 7 A blocker, an obstacle, an issue or a barrier that can block or slow down a team's progress and not help them being productive
  8. 8. © 2015 Persistent Systems Ltd 8  Local impediments  Inadequate skills  Slow or unstable builds  High tech debt  Third party dependency  Ineffective tools integration  Global/organization impediments  Insufficient training  Appraisal policies  Conflicts and politics  Delayed decisions  Inadequate infrastructure Types/Examples of impediments
  9. 9. © 2015 Persistent Systems Ltd 9 Why raise impediments? • Get out of the endless loop of impediments • Enable the team to deal with issues early
  10. 10. © 2015 Persistent Systems Ltd 10 Where are impediments hidden? Slow or no movement of tasks Waiting for instructions Mindset and Attitude Infrastructure
  11. 11. © 2015 Persistent Systems Ltd 11  Unable to realize ‘something’ as an impediment. You cannot fix problems until you know they exist.  ‘Culture fabric’ of the team  Fear of being perceived as ineffective/incompetent  ‘Working on it, No need to discuss’  Behavior issue  Not serious enough to become an impediment  Waterfall to agile transformation Difficulty in raising impediments
  12. 12. © 2015 Persistent Systems Ltd 12 Hunting ground • Daily Scrum • Sprint Reviews • Scrum of Scrums • Sprint Retrospectives • Agile Maturity Assessment • Metrics
  13. 13. © 2015 Persistent Systems Ltd 13
  14. 14. © 2015 Persistent Systems Ltd 14 Impediment impact diagram By Ken Power
  15. 15. © 2015 Persistent Systems Ltd 15 Levels of impediment management Team members resolve issues Scrum Master gets involved Scrum Master can escalate to Scrum of Scrums Escalated to executive stakeholders Can get escalated to inter group stakeholders
  16. 16. © 2015 Persistent Systems Ltd 16 Whose responsibility it is? Team members, Scrum Master, Management
  17. 17. © 2015 Persistent Systems Ltd 17  Speak out  Trust is important  Prioritize issues by impact on value  Be sympathetic, especially with new teams  Impediments are real, don’t turn a blind eye  Escalate early  Put a process in place  Define and track impediment metrics Lessons learned
  18. 18. © 2015 Persistent Systems Ltd 18  Never hide impediments, escalate if not resolved in 1 working day  Importantly, make the impediments visible using impediment board  Don’t let the impediment backlog grow  Discuss the root cause of the impediment during retrospection meeting  Differentiate between local and global impediments, some impediments are beyond your control  Don't always depend on the Scrum master to resolve the impediment  Effectively manage impediments by logging, prioritizing and systematically addressing them  Use metrics such as turnaround time for managing impediments Few tips
  19. 19. © 2015 Persistent Systems Ltd 1919 Thank You!!! @poojawk https://in.linkedin.com/in/pooja-wandile

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