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Transcript of Manage agile-berlin-2012-hilpert-klatt
ManageAgile Berlin 2012
Lean and agile transformation –
how do you survive the radical shift towards
Inversion of Responsibility and Control while
staying Accountable for Results?
Wolfgang Hilpert
Thoralf J. Klatt
AGT Internationalw/ contributions by Jürgen Habermeier, Mathias Held, Marek Meyer, Jonas Dageförde et al
Leadership Path to Agility
From explicit fine-grained control
… and “active” leadership …
… to “subtle control”*
* The new new product development game - Stop running the relay race and take up
rugby - Harvard Business Review 1986, Hirotaka Takeuchi and Ikujiro Nonaka
Speaker Background:
Wolfgang Hilpert VP Development, AGT International
Professional
• Led product development teams
… @ startup, mid-size and industry leading ISVs incl. IBM, MSFT, SAP
… through product life cycle from idea on drawing board, design, development, market introduction and adoption
… in plan-driven & agile product development
• Initiated lean & agile transformation @ SAP
Personal
• Husband & father of 2 kids
• Half-marathon runner,
soccer player and cross-
country skier
• Occasional hiker & biker
• Occasional photographer
Speaker Background:
Thoralf J. KlattCorporate Agile Coach, AGT International
Professional
• Led and coached product
development teams
… Siemens MED, Nokia Siemens
Networks, Siemens USA
… as servant leader, system test
lead, senior developer
… traditional and agile 400+
• Initiated lean & agile
transformation @ NSN BSS
Personal
• Husband & father of 3 kids
• Swimming and running
• Occasional hiker
• Street photographer
• Likes Jazz
Storyline
1. Our „view of the universe“
– Turning traditional world and roles upside down
2. The journey
A) Evolving team and growing into scrum roles
B) Tension: existing org vs. Agile greenfield
• Critical exchange between two worlds
C) Cont. Improvement of agile methods & tools
Storyline
1. Our „view of the universe“
– Turning traditional world and roles upside down
2. The journey
A) Evolving team and growing into scrum roles
B) Tension: existing org vs. Agile greenfield
• Critical exchange between two worlds
C) Cont. Improvement of agile methods & tools
Agile Turns Tradition Upside-Down
Plan
Driven
Agile /
Scrum
Traditional
Waterfall
Constrained Requirements Budget Schedule
Estimated Budget Schedule Features
Value/ Vision
Driven
Agile Turns Reality back on its Feet
Constrained Requirements Budget Schedule
Estimated Budget Schedule Features
Value/
Vision
Driven
Plan
Driven Agile /
ScrumTraditional
Waterfall
Leadership Impact
Command & Control LS style
• Manager defines the WHAT & the
HOW
• Flow of information constrained
by expertise level
• Outcome depends heavily on
skills & foresight of manager
„Radical Management“ LS Style
• Agile manager coaches PO to
define the WHY and the WHAT
• Agile team defines (and updates!)
the HOW
• Outcome leverages skills of
entire team
Inst
ruct
ion
s
Breadth of understanding
Inst
ruct
ion
s
Breadth of understanding
Loosen the Grip to Extend your Reach!
Storyline
1. Our „view of the universe“
– Turning traditional world and roles upside down
2. The journey
A) Evolving team and growing into scrum roles
B) Tension: existing org vs. Agile greenfield
• Critical exchange between two worlds
C) Cont. Improvement of agile methods & tools
Phased Approach
Waterfall Projects, Top Down managedWaterfall Projects, Top Down managed
First small
experimental Scrum
team 1st Demo
I) Greenfield
Defining Moments (1/6):
Settling into Key Scrum Roles
Issue Product Owner (PO) & Scrum Master (SM) new
to their roles when Scrum teams where formed
Transition
needed
- Focus on respective responsibilities as
- PO (� drive and groom the backlog) and
SM(� process stewart) and
- Let go of other responsibilities
Key
take away
- Scrum Training
- Share helpful practices
Separation of Concerns in Scrum
ContainerStrategy, Environment, Budget
TR
AN
SPA
RE
NC
Y
Mgmt
Product Owner - what
owns ROI & Vision
Scrum Master*
… Process
Team - how
… Quality
Defining Moments (2/6):
Priority setting during the sprint
Issue Pressure to complete user
stories by end of sprint;
� Team requests delay of
test automation work as
mandated by Definition
of Done (DoD)
Transition
needed
Re-evaluation of what delivery of „Product Increment“
(per DoD) means
Key
take away
Do not compromise agreed quality standards for
misrepresenting the actual progress, learn from over-
committment etc.
Defining Moments (3/6):
Priority setting for the next sprint
Issue Product owner could not rely on system to
perform demo on short notice
Transition
needed
• readiness to invest in quality measures at
an early stage
• Product owner initiated discussion &
created a sense of urgency within scrum
team
Key take away Best outcome requires full engagement of
the entire Scrum team („shares the pain“) in
finding the best possbile solution to
maximize customer value under given
circumstances
Defining Moments (4/6):
Fail Early on new Technology
Issue To optimize for cross platform mobile development we
analyzed and selected 3rd party framework.
