Agile Transformation Retrospective Myths and Experience from My Journey

Transcription

1 Agile Transformation Retrospective Myths and Experience from My Journey The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. George Bernard Shaw

2 Plaza Paraguayo Independiente, Asunción 2

3 Introduction Aguarra Michal Vallo Experience Management helping organizations with business performance 1 Scrum Master in Czech Republic, introducing Scrum to CZ & SK 1st Agile Transformation of company in CZ Founder Agilia agile community, Founder of Agilia Conferences (Olomouc, Budapest, Prague) Training experience: around 1000 Scrum Masters 3

4 Actum Story Vision, how to manage a company: - VALUE: education is primary - WHAT: top end customer full service - WHY: do not leave for another job - USP: we are international Work environment & Empowerement Big success did not came quickly: - People - Technical Skills - Projects & Processes Daniel Pink Alfie Kohn Mc Gregor Theory X and Y 1 st Agile Transformation in Czech Republic 4

5 Agile Transformation 4 Layer Framework Crystal Clear Prince 2 ITIL Process DaD Collaboration OKR KPI The Work Values Purpose Recognition Vision Growth SCRUM Empowerment DSDM Visualization Work Environment Team Engagement Challenge Project Management Testing Business Domain LEAN Principles Continuous Integration XP Finance Business Domain Customer Engagement Product Parameters Service Parameters TOC - Theory of Constraints: Elliyahu M. Goldratt 5

6 Agile Culture Schneider s Model Synergy Trust Collaboration Partnership Collaboration Reality Oriented Control Control Power Hierarchy Standardization Process Predictability People Oriented Company Oriented Purpose Creativity Dedication Growth Subjectivity Cultivation Competence Expertise Efficiency Professionalism Craftsmanship Possibility Oriented William Schneider, The Reengineering Alternative 6

7 Strategy & Success Definition of Success (approach to customers) CONTROL Dominance. We are the biggest. (We are only game in town) COLLABORATION Synergy. (Partnering. We did it together.) COMPETENCE Superiority. We are the best. (Nothing else compares, state-of-the art) CULTIVATION Fuller realization for potential growth. (Fulfilment/Uplift-enrich) 7

8 Advantages & Disadvantages Advantages (Dissadvantages) CONTROL Planning, security, people feel safe. (Distrust, politics, low innovation) COLLABORATION Diversity, openness, harmony. (Group thinking, low accountability, disfunctional in bad times) COMPETENCE High standards, creative, exciting place to be, incentives. (Subjective, ignores win-win, bad communicators ignored, insecurity) CULTIVATION Cares for people, growth, value training & education, trust. (Lack of direction, many things unfinished, hard data ignored) 8

9 Agile Culture Schneider s Model Reality Oriented Collaboration Control People Oriented Company Oriented Cultivation Competence Possibility Oriented William Schneider, The Reengineering Alternative (c) Aguarra, s.r.o., Plzeňská 157 / 98, Praha 5, 9

10 7 years of practice Assessment & Audit 20+ assessments Examined companies Czech / International medium sized companies Multinational Corporation Small "StartUps" CZ, SK, Germany, Hungary, Poland 10

11 Observation 1 - Business Business Disconnection Tasks and activities not connected to business results and money. Development Teams do not understand underlying business case. Business aspects mostly ignored among Agile community (coaches, trainers,...) Suggestion Get Managerial Experience 11

12 Observation 2 - Culture & Process Inappropriate organization structure (strategy product/solution) Office Space set up preventing Collaboration Inhouse development is free: unlimited number of requirements Too many conflicting tasks / projects runs in parallel Conflicting Incentives in place No measurement & No metrics Suggestion Do not afraid express your vision Agile by Example Warszaw

13 Observation 3 - People People Management Motivation Issues Onboarding Training missing development plan / strategy (approached ad-hoc) no skills improvement in place, no capability to build large system Wrong managerial examples Accountability "avoidance", often through leaving for another job 13

14 Observation 4 - Habbits & Technical Skills Technical Skills Testing biggest deficiency SM as tester Students clicking through app, No testing strategy No automated tools TDD is time consuming, therefore skipped Tool obsession We wants to start Agile, what tool do you recommend? 14

15 Observation 5 - Agile Techniques Applies to companies that started use of Agile Techniques Agile = Scrum, sometimes we know Scrum & Kanban, nothing more Scrum = stand up status meeting Agile technique replaces no techniques, very seldom "waterfall" No Scrum Product Owner, sometimes no Scrum Masters No Demo/Review, no Retrospective, no product increment, no sprint objective Testing sprint follows development sprint Manager/Team Lead = SM, or PO, or both Inappropriate technique in use 15

16 Wrapping Up Have a vision for your Organization / Department / Team Understand methodology and use it right (takes time) Encourage people to invest in their education or let them go To achieve something, there is always suffering along the way Roll up the sleeves and start working 16

17 Contacts Thank you for your attention and time for your questions? Ing. Michal Vallo, MBA, CSP Tel