IT Methodology Webinar Agile Practices...
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Initiate Project Intelligence® Agile Practices Webinar Taking Your Enterprise to the Lean and Agile Power
Transcript of IT Methodology Webinar Agile Practices...
IT Methodology Webinar
Initiate Project Intelligence®
Agile Practices Webinar
Taking Your Enterprise to the Lean and Agile Power
Things to Know…
All participants will be on mute
Questions are welcome
Use the question box to ask questions
Training session is valid for 1 PDU
Must be in attendance for full session
PDU certificate sent by the end of today
Schedule a customized demo today!
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Presenter
Dave Cornelius, DM, MBA, PMP, PMI-ACP, CSP, SPC
IT and Business Professional
Founder of 5 Saturdays Education Outreach Program
Author and Speaker
Agile Coach and Trainer
Learn More: www.dave-cornelius.com
LinkedIn: www.linkedin.com/in/daveauck/
Twitter: @DrCorneliusInfo “Believe we can make a difference.”
©2016 KnolShare
May 19, 2016 Echoes Linda C.: Could this technique be used for Coaching and Mentoring for individual Job Performance. If
so, could you suggest some readings and examples of formats to follow.
Dr. Dave Response: The approach that I defined for coaching and mentoring are based on my observations and experiences. I will make the recent white paper I created available on the www.KnolShare.Org blog.
Dolores P.: What advice would you offer to someone wanting to enter the Agile or Scrum field? First steps, e.g. heavy math background needed?
Dr. Dave Response: I would begin with attending a certification class for Scrum, PMI-ACP, and / or the Scaled Agile Framework (SAFe). Your background does not require a degree in math.
©2016 KnolShare
May 19, 2016 Echoes Arulmuni S.: Deliver Value -> Do we deliver value to customers after each sprint? i.e., do we deliver
workable feature/product to customers after each sprint?
Dr. Dave Response: The emphasis is to deliver value at the end of each sprint that can be either a full or partial contribution to a feature / product.
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Topics
The Zappatos Business Case
Objectives and Key Results
House of Lean and Lean Thinking
Agility Practices
Q&A
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At the conclusion of the presentation you will be able to:– Use Objectives and Key Results (OKR) to measure success
– Gain insights into an agile transformation
Learning Objectives
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Zappatos Business Case
• Traditional Shoes Manufacturer in Compton and East Los Angeles
• Experienced with Lean manufacturing and want similar value in software
• Project management office (PMO) traditional project management
• Patented technology to enable customers to create custom shoes at home
• Holographic images of shoe designs available on mobile devices
• Customers / Distributors use 3D printer to create shoes
• A need to be more nimble and maintain market lead
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Transformation Journey
Zappatos leaders selected the Scale Agile Framework (SAFe)
Benefits:
• Enable goal alignment throughout the organization
• House of Lean and lean thinking to focus on quality
• Focus on customer demand and product delivery flow
• Enable cross-functional teams to deliver frequent incremental value
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Objectives and Key Results (OKR)
Zappatos wanted objectives and measurable key results
Measured on a quarterly / program increment boundary
Qualitative and quantitative results to validate progress
OKR provide qualitative and quantitative measures:
• Qualitative: description of the objective to achieve
• Quantitative: Three key measures
• Confidence: 1=Low - 10 = High
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Objectives and Key Results (OKR)
Example #1
Objective: Select the outcome with the highest value and priority
Key Results:
• The risk is low during development and implementation
• Features are produced as committed and delivered at the end of each quarter
• Metrics are validated by teams at the end of each quarter
Confidence: 6
©2016 KnolShare
Objectives and Key Results (OKR)
Example #2
Objective: Engage customers early for feedback
Key Results:
• 100 customers review and provide feedback for each feature each quarter
• Each feature customer feedback prioritized from low to high
• sdf
Confidence: 7
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What is the definition of OKR?
A) Objectives and Key Results
B) Outcomes and Key Results
C) Objectives and Key Resolutions
D) Outcomes and Key Resolutions
E) None of the above
Group Engagement #1
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Goals for the Team Transformation
• Increased team members' effectiveness and collaboration
• Team innovation based on empowered decision making
• Alignment based on common goals each quarter or PI planning
• Teams are able to define commitments to business goals
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House of Lean & Lean Thinking
SAFe hose of lean consist of the following:
• Respect for people and culture
• Flow
• Innovation
• Relentless improvement
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Agility Practices
SAFe use two Key agile practices:
• Scrum – small teams (3 to 9) practicing adaptive innovation
• Kanban – reduce lead time and optimize work in progress
Develop a culture of collaboration spanning cross-functional teams
Pause for retrospectives to discover new learning opportunities
©2016 KnolShare
House of lean & Lean Thinking
A) Respect for people & Culture
B) Innovation
C) Flow
D) Relentless improvement
E) All of the above
Group Engagement #2
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Onboard The Leaders Two days of onsite training to the leaders
Deliver Leading SAFe training to:
• Executives
• Middle Managers
• Cross-functional team leaders
Key goals:
• Introduce house of lean and lean thinking
• Share a common language of agility
• Establish working agreements and knowledge to support agile teams
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Agile Release Train (ART) Launch
• ART represents several agile teams delivering incremental value releases
• 50 to 150 cross-functional team members
• Include rules and systems to deliver fully functional and quality products
• Meets at least four (4) times each year to align team deliverables
• Teams in the ART are synchronized - start and finish at the same time
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Train The Delivery Organization
Three days of training for the delivery organization
SAFe Practitioner (SP) training (2 days):
• Product Managers / Owners
• Scrum Masters
SAFe Product Manager / Product Owner (PM / PO) training (1 day):
• Product Managers / Owners
©2016 KnolShare
Who is trained to prepare the organization for enterprise agile?
A) Executives
B) Product managers
C) Cross-functional team leaders
D) Middle managers
E) Scrum Masters
F) All of the above (Type in Question Box)
Group Engagement #3
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Alignment with Big Room Planning
• Goal alignment across the organization is one of SAFe’s focus
• Maximize return on investments for a quarter
• Big room planning enables face-to-face communications
• Get everyone heading in a common direction
• Identify risks and dependencies
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Inspect and Adapt Check-in Workshops
• A quarterly meeting with stakeholders to reflect on delivered progress
• Program level product demos
• Inspect quantitative measures
• Retrospectives to identify areas to improve
• Problem solving and plans for improvements
• Adapt with a prioritized backlog for upcoming quarter and PI planning
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Big room planning improves communications and reduces risks.
A) True
B) False
Group Engagement #4
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• Agile Transformation journeys is an intentional act
• Use objectives and key results (OKR) to measure outcomes
• The house of lean shapes lean thinking
• Train the organization in agile practices
• Big room planning improves communications
Summary
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Is there anything that was presented that I can clarify?
Q&A
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Our Services Include:• Agile Assessment and Strategy
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