Identifying recurring Challenges and Best Practices of ...€¦ · Identifying recurring Challenges...

Chair of Software Engineering for Business Information Systems (sebis) Faculty of InformaticsTechnische Universität Münchenwwwmatthes.in.tum.de

Identifying recurring Challenges and Best Practices of Agile Coaches and Scrum Masters and Documenting them as a part of a Large-Scale Agile Development Pattern LanguageNina-Mareike Harders, 11.01.2019, Kick-Off Presentation Master’s Thesis

1. Motivation

2. Goal of the Thesis

3. Research Approach

4. Research Roadmap

5. Current Results

6. Next Steps

Outline

© sebis19-11-01 Nina-Mareike Harders Kick-Off Presentation Master’s Thesis 2

Motivation


… promises better products and higher customer satisfaction by continuous delivery and active customer involvement, deals better with changing requirements [5]

AGILE

Existing research at sebis found 14 Stakeholders having 79 challenges [3]

RESEARCH

Companies are inspired by the success of agile methods for small, co-located teams and apply them to large-scale projects [1,3]

LARGE-SCALE

… provide a structured solution to a recurring problem [4]

PATTERNS

… arise on different levels for different stakeholders, making it hard to obtain success at large-scale agile development [1,2,3]

CHALLENGES

… guides the user through the patterns based on his characteristics

LANGUAGE

Goal of the Thesis


Goal of the Thesis


1

EVALUATEEvaluate the large-scale

agile development pattern language

a) By industry partnerb) By researchers

2

IDENTIFYInterview

a) Scrum Mastersb) Agile Coaches

regarding their best practices for recurring

challenges

3

DOCUMENTWrite down best practices

as patterns

Agile Coach [7] Scrum Master [6]• not part of the development team• create a productive, self-organized, agile team• works with existing teams• supports, gives feedback, trains• create mindsets and methods

• part of the development team• enable development process• promote agile values and practices• manage meetings• remove impediments

• Dealing with doubts in people about changes• Dealing with incorrect practices of agile development• Dealing with black and white mindsets• Dealing with closed mindedness• Establishing a common understanding of agile thinking and

practices• Encouraging development teams to talk about tasks and

impediments• Building an effective coaching model

• Coordinating geographically distributed agile teams• Facilitating agile teams to participate at cross-shore meetings• Synchronizing working hours of cross-shore agile teams • Dealing with lacking team cohesion at different locations• Building trust of stakeholders in agile practices• Establishing a culture of continuous improvement• Rearranging physical spaces• Dealing with higher-level management interferences• Dealing with cultural differences between cross-shore agile teams• Encouraging development teams to talk about tasks and

impediments• Synchronizing sprints in the large-scale agile development

program

Agile Coach vs. Scrum Master


Challenges identified in [3]

Research Approach


— Evaluation of Pattern Language:— Interviews with at least 15 industry partners (in progress)

— Quantitative and qualitative questions— First results on next slides

— Shepherding

— Finding recurring challenges and best practices:— Interviews with agile coaches and scrum masters — Applying rule of three

— Design science research

ShepherdAuthorIncrementalVersion

Discussions

Original Version

Original Version

Final Version

Shepherding Process according to [8]

Conference Committee

Schedule


Developing Pattern Language

Evaluating Pattern Language

Interviewing Agile Coaches and Scrum Masters

Documenting Patterns

Reviewing Literature

NOV DEZ JAN FEB MAR APR MAY

official start15th November 2018

official end15th May 2019

Writing Master’s Thesis

Very valuable

Not valuable at all

Very valuable Not valuable at all

Veryvaluable Not valuable at all






Stakeholder

Initiative

Challenge

Coordination Pattern

Methodology Pattern

Viewpoint Pattern

Anti-Pattern

Principle

First Results


Data gathered in 10 interviews

Question: „In your opinion, how valuable is the inclusionof the element ‚xyz‘ into theconcept modell of theLSADPL?“

Mean Standard-deviation

1 0

2,8 1,4

1,1 0,32

2 1,41

1,8 1,03

1,5 0,71

1,5 0,97

2,1 0,88

Very meaningful Not meaningful at all

Very meaningful Not meaningfulat all







Stakeholder à Challenge

Initiative à Challenge

Challenge à Principle

Challenge à Methodology Pattern

Challenge à Viewpoint Pattern

Principle à Viewpoint Pattern

Coordination Pattern à Viewpoint Pattern

Challenge à Coordination Pattern


Methodology Pattern à Viewpoint Pattern


Coordination Pattern à Methodology Pattern

First Results


Data gathered in 10 interviews

Question: „In youropinion, howmeaningful is therelationshipbetween theelements ‚abc‘ and‚xyz‘?

