Enterprise Agility starts with healthy teams. How healthy is YOUR Agile team?

Transcription

1 Enterprise Agility starts with healthy teams. How healthy is YOUR Agile team? Transformation Strategy & Roadmap Agile & Cultural Training AgilityHealth Assessments Coaching AgileVideos.com

2 About Me Sally Elatta President, Agile Transformation, Inc. AgilityHealthRadar.com AgileVideos.com AgileforGovernment.com Enterprise Agile Transformation Coach, Trainer and Speaker Background: Software Engineer and Architect Trained thousands and helped coach dozens of teams on Agile Agile Expert for PMI.org Learning Community of Practice GAO Agile Expert Advisor I am simply a transformer. Someone who is really passionate about transforming individuals, teams and organizations to doing what they do better. I believe in Servant Leadership as the way to lead change and create a culture of empowered collaborative high performing teams. 2 21

3 Workshop Drivers for Agile Adoption What are YOUR top drivers for adopting Agile? 3

4 Common Drivers for Agile Adoption Large backlog of work not getting done Lack of predictability Missing deadlines, losing customer confidence Constantly-changing business priorities Silos, handoffs, heavy processes, lack of trust/ communication Slow time to market, can't deliver fast enough for customer needs Missing, incomplete, changing, ambiguous requirements No focus, multi-tasking, several projects by the same people No strategic alignment, chasing shining objects Lack of enterprise capacity measurement Ineffective and wasteful meetings, dysfunctional negative behaviors Quality and rework issues, little customer engagement Unrealistic estimates and due dates set by the wrong people Heavy engineering and testing processes, no automation Lack of empowerment, low engagement and morale Specialized roles, not my task thinking

5 What is Agile? A Framework and Collection of Methods that Implement the Agile Values (4) and Principles (12). 5

6 The Agile Manifesto The manifesto s shared value statement: We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals & interactions Over Processes & Tools Working Software Over Comprehensive Documentation Customer Collaboration Over Contract Negotiation Responding to Change Over Following a Plan That is, while there is value in the items on the right, we value the items on the left more. 6

7 Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software (business value) frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers (the team) must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a team is face-to-face conversation. 7

8 Agile Principles Working software (value delivery) is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from selforganizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 8

9 From Silos to Collaboration 9

10 The Traditional Way 10

11 The Scrum Way Interested Backlog Commi9ed 11

12 Planning Work into Sprints Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint N Sprint is 1 4 Weeks 12

13 Sample Point and Cost Burn Up Chart What is Done? How much did it cost me? 13

14 The Scrum Meetings Sprint Planning Daily Scrum Sprint Backlog (Tasks) q Create UI (5 hrs) q Code, Unit test validation logic (3 hrs) q User Acceptance Testing (2 hrs) What did I complete yesterday? What am I working on today? What is slowing me down? 13 1 Sprint Review Product Backlog Sprint Retrospec0ve Worked Well 14 Needs Improvement

15 Agile Posters 15

16 The Basic Team Structure Backlog Business Vision What? Why? Measurement How Technical Vision Team Facilitator 16

17 Program View (Scrum of Scrums) Program Leadership Team PULL from the Backlog

18 Enterprise Stable Teams View Copyright Agile Transformation Inc 18

19 Copyright Agile Transformation Inc 19

20 Why Measure TeamHealth? Hard to gain visibility into TeamHealth Growth was not measurable Losing the Story of team and org growth Lack of clear metrics to prove success Recognitions and rewards were not team focused Copyright Agile Transformation Inc Hard to see patterns across many teams Excel sheets, survey tools overwhelming and inconsistent 20 Current HR performance appraisals not agile We and our clients NEEDED a solution

21 TeamHealth DEMO Copyright Agile Transformation Inc 21

22 Copyright Agile Transformation Inc 22

23 AgilityHealth Certifications Dial this number: Conference ID: Copyright Agile Transformation Inc 23

24 Thank You!! Download: Presentation PDF Blank TeamHealth Radar Agile Lifecycle Diagram Enter PromoCode: AH-NetSpeed Copyright Agile Transformation Inc 24

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