Post on 21-Feb-2017
Creating winning teams.
www.ivarjacobson.com
Presentation TitlePresenter NameFOCUS ON THE ‘ESSENTIALS’ FOR TEAM SELF-IMPROVEMENT
Creating winning teams.
Does either extreme work well in practice?
• Tell the team what to do AND how to do it
• Expectations of predictable results irrespective of team and environment challenges
• Assumes all problems are the same shape and size
• Demotivating, deskilling, dehumanizing!
• Each team figures out from scratch how to meet its challenges
• Needs a “critical mass” of team members with agile experience and agile values truly internalised
• And constant guidance from a highly experienced Agile Coach
• No reuse of practical experience!
Prescriptive Process
No Shared Practices
L K
Creating winning teams.
SO WHAT ARE THE SYPTOMSOF A TEAM STRUGGLING TO ALIGN AROUND AGILE VALUES AND PRINCIPLES?
Creating winning teams.
ENDLESS STORMING
Strong team voices with different, convictions about “the true spirit of agile”
No concrete visible agreement on the way of working
Creating winning teams.
LACK OF TRANSPARENCY
No one knows how the team is workingNo one knows how the team is doing
Creating winning teams.
NASTY LATE SURPRISES
Stakeholders not engaged in a timely fashion (security, legal, …)
Too late it is discovered “what the PO says, goes” isn’t actually true
Creating winning teams.
FINGER-POINTINGThe team saying “the PO doesn’t really
understand their role”
The Coach saying “the PO is in the team –has the rest of the team explained the role
and worked with the PO to cover it off?”
Creating winning teams.
THERE IS!AGILE ESSENTIALS PROVIDES:
Modular, Selectable Practice OptionsTeams Selectively Try, Adopt, Adapt, Swap
Creating winning teams.
1. Not prescriptive, “all or nothing at all” methodologies
e.g. “Do Scrum!” versus “No, do Kanban!”
2. Concise, practical, approachable, usable3. Clear where practices are complementary
vs. alternativese.g. Swap “Continuous Flow” for “Timeboxing”, without changing anything else
4. Not a silver bulletCan’t be mistaken for all-encompassing processClearly requires a minimum level of expertiseThe cards help coaches to help teams to adopt and adapt good agile practices
Creating winning teams.
J KProductOwnershipEssentials
Own,evolveandcommunicatethevision,andguidetheevolutionoftheproducttoachievethevision.
2015.01©
ProductOwnership
StakeholderNetwork
EvolvetheProductVision
BuildStakeholderNetwork
DemonstratetheProduct
AchieveAcceptance
ProductVision
PO
L
!!!
(!)
–
ProductOwnership
Asinglepointofownershipforaproductthatprovidesrapid,empowereddecisionsanddisputearbitrationregardingwhatshouldbebuiltintotheproduct.Havingonepersonplaythisrole(the“ProductOwner”)providestheresponsivenessneededforagiledelivery,butthispersonmustbeabletorepresentallstakeholdersandwillneedsupportfromothersintheteam.
PO2015.01© 2015.01©
EvolvetheProductVision
Agreeandcommunicatethegoalsandreturn-on-investmentcasefortheproducttodriveandinformongoingdecisionsabouttheproduct.
ProductVision:ValueReleaseStrategyOutlined
ExplorePossibilities
Opportunity:ValueEstablished
3
Dev.
3
StakeholderRep.
3
Analysis
PO
2015.01©
ProductVisionCommunicateswhatisultimatelywantedorneededfromtheproductaswellashowvaluewillbeprogressivelyrealised.
SolutionEnvisaged
ValueReleaseStrategyOutlined
ROIProjected
OpportunityDescribes:
NeedIdentified
PO
2015.01©
BuildStake-holderNetwork
Activelyengagethestakeholderswithalegitimateandmaterialinterestintheendeavor,includingelicitingfeedbackandnegotiatingcompromisesasrequired.
2
Analysis
3
StakeholderRep.
