How Leadership can FORM an Agile Ecosystem

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1 How Leadership can FORM an Agile Ecosystem Brian M. Wills President, MaxAgility CorporaEon / VP, BridgePort Digital Enterprise Agile Coach, ICP- Agile Coach CSM, CSPO, CSP, SAFe SPC, PMP, Cer:fied Large Scale Scrum (LeSS) Prac::oner (CLP)

3 Client List 3

4 Eleven giants are out to destroy your Agile Transforma?on Crea&ng an Agile Ecosystem is cri?cal to bea?ng them! Copyright 2018 MaxAgility Corpora:on Source: Version One Annual State of Agile Report 4

5 We are uncovering be.er ways of producing valuable, working Agile Transforma2ons by doing it and helping others do it through the Agile Mentoring Program (AMP), a self- organizing, cell- division framework. - - Agile Mentoring Program (AMP) Coali:on Vision Copyright 2018 MaxAgility Corpora:on 5

6 AMP EducaEon and Mentoring Track LisEng Track Name Agile Team Facilitator (ATF) Agile Product Owner (APO) Agile Team Member (ATM) Agile Dev Management (ADM) Agile Program & Release Mgmt (APR) Agile ENgineering (AEN) Audience Agile Coaches (CEC, CTC), ScrumMasters (CSM), Kanban Masters Product Owners (CSPO), Product Managers, Chief Product Owners, PorXolio Managers Dev, Ops, All Agile Team Member personnel Dev Managers, Directors, Senior Directors, ExecuEves* Project Managers (PMP), Program Managers, Release Train Engineers (SAFe SA, LeSS), PorXolio Managers Agile Engineering Leadership and Team Members (Architects). Includes CI, CD, TDD, etc. Copyright 2018 MaxAgility Corpora:on 6

12 Each Sta?on will have a Facilitator Carla Gizzi

13 Each Sta?on will have a Facilitator

15 Agile Managers FORM the environment for successful transforma?ons: F un: Make Workplace Enjoyable Leadership is responsible for creaeng an Agile Ecosystem that is Fun! Create a compelling, thriving workplace where people want to come in to work every day. Copyright 2018 MaxAgility Corpora:on 15

16 Fun workplace?!? Why? Create Agile CoE Happy employees are producave employees! Grow Scrum Masters Educate Everyone Cul:vate Community Measure Progress 43% greater producevity (Hay Group) 33% higher profitability (Gallup) 37% increase in sales (Shawn Achor - Harvard) 300% more innovaeve (HBR) 51% lower staff turnover (Gallup) 66% lower sick leave (Forbes) 125% less burnout (HBR) Source: Scrum: The Art of Doing Twice the Work in Half the Time Copyright 2018 MaxAgility Corpora:on 16

17 The An?- PaIern

18 Workshop?me! Divide up across sta?ons!

19 Facilitators will help you brainstorm on ideas to Make your Workplace Fun! Fun Obstacle Remover Reward Team Mentor & Coach Team Six minutes for group exercise

21 Agile Managers FORM the environment for successful transforma?ons: O bstacle Remover When Team & ScrumMaster cannot remove Obstacles, Func2onal Managers are next! Copyright 2018 MaxAgility Corpora:on 21

Anatomy of an Obstacle Board 1. New Obstacles 3. Obstacles Being Worked Obstacle Board 2. Obstacles Returned to Team 4. Obstacles Smashed 1. SMs place new Obstacles in the "New Obstacle" area.

If the owner of the Obstacle board does not understand the request or understands it is not their area of responsibility, they move it to the "Return to Team" area with a 3.

