Sgin2013 scrum accomplished-agilemindset-ronenbarnahor

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The Agile Mind Set –

The Key For Lasting

Agile Implementations

Dr. Ronen Bar-Nahor

Senior Lead Coach

AgileSparks


Who are we?

• We help companies improve by Adopting lean and agile principles and practices

• We provide training and coaching to all organizational levels, from high management to developers

• Our team consists of Agile professionals with diverse expertise

• Successfully completed hundreds of projects • www.agilesparks.com

http://www.agilesparks.com/


If everybody is doing Agile,

maybe nobody is doing Agile ?


Guiding values of Agile

Declaration of Interdependence (DOI)

• Written in 2005 as an adjunct to the Agile Manifesto

Business

Delivery Process

• Customer

collaboration

• Flow of value

• Context

specific

strategy

• Constant

adaption • Individuals

who make

different

• Group

accountability

http://agilemanifesto.org/



Declaration of Interdependence

We increase return on investment by making continuous

flow of value our focus.


Flow Of Value

Small batches/stories

Done is Done (e.g. Zero defects)

Progress based on “Done stories”

Over

Progress based on tasks,

Stabilization & packaging period


Flow Of Value

Stop starting start finishing, Swarming

Pull mode, Just In Time (Kanban)

Over

Everything is important we must start (push)

Context switch Waste

Hard

enin

g

R D C T

Time

R D C T

R D C T

R D C T

R D C T R D C T

DONE

Coding Done

Feature Freeze


Flow Of Value

Optimize the whole

Focus on bottlenecks

Over

Full utilization,

Local optimization

Inspired by henrik kniberg


Flow Of Value

Constantly working system

Stop & fix

Over

Late check-in, Pure automation, “Integration hell” Surprises, Late value

Inspired by henrik kniberg




We deliver reliable results by engaging

customers in frequent interactions and shared ownership.


Customer Collaboration

Product Owner partnership

Early feedback,

Endorse changes

Over

“You do not meet your commitments”,

“You can’t change the requirements”,

Following the plan


All collaborate on the “why”

Minimal Marketable Features (MMF)

1-2 sprints ahead (team sniffing)

Over

Implementation driven (focus on the “how”)

Technical stories

Team lead as a PO

Customer Collaboration




We expect

uncertainty

and manage for it through

iterations, anticipation, and

adaptation.


Manage Uncertainty

Requirements

Postpone decisions to the last responsible moment

Risk driven – validate assumptions

Over

Comprehensive documentation

Too detailed backlog


Manage Uncertainty

Plan

Fast estimations (relative story sizing)

Provide forecasting

Predictability based on velocity

Over

Waste time on “accurate” estimation

Focus on meeting “commitments”

Detailed execution plans

Worst

Average

10*30sp

10*40sp


Manage Uncertainty

Technology

HL architecture

Spike

Re-factor /”clean code”

Continuous Integration

Over No “big picture”/system view

Fear of making a code change

Late check-in (sprint, story)


We unleash creativity and innovation by recognizing that

individuals are the

ultimate source of value, and creating an environment where they can make a difference.

Guiding values of Agile/Flow



Respect People

Motivate people by providing Autonomy,

Mastery and Purpose (AMP)

Sustainable pace

Over

Command & control

Scrum as a tool to increase “productivity”

Forced estimates


Respect People

Tolerance for errors

encourage experiments

Over

“Cover your behind” culture




We boost performance through group accountability for results and shared

responsibility for team effectiveness.


Agile Team

Team owns the process

Team owns the way they work (self-organized )

Over

Top-down implementation

Processes & tools over people & communication

Team Lead is the master of the solution


Agile Team

Cross functional

Shared code ownership

Leveraging knowledge

Over

Specialization silos, Component teams

Territory defense/Job security

GUI

Client

Server

DB


Agile Team

“QA is dead – long live the new QA”

Approve we're building the right thing,

“Whole team approach”

Executable spec., ATDD

Over

Validating that the software works as specified

Comprehensive test documentation

“Bug hunters”, last defender of quality

Defensive organizational boundaries


We improve effectiveness and reliability through

situationally specific strategies, processes and practices.




Continuous

Improvement

Managers focus on the “way we operate”

Over

Managers focus mainly on end results


Continuous

Improvement

Retrospectives in all levels,

Managing improvement initiatives and technical debt

Over

Retrospective just at team level,

Recommendations without actions


The Improvement

Journey

• Agile is not a silver bullet, it surfaces pains

• Agile is a mindset with a toolbox not a goal

• Agile is a continuous improvement framework – inspect and adapt


THANKS !

Sgin2013 scrum accomplished-agilemindset-ronenbarnahor

Technology

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