UnderstandStakeholderNeeds
StakeholderNetwork:RepresentativesNamedorbeyond
Stakeholders:Involved
PO
2015.01©PO
StakeholderNetwork
Whothestakeholderrepresentativesare,andhowwewillengagewiththemthroughouttheendeavor.
StakeholderTypesDescribed
StakeholdersDescribes:
CommunicationPlansDocumented
RepresentativesNamed
2015.01©
DemonstratetheProduct
Showtheevolvingproducttostakeholdersandelicitfeedbackasfrequentlyaspossibletoconvergeonanoptimalsolution.
3
Testing
3
StakeholderRep.
UnderstandStakeholderNeeds
Opportunity:ViableStakeholders:InAgreement
Opportunity:ValueEstablished
Stakeholders:Involved
Contributestoachieving:
PO
2015.01©
AchieveAcceptance
Theproductisacceptedforrelease.Progressivelyacceptingtheproductenablesfrequentreleasestobemadetomaximisereturn-on-investment.
Opportunity:Addressed
3
Testing
3
StakeholderRep.
EnsureStakeholderSatisfaction
Stakeholders:SatisfiedforDeployment
Opportunity:Viable
Stakeholders:InAgreement
PO
Play a game of tic-tac toe to identify and prioritize agile team practice improvements.
Creating winning teams.
Explore Possibilities
Ensure Stakeholder Satisfaction
Shape the System
Implement the System
Test the System
Deploy the System
Use the System
Operate the System
Understand Stakeholder Needs
Prepare to do the Work
Coordinate Activity
Support the Team Stop the WorkTrack Progress
Understand the Requirements
Customer
Solution
Endeavour
Creating winning teams.
2015.01©
EvolvetheProductVision
Agreeandcommunicatethegoalsandreturn-on-investmentcasefortheproducttodriveandinformongoingdecisionsabouttheproduct.
ProductVision:ValueReleaseStrategyOutlined
ExplorePossibilities
Opportunity:ValueEstablished
3
Dev.
3
StakeholderRep.
3
Analysis
PO2015.01©
BuildStake-holderNetwork
Activelyengagethestakeholderswithalegitimateandmaterialinterestintheendeavor,includingelicitingfeedbackandnegotiatingcompromisesasrequired.
2
Analysis
3
StakeholderRep.
UnderstandStakeholderNeeds
StakeholderNetwork:RepresentativesNamedorbeyond
Stakeholders:Involved
PO
2015.01©
DemonstratetheProduct
Showtheevolvingproducttostakeholdersandelicitfeedbackasfrequentlyaspossibletoconvergeonanoptimalsolution.
3
Testing
3
StakeholderRep.
UnderstandStakeholderNeeds
Opportunity:ViableStakeholders:InAgreement
Opportunity:ValueEstablished
Stakeholders:Involved
Contributestoachieving:
PO2015.01©
AchieveAcceptance
Theproductisacceptedforrelease.Progressivelyacceptingtheproductenablesfrequentreleasestobemadetomaximisereturn-on-investment.
Opportunity:Addressed
3
Testing
3
StakeholderRep.
EnsureStakeholderSatisfaction
Stakeholders:SatisfiedforDeployment
Opportunity:Viable
Stakeholders:InAgreement
PO
-PO
representsthisspace
!!!Needbetteragilearchitecturepractices
2015.01©PB
RefineProductBacklog
GetandkeeptheProductBacklogvisible,up-to-dateandingoodworkingorder,withhighpriorityitemsagreedandwellunderstood.
2 2 2
Dev. Test.
3
AnalysisS’holderRep.
ProductBacklog
ProductBacklog:ItemsPrioritized
ProductBacklogItem:Identified
UnderstandtheRequirements
2015.01©PB
PrepareaProductBacklogItem
EnsurethattheProductBacklogItemisreadyfordevelopmentandthatitisclearhowitwillbetested.
3
Testing
3
StakeholderRep.
UnderstandtheRequirements
ProductBacklog:ItemsPrioritized
ProductBacklogItem:Identified
ProductBacklogItem:ReadyforDevelopmentTestCase:TestIdeasCaptured
2015.01©PB
AgreeDefinitionofDone
DefinitionofDone:CompletionConditionsListed orbeyond
2 3 3
Dev. Test.