Mean Standard-deviation

1 0

2,8 1,4

1,9 1,45

1,5 0,97

1,1 0,32

1,8 1,4

2,9 1,73

1,6 0,97

1,4 0,52

1,9 1,1

First Results


Yes70%

No30%

SEPARATE M AND C PATTERNS

Yes90%

No10%

CONNECT ANTI-PATTERNS

Next Steps


Finishing evaluation interviews

Incorporating evaluation

results

Preparing paper for

Shep-herding

Designing the best

practices Interview

Conducting interviews

[1] Dingsøyr, T., & Moe, N. B. (2014). Towards Principles of Large-Scale Agile Development. In Agile Methods. Large-Scale Development, Refactoring, Testing, and Estimation (Vol. 199, pp. 1–8). Cham: Springer International Publishing. http://doi.org/10.1007/978-3-319-14358-3_1[2] Challenges and success factors for large-scale agile transformations: A systematic literature review. (2016). Challenges and success factors for large-scale agile transformations: A systematic literature review. Journal of Systems and Software, 119, 87–108. http://doi.org/10.1016/j.jss.2016.06.013[3] Uludag, Ömer & Kleehaus, Martin & Caprano, Christoph & Matthes, Florian. (2018). Identifying and Structuring Challenges in Large-Scale Agile Development Based on a Structured Literature Review. 10.1109/EDOC.2018.00032. [4] Jan vom Brocke, Peter Fettke, Peter Loos, Stefan Junginger, Christoph Moser, Wolfgang Keller, Florian Matthes, Alexander Ernst, & Winter, R. (2009). Patterns in der Wirtschaftsinformatik. Wirtschaftsinformatik, 51(6), 535–542. http://doi.org/10.1007/s11576-009-0195-5[5] Dingsøyr, T., Nerur, S. P., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies - Towards explaining agile software development. Journal of Systems and Software, 85(6), 1213–1221. http://doi.org/10.1016/j.jss.2012.02.033[6] Bass, J. M. (n.d.). Scrum Master Activities: Process Tailoring in Large Enterprise Projects (pp. 6–15). Presented at the 2014 IEEE 9th International Conference on Global Software Engineering (ICGSE), IEEE. http://doi.org/10.1109/ICGSE.2014.24[7] Davies, R., & Sedley, L. (2009). Agile coaching. Pragmatic Bookshelf.[8] Lucrédio, Daniel & Santana De Almeida, Eduardo & Alvaro, Alexandre & Garcia, Vinicius & Kessler Piveta, Eduardo. (2004). Student's PLoP Guide: A Pattern Family to Guide Computer Science Students during PLoPConferences.

References


http://doi.org/10.1007/978-3-319-14358-3_1

http://doi.org/10.1007/s11576-009-0195-5

http://doi.org/10.1016/j.jss.2012.02.033

http://doi.org/10.1109/ICGSE.2014.24

Technische Universität MünchenFaculty of InformaticsChair of Software Engineering for Business Information Systems

Boltzmannstraße 385748 Garching bei München

Tel +49.89.289.Fax +49.89.289.17136

wwwmatthes.in.tum.de

Nina-Mareike HardersB.Sc.

[email protected]

http://wwwmatthes.in.tum.de/

BACKUP SLIDES


Further Statistics on Interview Partners


Enterprise Architect

30%

Project Manager

10%Senior Developer

10%

Agile Coach20%

Solution Architect

10%

Plattform Architect

10%

Principal Key Expert10%

ROLE

1-3

3-6

> 6

YEARS OF ENTERPRISE'S EXPERIENCE

1-3

3-6

> 6

YEARS OF OWN EXPERIENCE

Further Statistics on Interview Partners


Finanz, Versicherung,

Immobilie

IT, Technologie

Einzel-/Großhandel

Dienstleistung

Kommunikation, Versorgung

Sonstiges

SECTOR

11 - 50

5001 - 10000

10001 - 5000050001 -100000

100001 -200000

> 200000

ENTERPRISE SIZE

Identifying recurring Challenges and Best Practices of ...€¦ · Identifying recurring Challenges...

Documents

Transcript of Identifying recurring Challenges and Best Practices of ...€¦ · Identifying recurring Challenges...