23 Anatomy of an Obstacle Board 1. New Obstacles 3. Obstacles Being Worked Obstacle Board 2. Obstacles Returned to Team 4. Obstacles Smashed 1. SMs place new Obstacles in the "New Obstacle" area. SM starts with Team Board and then moves for additional support to the SoS/Product board then to the Director board 2. If the owner of the Obstacle board does not understand the request or understands it is not their area of responsibility, they move it to the "Return to Team" area with a 3. Obstacles being worked are placed in the working area by the working team and assigned to a single owner. Status is often written as progress is made. 4. When the assigned owner convinces the SM that an Obstacle is closed, the SM will move the item to the "Completed" area. Only the SM can accept Obstacle as closed and remove the Obstacle from board. Written Obstacle format: 1) Obstacle: Build Machine broken 2) Impact: Builds can't be built and the full team is blocked 3) What's Needed: Need new server with xyz specs <Date if other than ASAP>. 4) Previous Owner: <Owner from last board> 5) Project: PCCE 6) Date Promoted/ Raised: / ) ScrumMaster: S.M. Awesome If the written Obstacle is not clear then the resolution will be slowed down. 23

24 Let s brainstorm on ideas to Remove Obstacles! Fun Obstacle Remover Reward Team Mentor & Coach Team Six minutes for group exercise

27 Reward the Team! Who doesn t love chocolate? Bowling? Movie nights can be fun! Team hike, anyone?

28 Innova?ve Reward Systems! Simon Chesney

29 Let s brainstorm on ideas to Reward the Team! Fun Obstacle Remover Reward Team Mentor & Coach Team Six minutes for group exercise

32 Agile Managers FORM the environment for successful transforma?ons: M entor & Coach Team If a Func:onal Manager has a technical background this can con2nue to be a technical mentoring rela2onship This is primarily about becoming a professional work / life Coach. Employees are whole beings who have families and problems and must know that their direct Leadership authen2cally cares for them. Copyright 2018 MaxAgility Corpora:on 32

33 Backlog: Increase Employee Engagement Gallup s Q12 Metrics Create Agile CoE Grow Scrum Masters Educate Everyone Cul:vate Community Measure Progress Every six months, ask each person on the team these ques:ons rated on scale of 1 to 5: 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best everyday? 4. In the last seven days, have I received recogni:on or praise for good work? 5. Does my supervisor or someone at work seem to care about me as a person? Copyright 2018 MaxAgility Corpora:on 33

34 Increase Employee Engagement Gallup s Q12 (Cont d) Create Agile CoE Grow Scrum Masters Educate Everyone Cul:vate Community Measure Progress 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission of my company make me feel like my work is important? 9. Are my co- workers commiked to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. This last year, have I had opportuni:es at work to learn and grow? Copyright 2018 MaxAgility Corpora:on 34

35 Mentoring & Coaching Team Self Learning Plan Recommended Reading Agile Change Agents Product Owners Architects Leadership Coaching Agile Teams by Lyssa Adkins, Drive by Dan Pink, XLR8 by John Koker User Stories Applied by Mike Cohn Clean Code by Robert Mar:n Management 3.0 by Jurgen Appelo Copyright 2018 MaxAgility Corpora:on 35

36 Let s brainstorm on ideas to Mentor & coach the Team! Fun Obstacle Remover Reward Team Mentor & Coach Team Six minutes for group exercise

37 Who has *courage* and wants to tell everybody what FORM means?

38 Report out &me! Pick one person from your sta&on and summarize your FORM highlights! 2m to priori&ze 2m each sta&on to report out

39 Capture what you can do to implement FORM at your company! (6m)

40 Volunteer Opportuni2es! Want to learn more about Agile? Want to Give Back to the community? 1. Meetup Sta:on Leader 2. Agile 101 Workshop Co- presenter 3.New! Agile Elder Care Copy Editor

41 Before you go How can we improve this session for next 2me?

42 Event Feedback Anonymous Vote! 1. How likely is it that you would recommend this event to a friend or colleague? 2. What changes would the Presenter have to make for you to give it a higher ra2ng? Copyright 2018 MaxAgility Corpora:on 42

43 Thank you! How Leadership can FORM an Agile Ecosystem Brian M. Wills President, MaxAgility CorporaEon / VP, RomeAgile, Agile TransformaEon Services Enterprise Agile Coach, ICP- Agile Coach CSM, CSPO, CSP, SAFe SPC, PMP, Cer:fied Large Scale Scrum (LeSS) Prac::oner (CLP) brian@maxagility.com