� Development progress stalled
Transition
needed
• Re-architect system to adopt 3rd party framework
• Slice user stories to showcase minimal functionality
in end-to-end manner early on
Key
take away
Targeting end-to-end user stories revealed erroneous
technology choice early on;
� helped to contain loss of development capacity
(within 3 sprints)
Fail Early, Fail Fast, Fail Often
Phased Approach
Waterfall Projects, Top Down managedWaterfall Projects, Top Down managed
First small
experimental Scrum
team 1st Demo
2nd Scrum Team
I) Greenfield
??
II) Interest
1st Version
CI ready
Defining Moments (5/6):
Release Planning Visualized
Issue Even though teams did regular Agile release
planning the teams did not see the big
picture on a daily basis
Transition
needed
• Continuous and open planning
• Visualize Vision and Release Goals
• Regular interaction and reflection
• Utilize coherence
Key take away Create and maintain Release board
Release Board
Defining Moments (6/6):
Deal with External Dependencies
Issue Many external dependencies e.g. OEM,
remote platform team, global IT, … lead to
waste (e.g. in the form of „Waiting“)
Transition
needed
• Clarify responsibilites/ownership
• Minimize work in progress
• Reduce cycle time
• Decoupling as possible
Key take away Take IT into the boat (cf. DevOps), Strive for
end-to-end ownership/lean architecure,
Establish broader skill set and automomous
testing capabilities
Storyline
1. Our „view of the universe“
– Turning traditional world and roles upside down
2. The journey
A) Evolving team and growing into scrum roles
B) Tension: existing org vs. Agile greenfield
• Critical exchange between two worlds
C) Cont. Improvement of agile methods & tools
Tension:
Plan Driven vs. Agile Greenfield
Plan-Driven teams
• Fixed time, budget & scope
commitments
• Significant quality problems,
schedule over-runs
• Many short term change of
priorties
Agile, Scrum based teams
• Fixed budget & delivery
schedule (sprint rhythm)
• Early discovery of quality
problems
• Development priorities
stable at minimum during
sprints
Organization Stereotypes
• Where is your QA team? (to throw the code
over the fence to ...?)
• Why are you only able to accept changes on a
bi-weekly basis?
• Who is your project manager? Fail and
learn fast,
reduce
waste,
tackle risk
Agile Projects, Scrum, CI
Phased Approach
Waterfall Projects, Top Down managedWaterfall Projects, Top Down managed
First small
experimental Scrum
team 1st Demo
2nd Scrum Team
I) Greenfield
??
II) Interest
1st Version
!
CI ready
!
III) Surprise
Test results
reflecting real Product maturity
Mature
Velocity
Pleasant Surprises w/ Scrum
• Test (code) coverage fully embraced by scrum
teams
• Full transparency of test results (CI radiator)
• Velocity track record sprint by sprint
– Minimal negative impact on quality by change
requests
Transparency CI Radiator
Big Screen in the coffee lounge
Where Teams meet and discuss …
Example:
Agile Release Tracking and Rebase
today
Consolidated
Release
Planning
Roadmap
update
VIP 2 scope
added
VIP 1 Scope
addedArchitecture Rebase
Decision
Release
Candidate
RC
storyline
1. Our „view of the universe“
– Turning traditional world and roles upside down
2. The journey
A) Evolving team and growing into scrum roles
B) Tension: existing org vs. Agile greenfield
• Critical exchange between two worlds
C) Cont. Improvement of agile methods & tools
Agile Projects, Scrum, CI
Phased Approach
Waterfall Projects, Top Down managedWaterfall Projects, Top Down managed
First small
experimental Scrum
team 1st Demo
2nd Scrum Team
I) Greenfield
??
II) Interest
1st Version
!
CI ready
!
III) Surprise
Waterfall Projects, Top Down managedWaterfall Projects, Top Down managed
IV) Transformation
Test results
reflecting real Product maturity
Mature
Velocity
Test Automation
Coverage > 80%
Metrics that worked for us
• Burndown of user stories, projected release
• Velocity
• Estimation accuracy
• Test automation coverage
… and ScrumBan
• Cycle Times for Stories
• Lead Times for Defects
Code Coverage by Test Automation
Estimation Accuracy
New Technology
Split into 2
Teams
Sustainable Challenge
Subtle Control
‘Although project teams are largely on their own, they
are not uncontrolled… the emphasis is on "self-
control," "control through peer pressure," and
"control by love,'' which collectively we call "subtle
control.“’
From: The new new product development game - Stop running the relay race and
take up rugby - Harvard Business Review 1986, Hirotaka Takeuchi and Ikujiro Nonaka
Team Flow
Mental States
Problem-solving Leader (Expert)
• tend to micro-manage
Strategic Leader (Achiever)
• leading actively
Visionary Leader (Catalyst)
• growing capabilities
Michael Sahota:
http://agilitrix.com/2012/08/leadership-agility-a-
model-for-understanding-managers/
Leadership Path to Agility