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  • 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

  • Moderator

    Denise Rodriguez

    Project Insight


  • Schedule a customized demo today!

     +1 (949) 476-6499 x3


     Request info:

    Project Insight

  • ©2016 KnolShare


    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:


    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.

  • ©2016 KnolShare


     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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

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     Confidence: 7

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    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

  • ©2016 KnolShare

    Big room planning improves communications and reduces risks.

    A) True

    B) False

    Group Engagement #4

  • ©2016 KnolShare

    • 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 pla