Liftoff - how to launch Agile teams and projects

1. openware #Li%oﬀ | @fabioarmani

2. About me •  Fabio Armani •  CEO of OpenWare •  Artistic Director of Different Lands •  @fabioarmani •  f.armani@open-ware.org •  armani.fabio@gmail.com

3. Success = High Value Delivery #Li%oﬀ | @fabioarmani

4. Li%oﬀ •  What the customer wants and values •  That creates value for the business •  That the customer will accept & exchange value for •  In a Hmeframe that suits the customers’ needs •  Easily maintainable and supportable a%er deployment •  In a way that leaves team members ready and eager to work on the next deliverable

5. From working teams

6. What do you do to help project teams get oﬀ to a good start?

7. Start with a Booster #Li%oﬀ | @fabioarmani

8. Features & Success Factors •  The term kick-‐off designates an internal workshop at the beginning of a project or at the start of a project phase •  A kick-‐off at PSE usually lasts for 1-‐2 days •  Features: –  Whole Team parHcipates and contributes –  Agenda with variety of acHviHes, presentaHons by different people, & moderated discussions –  Higher awareness of and aVenHon to risks

9. Features & Success Factors •  Success Factors: –  Facilitator/Leader contracHng –  Establishing Trust –  Whole Team involvement –  Recording Minutes (digital camera) –  Oﬀsite LocaHon

10. Plan to Promote Team Forming •  Provide structure, informaHon, and support •  Dra% an Agile Charter •  Focus on the “do-‐able” •  Deﬁne “done” •  IdenHfy roles and responsibiliHes •  IniHate iteraHon retrospecHves •  Acknowledge feelings of newness or confusion •  Manage parHcipaHon so everyone has a voice Set a tone of openness and trust

11. Project Li%oﬀ AcHviHes •  CollaboraHve Chartering •  Kick-‐Oﬀ Workshops •  IteraHon 0 •  Boot Camps •  RetrospecHve & FutureSpecHve •  Open Space

12. Which of these have you tried?

13. One area most agile methods are completely silent on is project chartering

14. Agile Chartering

15. Chartering the Product Team Purpose InspiraHon & meaning Alignment Context Create an alliance Understand ﬁt with organizaHon

16. Living Charter = Chartering #Li%oﬀ | @fabioarmani

17. Project Chartering helps people answer quesHons like: •  Is the idea for the project worthwhile? •  How does the project further the organizaHon's vision/mission? •  How would we know if the project is a success? •  Who is part of the project's Project Community?

18. Li%Oﬀ Model Purpose Alignment Context

19. InspiraHon and Meaning Purpose Alignment Context

20. Purpose Value to obtain Vision P Mission Mission Test Result to Criteria for success accomplish

21. Vision

22. Vision The vision deﬁnes the “Why” of the project. This is the higher purpose, or the reason for the project’s existence

23. #Li%oﬀ | @fabioarmani

24. Mission

25. Mission This is the “What” of the project and it states what will be done in the project to achieve its higher purpose

27. Criteria

28. Criteria The success criteria are management tests that describe eﬀects outside of the soluHon itself

29. What’s your current project purpose?

30. Create an Alliance Purpose Alignment Context

31. Alignment Value & Principles -‐ Beliefs & Ideals Values about Work A Core WA Team Working Agreements Cross-‐funcHonal -‐ OperaHonal group with a Guidelines common purpose

32. Values

33. Values Values & Principles Beliefs & Ideals about Work

34. Core team

35. Core team Cross-‐funcHonal group with a common purpose

36. Agreements

37. Agreements Working Agreements OperaHonal Guidelines

38. What’s one working agreement that would help your team work beVer together?

39. Understand ﬁt with organizaHon Purpose Alignment Context

40. Context Boundaries & InteracHons -‐ Seeing the Systems Boundaries C Analysis Resourses ProspecHve CommiVed Analysis -‐ IniHal Resources -‐ ProjecHons OrganizaHon Support

