Scrum_BLR 10th meet up 13 sept-2014 - Challenges of Transformation to Agile - Padma Sathyamurthy

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challenges of transforming to agile – the team

vis-à-vis project manager

Padma Satyamurthy

12 September 2014

2challenges of transitioning to agile – the team vis-à-vis project manager

•thank you• for the opportunity

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Padma Satyamurthy

challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transforming to agile –

the team vis-à-vis project manager

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what is agile – mind setor methodology?


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doing agile vs. being

agile

agile thinking

agile manifesto

• Individuals and interactions over processes and tools

• Working software over comprehensive documentation

• Customer collaboration over contract negotiation

• Responding to change over following a plan

Remember – Agile mind set believes that we are ALL Work in Progress

agile is a mind set


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why agile?


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Source: Erik Qualman, Author, Socialnomics


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speedat which innovations can

reachglobal audience


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customers are

driving innovations


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if this is the speed at which product & service

innovations are happening, then the need for

innovations in project

management now is greater than

ever before !!


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technology & toolskeeping pace with the

business needs


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agile is the way

to go


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but before we transition

to agile….we need to

answer few questions….


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before transitioning to agile


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why your organization

is making the move



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agile is nota silver bullet



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beginning is always tough



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get help, internal & external



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marketing& branding



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challenges

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the Challenges

Organization

• Management

• Senior Leadership

• Stakeholders

Team• People

• Org Change Management

• Engaging and Motivating

Process

• Existing Framework

• Measuring success

• Building Trust


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deep dive – team challenges


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where to start?


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team challenges – the change


Fixed Reqs

EstCost

Quality

EstTime

a

Fixed Cost

Quality

EstReq

Fixed Time

Risks

subject

to cost,

time and

reqs

Risks

decline

as

project

progress

Waterfall Agile

Moving from defined model to empirical model

Linear lifecycle to evolving lifecycle

Responding to complex and unpredictable requirements

Pull requirements vs Push requirements

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team challenges - collaboration

Continuous collaboration and transparency with customers and internal

stakeholders - Not just Top down and Bottom up but side ways too!

Impact of not collaborating – Prioritizing requirements; delayed deliveries;

Team, senior leadership and customer unrest


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team challenges – self organizing

Hackman’s leading team

Decentralized, less supervised, self organizing teams –Empowered team vs direction seeking team

Facilitating Manager vs micro managing tasks

Coaching and mentoring vs feedback and action

Responsibility

Set overall direction

Design the team and

overall context

Monitor and Manage

Progress

Execute / Perform

Manager-led

teams

Manager

Manager

Manager

Team

Self-directed

teams

Manager

Manager

Team &

Manager

Team

Self-organizing

teams

Team

Team

Team

Team

Self-managing

teams

Manager

Team

Team

Team


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essentials of self organising teams

Skill and Competency: To

ensure confidence within

the team, it’s essential to

make the team

competent with right set

of skills.

Interdependent vs

Independent: Team should be

encouraged to work with

interdependency to achieve

team benefits. Teams believing

in collective ownership can go

that extra mile

Motivation: Answering

“What is in it for me”?

Helping find answer to this

question can keep the

team motivated all the

time.

Collaboration, Mutual

Trust and respect:

Only trust and respect

can bring the team

spirit

Continuity: The team

should be together for a

reasonable duration;

changing its composition

often may disturb the

bigger goal and objective


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Purpose and goal unclear

Varying degree of commitment

Team dependent on leadership

Forming

Build common purpose & goal

Clarify accountability

Provide direction

Confusion /differences on R&R

Members act independently

Team unclear on dealing issues

Storming

Conduct all team discussions

Take feedback frequently

Raise difficult issues and coach

Team gains confidence

Team builds trust & relationship

Members grow interdependent

Norming

Develop lean process on R&R

Forums for problem solving

Leader transforms to facilitator

Team clear on purpose and goal

Team self facilitate

Team works for team benefits

Performing

Continuous improvement

Assess results against goals

Reward and recognitionTuckman Model

Cultural and global sensitivity - Managing global diversity issues, Time

zone differences

team challenges – global issuesBehaviour Tasks Result


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role of the project manager

shield from

diversions

focus on

leadership -

collaboration

champion and

communicate

the vision

emphasis on team

selection,

development,

coaching and

mentoring

creating an

environment of

high-trust

remove

obstacles


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what does project manger not do

manage

the teamdirect team

members

assign

tasks

make

decisions for

the team

overrule

team

members


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Measure your transformation

Listen

Assess

EngageMeasure

Improve

SentimentsCompliments & QuestionsFuture state

Goals & ObjectivesRoadmapSkill & Competency

One to oneOne to manyMany to many

Return of InvestmentImpact assessment

Customer Feedback

LearnRefine

Move Forward


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Thank You

Scrum_BLR 10th meet up 13 sept-2014 - Challenges of Transformation to Agile - Padma Sathyamurthy

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Transcript of Scrum_BLR 10th meet up 13 sept-2014 - Challenges of Transformation to Agile - Padma Sathyamurthy