Are we Agile Yet? Agile is NOT a Destination

Transcription

1 Are we Agile Yet? Agile is NOT a Destination Angela Johnson, PMP, ACP, CST Certified Scrum Trainer & Agile Coach

2 2 Angela Johnson, PMP, ACP, CST 17+ years Information Technology - traditional SDLC and Scrum/Agile Facilitator PMI-MN Agile Local Interest Group Based in Minneapolis, MN Certified Scrum Trainer & Agile Coach Aequitas

3 3 Why Agile?

4 VersionOne State of Agile Survey

5 5 Agile involves Culture Change Agile Software Development Manifesto 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 and interactions over processes and 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 The 12 Agile Principles 6 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. 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.

7 7 Agile Requires Paradigm Shifts Inclusive, Collaborative Flexible, Adaptive Possibly-Oriented Facilitative Self-reflective Courageous Observant

8 8 Agile is Different Agile methods enable delivery of business value more quickly by working in a different way Why, then do many organizations attempt to stuff Agile terms into a Waterfall box?

9 9 Being Agile is not the Goal The new goal for the organization must be to delight the customer. Making money is not the goal Being agile is not the goal. Working software is not the goal Agile, Scrum & working software are means to achieving the goal The Leader s Guide to Radical Management: Reinventing the Workplace for the 21 st Century by Stephen Denning

10 10 Are we Agile Yet? Many speak about Agile as if it is a destination Agile methods are continuous improvement processes that allow for emergence, inspection and adaptation Teams are trained or told to work in sprints and it s assumed that the company is now Agile But is it really?

11 11 Shared Vision or Current Reality? Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge

12 12 Shared Vision or Current Reality? Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge

13 13 Potential Obstacles Team Attributes: Full Time Co-located Cross-functional Self-Organizing Results Oriented vs. Role Oriented

14 14 Potential Obstacles Agile Roles: Team: Responsible for delivering working product increment Product Owner: Responsible for user stories, priorities and accepting completed work ScrumMaster: Responsible for Team process

15 15 Potential Obstacles

16 16 Potential Obstacles

17 17 Potential Obstacles

18 18 Potential Obstacles New Quality Practices Testers are part of the team Tests drive coding Testing a user story is done within an iteration not after Quality is not a role, a person or a department it s everyone s job Testing is not something performed by a tester Test automation is critical to long-term effectiveness

19 19 Potential Obstacles Personnel Considerations Focus is on Cross Functional Teams Delivery is Value Based on the Customer What support or training do our teams need to make the paradigm shift in collaboratively working in a cross functional way? What happens to our individual incentives in asking people to work in teams? What happens to our hiring practices in asking for cross functional behavior and skills? What about career path considerations?

20 20 Confronting Current Reality

21 21 Realizing the Vision Use a Management or Organizational Backlog

22 22 A Case Study Privately held organization that provides contract and support services to a worldwide franchise Moved from project structure to product structure enabling faster delivery of business value Teams are empowered, co-located and high performing Better alignment with the Business

23 23 10 Reasons I Love My Job 3. Integrated teams. Product owner, QA, operations, infrastructure, developers we re all on the same team. We work together, and are committed to each other. There is opportunity for growth. Just one month in, I can already sense it. And many times I ve already seen where wins are celebrated by the entire team, and mistakes are owned by the entire team. It s awesome.

24 24 10 Reasons I Love My Job 2. Agile. Weekly sprints. Sprint goals. The ceremonies. The daily meetings. The sprint planning. The sprint retrospectives. The sprint board. The stickies. Weekly deployments into Production. Having a clear sense of what our focus is this week. Commitment to the work at hand. Establishing a velocity and trusting in the team to perform. Similar to feeling at home with Apple products and OS X, I also feel incredibly at home in this environment.

25 25 10 Reasons I Love My Job 1. People care. This is the most important thing to me. I work in an environment where people really care about what they do. Shades of gray, I acknowledge, between just being somewhere for the paycheck and having a passion for what you do. At my new workplace, I find that people care about what they do. To do well for their customer because it s the right thing to do. Because there s a sense of pride in doing good. I can get a paycheck anywhere. But I can only do what I do, and with the people I do it with, where I m at right now.

26 26 The CIO s to Me One more thing. Check out this blog from one of our developers. I can die and go to CIO heaven now. Thanks for all you did to help us get to where we are.

27 27 Change is Hard We revert back to status quo when under stress What is the commitment to change or working differently? Who are the Change Agents? Champions?

28 28 Questions?