2
AnalysisS’holderRep.
UnderstandtheRequirements
Agreethequalitycriteriathatwillbeusedtodeterminewhetheranychangetotheproductisfullyandcorrectlyimplemented.
2015.01©AD
EvolveaReleasableProduct
Increasethevalueofaproductbyonesmallincrementwhileensuringthatitremainsusable,maintainableandofproductionquality.
2 3 3
Dev. Test.
2
AnalysisS’holderRep.
SoftwareSystem:Usableorbeyond
ImplementtheSystem
ProductBacklogItem:ReadyforDevelopment
AllSoftwareChanges:TargetQualityAchieved
TesttheSystem
ProductBacklogItem:Done
2015.01©AT
TeamKick-StartTheteamworkstogethertoclarifyitsmission,agreeastrategyforachievingit,anddecidehowtheywillworktogetherasateam.
PreparetodotheWork
Team:Formed
Team
TeamMembership:CapacityEstablishedorbeyond
2
Management
3
Leadership
WayofWorking:PrinciplesEstablishedTeamWayofWorking:Outlined
-Coveredby
PMFramework
2015.01©
ShareKnowhow
Theteamusestechniques,suchaspair-workingandknowledge-sharing,topropagateskillsacrosstheteam,andtohandoverworktootherswhentheneedforthisarises..
SupporttheTeam
Team:Performing
WayofWorking:WorkingWell
Team
WayofWorking
2
Management
2
Leadership
AT
2015.01©
ScheduletheTimeboxes
Putthedatesinthediarywheneachtimeboxwillstartandend,typicallythroughtotheendoftheprojectorthroughtothenextmajorreleaseorequivalenthigh-levelmilestone.
2
Management
PreparetodotheWork
Work:Prepared
Work:Initiated
Timebox:ScheduledContributestoachieving:
TB
2015.01©TB
ReviewaTimebox
Reviewtheoutcomesofatimebox,intermsofobjectivesachieved,andassessprogressmade,sothatplanscanbeadaptedasneeded.
TrackProgress
Timebox:ReviewedProgressUpdate:ProgressAnalyzedorbeyond
2
Management
3
Leadership
ProgressBoard:ProgressofObjectivesVisible
TimeboxPlan:ViablePlanOutlined
2015.01©DS
HoldaDailyStand-Up
Theteammeetseveryday,sametimeandplace,toassessprogress,coordinateactivity,andraiseandactionimpediments.Themeetingistimeboxed,typicallyto15minutes.
CoordinateActivity
Impediment:Ownedorbeyond
Impediment
Work:UnderControl
2
Management
2
Leadership
Contributestoachieving:
2015.01©AR
HoldaRetrospective
Thewholeteammeetsregularlytoreflectonitswayofworking.Improvementsareidentifiedandprioritized,andactionsagreed.Atthenextretrospective,theresultsareevaluated.
2
Management
2
Leadership
SupporttheTeam
Improvement:ActionAgreedorbeyond
Improvement
2015.01©AT
Collaborate,Communicate,Coordinate
Theteamappliesandevolvesawayofworkingthatmaximizeslevelsofperformance,communicationandcollaboration,andworkstosecurethefacilitiestheyneedtodothis.
CoordinateActivity
Team:CollaboratingorbeyondWayofWorking:InPlaceorbeyond
TeamWayofWorking:Outlinedorbeyond
Team:FormedWayofWorking:PrinciplesEstablished
3
Management
3
Leadership
2015.01©TB
PlanaTimebox
Theteamisguidedonthecurrentpriorityobjectives,andcollaboratestoplantheworkandnegotiateaviableandacceptableworkplan.
2
Management
CoordinateActivity
3
Leadership
Timebox:Scheduled
Timebox:PlannedTimeboxPlan:ViablePlanOutlinedorbeyond
Work:StartedProgressBoard:WorkObjectivesVisibleorbeyond
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