Cracking Agile Big Rocks. Chuck Suscheck Quick Solutions Inc. Columbus, OH

Transcription

1 Cracking Agile Big Rocks Chuck Suscheck Quick Solutions Inc. Columbus, OH

2 Class Goals

3 Framework Define it Solve it Work at foundational level Define rock effect in foundation terms Define solution attributes Use different perspectives Use critical thinking Solve rock with enough depth

4 What is an Agile Big Rock?

5 Foundation Value Collaboration over contract People over process Software over documentation Change over plan Sustainable agile cannot be achieved by techniques or practices alone, but by conscious adherence to the agile manifesto

6 Big Rocks Effect Big Rock impacts foundation Mess Block agile value Less Reduce agile value Repress Keep agile value from growing

7 Individual Performance Review Person is individually performance reviewed in such a way that the review does not emphasize team performance. Agile Manifesto Value Collaboration over contract Impact 1-5 People over process 5 Software over documentation Change over plan 0 Effect Disrupt empowered team and place individual over team, possibly reducing collaboration and people. 4 0

8 Your turn 7 minutes Create your own solutions attributes Start with: Reduces effect of rock impact on foundation either directly or by lowering impact on triangle

9 Solution Attributes Reduces effect of rock impact on foundation either directly or by lowering impact on triangle Demonstrable benefits Fails fast (for adaption) adjusts fasts Consumable up and down (simple and clear) Sustainable solution Put hands on it results Negative effects are understood and OK Solution affects root cause Achievable (cost, attainable, can actually do it)

10 Top Agile Big Rocks As solicited from over 100 trusted professionals

11 Individual Performance Review Person is individually performance reviewed in such a way that the review does not emphasize team performance. Agile Manifesto Value Collaboration over contract Impact 1-5 People over process 5 Software over documentation Change over plan 0 Effect Disrupt empowered team and place individual over team, possibly reducing collaboration and people. 4 0

12 Interacting with Waterfall Agile team is a consumer of products from a team that follows a waterfall methodology. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 2 Software over documentation Change over plan 5 Effect Waterfall teams potentially make change very difficult due to requirements being solidified early. Waterfall requires heavy documentation and contracts via change control. 3 4

13 Forecasting at Enterprise Level Forecasting with story points with or without a determined velocity. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 3 Software over documentation Change over plan 5 Effect Create a false sense of certainty. Put into place a plan that may be immutable. May loose trust in the agile teams. 3 2

14 Immutable Date The date cannot be changed. For example, software for tax day with the IRS, weather forecasting, simulations for astronomical events. Agile Manifesto Value Collaboration over contract Impact 1-5 People over process 1 Software over documentation Change over plan 4 Effect If project risks being late, collaboration begins to die, more control via plan is put into place, process takes over. 4 0

15 Highly Regulated Environment Controls are in place from outside agencies. For example, banking (SOX), DOD, medical field. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 3 Software over documentation Change over plan 2 Effect Possible to have high degree of contract and paperwork in order to reduce risk supposedly mitigated by regulation. 5 5

16 Resistance to Change The people at the lower level or upper level seem unable or unwilling to change (mark assumption). Agile Manifesto Value Collaboration over contract Impac t 1-5 People over process 5 Software over documentation Change over plan 0 Effect The process is seen as being perfect. Improvements are not necessary. This may lead to disenfranchised people and a reduction in collaboration. 3 0

17 Low People- Skilled induviduals The people seem to be unable to self- motivate. They can t seem to form a team or the people require a lot of direction. Agile Manifesto Value Collaboration over contract Impact 1-5 People over process 5 Software over documentation Change over plan 3 Effect Poor people need to grow. This may lead to agile being perceived as ineffective. 0 1

18 No Management Support Management seems to not allow self- organization, change, and approaches interactions as a parent/child exchange. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 4 Software over documentation Change over plan 3 Effect Management tends to disrupt empowered teams. Mechanical agile takes over and the values are missed. 5 2

19 Poor Emergent Design Emergent design is brittle and cannot be changed or added to without a lot of problems showing up in the tests. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 3 Software over documentation Change over plan 3 Effect Poor design makes agile less trustworthy in the eyes of management, requiring more paperwork and process control. 1 4

20 Reactionary Environment Service desk or other environment that requires quick reaction to the issues. For example, maintenance environment or first few weeks of production with potentially buggy system. Agile Manifesto Value Impact 1-5 Collaboration over contract People over process 1 Software over documentation Change over plan 1 Effect The problem is not the lack of ability to change, but the lack of controlled change. Agile can become seen as a partner in chaos. 4 1

21 Your turn Let s try to solve a few

22 Solution Template Solution Template Rock Situation Solution Need perspectives (situation & group) Need enough detail (Rafael Sabbagh) Will do Won t do Good Smell Bad smell

23 How to play the game Start Solution Template Rock Situation Roll the Dice Pick a Situation and Rock Rank your result (junk, OK, proud) Fill in sheet Solution Fill in Will/ Won t Good Smell/Bad Smell Determine your solution

24 Collaboration over contract People over process Software over documentation Play The Game Change over plan 1. Individual Performance Review 2. Interacting with Waterfall 3. Forecasting at Enterprise Level 4. Immutable Date 5. Highly Regulated Environment 6. Resistance to Change 7. Low Skilled People 8. No Management Support 9. Poor Emergent Design 10. Reactionary Environment 11. Roll again 12. Roll again 1. You are a small company < 100. Your group is middle/upper managers. 2. You are embedded coach consultants - engaged but not managing the projects. Your table is spread around in teams. 3. You are managers in a very large, highly structured company without independent pockets. 4. Company is medium sized and new to agile but has used waterfall for years. 5. You have just started with the company as an executive coach and need to establish your relationships. 6. This is a relatively big and nearly fully telecommuter company. Good communication (seriously).

25 Your turn Critical thinking

26 Evaluate your results Solution Solution? Head to head comparison 2 teams come up and read/explain their solution (I ll pick teams) Class what s best from it What needs expansion

27 Thanks, good day