The Stability States of Scrum: 2 Keys to Building High Performing Teams

Transcription

1 The Stability States of Scrum: 2 Keys to Building High Performing Teams Alicia R. McLain, Lean Agile Transformation Executive Coach E: SdAgileCoP@gmail.com #DoDbuildsHighPerformingTeams #DoRbuildsHighPerformingTeams

2 Agenda What s in store Introduction Agile Manifesto & Principles Scrum Team Dynamics Definition of Ready Definition of Done Summary

3 What s in store! Lively! Pace Systems thinking Interactive Lean Leadership principles Tools Reflection Fun!!!

4 Meet your Speaker! Alicia R. McLain 20 years in Software Development, R&D, Engineering, Tech Support MA, Organizational Leadership PMP Project Management Professional 2011 CSM - Certified Scrum Master 2006 CSPO - Certified Scrum Product Owner years! CSP Certified Scrum Professional 2015 ICAgile Certified Professional Coach Agile Coaching Institute 2015 Certified Professional Agile Coach, Consultant Design, Develop, Deliver, Lead Agile Implementations (internal) Environments: DOD environment FDA with QMS Medical Research Collaborate with teams to facilitate their success Agile Implementations (external) CEC Certified Enterprise Coach (Candidate 2016) Contributions: Succeeding with Agile Mike Cohn UCSD Extension Adjunct Professor Agile Power Practices Founder The Agile Coaching Exchange (ACE): Coaching-Exchange-SoCal/

5 Agile Values, Principles & Scrum

6 The Agile Manifesto Values of Agile Alliance Individuals and Interactions Over Processes and Tools Working Software Over Comprehensive Documentation Customer Collaboration Responding to Change Over Over Contract Negotiation Following a Plan While there is value in the items on the right, we value the items on the left more. Source:

7 Twelve Principles of Agile 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Source: 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 13. We are aware of and acknowledge the systems in which we work

8 The Scrum Framework Group design Work breakdown Time estimation Validation of commitment Ordered list ready for Development CONTEXT Initial design Discovery Commitment Transparency Sprint Goals Focus Accountability Transparency Commitment Streamline requirements into Development Team only Continuous improvement Reset momentum Open attendance Confirm direction Validate progress

9 Scrum: Foundations & Values Values: 1. Focus: Focus on a few things at a time. 2. Courage: Scrum is all about change. 3. Openness: Everything in your project, and everyone else's project, is transparent and available for inspection and improvement. 4. Commitment: Scrum team members must be committed to success and be willing to create realistic goals and stick to them. 5. Respect: Each team member is selected for his or her strengths; along with these come weaknesses and opportunities to learn and grow. Each participant must respect everyone else. It's the golden rule within scrum.

10 Connecting the dots

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12 Clarity? Very typical example exchange: Project Manager: Is this function done? Developer: Yes Project Manager: So, we can ship it? Developer: Well, no. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause)...on my machine. Source: Jeff Sutherland, AgileLive Webinar: Getting to Done The Power of Scrum 3Dec2014

13 Gender Physical Attributes Skin Color Race Hobbies Function Ethnicity Family History Communication Style Education Social Status Family Status Profession Religion Heritage Thinking Styles Talents Work Style Wealth Languages Learning Styles Life Experiences Sexual Orientation Culture Perspectives Political Affiliation Values Work Location Beliefs 13 5/10/2016

14 5 Stages of Group Development Source: B. Tuckman,

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16 The Definition of Ready (DoR)

17 The Scrum Framework Group design Work breakdown Time estimation Validation of commitment Ordered list ready for Development CONTEXT Initial design Discovery Commitment Transparency Sprint Goals Focus Accountability Transparency Commitment Streamline requirements into Development Team only Continuous improvement Reset momentum Open attendance Confirm direction Validate progress

18 INVEST in Good Stories I Independent Avoid introducing dependencies. Can lead to difficulty prioritizing and planning N Negotiable Negotiation breeds collaboration with the team and project stakeholders Do not need too many details Not a written contract V Valuable Value to the Product Owner, client, customer & end user E Estimable Stories are planning tools. The team should be able to estimate them. Domain & technical knowledge, story size S Sized appropriately Can be predictably completed and delivered. Smaller stories for near future, Epics (larger stories) for the future T Testable Story acceptance or conditions of satisfaction define when we are done

19 Waste in Software Development Waste #1 - Partially Done Work Waste #2 - Extra Features Waste #3 - Relearning Waste #4 - Handoffs Waste #5 - Delays Waste #6 - Task Switching Waste #7 - Defects Source:

20 Exploring INVEST 5 Teams Open Space Concept Review the definition Explore the possibilities

21 The Definition of Done (DoD)

22 Definition of Done (DoD) - Importance Key: Defining Done A key to a higher performing team and to projecting a difference through your leadership is facilitating a discussion around what it means to be done at every stage of the work flow.

23 Definition of Done DoD Definition of Done What does Done Mean? Definition: arrived at or brought to an end <one more question and we're done> socially acceptable: acceptable according to the established rules and expectations of a society Synonyms: completed, concluded, complete, down, ended, finished, over, over with, terminated, through, up

24 The Scrum Framework Group design Work breakdown Time estimation Validation of commitment Ordered list ready for Development CONTEXT Initial design Discovery Commitment Transparency Sprint Goals Focus Accountability Transparency Commitment Streamline requirements into Development Team only Continuous improvement Reset momentum Open attendance Confirm direction Validate progress

25 Definition of Done The Levels Task Level Story Level (Pre release candidate, Release) Iteration Level Feature Release Potentially Shippable

26 Why is the DoD important? Expression of the team s quality standards Explicit contract Working software is important! #1 Reason why teams don t have working software. Source: Jeff Sutherland, AgileLive Webinar: Getting to Done The Power of Scrum 3Dec2014

27 Consequences of no Definition of Done Technical debt (unfinished, un Done work) Lower quality Blame game Low morale Increased defects Source:

28 How to define Done with your team Designated time to discuss No one-off conversations Identify the current set of practices: We Always do Sometimes we do We are not yet doing Discuss what feels practical for the team Address any concerns, questions or confusion Put into action! (Display) Review & adjust as needed Source: What you ll need: Chart Pad Paper Sticky Notes Pens/Markers

29 Stability states of Scrum Never pull anything into a sprint that is not ready, and never let anything out of the sprint that is not done. Source:

30 Summary Agile Manifesto & Principles Scrum Team Dynamics Definition of Ready Definition of Done Systems Exploration How To

31 It s been my honor to be of service. Other Services: Agile coaching Reinforce, Sustain Agile practices Role Training Product Owner, Scrum Master Staffing Bootcamp/Specialty Staffing Agile practitioners Upcoming Book: A is for accountability, The field guide for building high performing teams using Agile Practices. Let s connect! LinkedIN: MeetUP: Coaching-Exchange-SoCal/ Google+ : The Agile Leader_SD Twitter: SDAgileCoP@gmail.com Alicia R. McLain, ICAgile Certified Coach, MA. PMP, CSP