41. Boundaries

42. Boundaries Boundaries & InteracHons Seeing the Systems

44. Boundaries To discover the boundaries of your project, explore the areas of: •  decision-‐making authority •  Hme limit •  organizaHonal/departmental relaHonships •  communicaHon needs •  system interfaces

45. Inputs Outputs Inputs Our Project Outputs Inputs Outputs Inputs

46. Resources

47. Resources CommiVed Resources OrganizaHon Support

48. Analysis

49. Analysis ProspecHve Analysis IniHal ProjecHons

50. ProspecHve Analysis #Li%oﬀ | @fabioarmani

51. IniHal ProjecHons #Li%oﬀ | @fabioarmani

52. What diﬀerence would it make to understand more about project context from the beginning?

53. WHaW •  We want the community that is delivering our product and/or project to understand the why, how, and who of the iniHaHve

54. Why

55. Why Why are we building this product?

56. How

57. How How will we know if it is successful?

58. Who

59. Who Who is the project community?

60. Project Community Luigi CUSTOMER Maria Stefano Nicola Lorenzo BUILDER Anna SPONSOR Enrico Francesco

61. Chartering Session •  By having a Chartering session, we bring the team together to create a common understanding of the product, its vision, and its goals.

62. Chartering Session •  This leads to a higher level of engagement for the team members and provides a richer context for all involved.

63. Living Charter = Chartering #Li%oﬀ | @fabioarmani

64. IncepHon

65. IncepHon IncepHon Deck

66. IncepHon deck

67. IncepHon Why are we here? deck

68. Why are we here? •  This is a quick reminder about why we are here, who our customer are, and why we decided to do this project in the ﬁrst place

69. IncepHon Create an elevator pitch deck

70. Create an elevator pitch •  If we have thirty seconds and two sentences to describe our project, what would be say?

71. IncepHon Product Box deck

72. Design a product box •  If we were ﬂipping through a magazine and we saw an adverHsement for our product or service, what would it say, and, more importantly, would we buy it?

73. IncepHon Create a NOT list deck

74. Create a NOT list •  It’s preVy clear what we want to do on this project. Let’s be even clearer and show what we are not doing

75. IncepHon Meet your neighbors deck

76. Meet your neighbors •  Our project community is always bigger than we think. Why don’t we invite them over for coﬀee and introduce ourselves?

77. Enterprise TransiHon Community

78. Enterprise TransiHon Community

79. UX CoP IC-‐ IC-‐ Meth Tech Focus Group Dev CoP

80. IncepHon Show the soluHon deck

81. Show the soluHon

82. Show the soluHon •  Let’s draw the high-‐level blueprints of the technical architecture to make sure we are all thinking of the same thing

83. IncepHon What keeps us up at night deck

84. What keeps us up at night

85. What keeps us up at night •  Some of the things that happen on projects are downright scary. But talking about them, and what we can do to avoid them, can make them less scary

86. Scrum Zombies … Yesterday I zoodled Yesterday I zoodled Today I’ll zoodlle Today I’ll zoodlle No problem No problem Yesterday I zoodled Today I’ll zoodlle No problem

87. IncepHon Size it up deck

88. Size it up

89. Size it up •  Is this thing a three-‐, six-‐, or nine-‐month project? Vision Strategy TacHcs Release

90. IncepHon Be Clear on What’s Going to Give deck

91. IncepHon Tradeoﬀ sliders deck

92. Be clear on what’s going to give •  Projects have levels like Hme, scope, budget and quality. What’s the most and least important for this project at this Hme?

93. IncepHon Show What It’s Going to Take deck

94. Show what it’s going to take •  How long is it going to take? How much will it cost? And what kind of team are we going to need to pull this oﬀ?

95. It’s About Geong the Right People on the Bus

97. thanks

98. Fabio Armani www.open-‐ware.org @fabioarmani f.armani@open-‐ware.org

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