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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
NURTURING THE JOURNEY: HOW TO TRAIN AND
MAINTAIN YOUR ENTERPRISE ON AGILE PRACTICES TIM ARTHUR, DISTINGUISHED R&D PROGRAM MANAGER
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
This session is where it all comes together! where the rubber meets the
road. Tim Arthur will describe a technique in place at SAS that has proven to
be a popular and valuable to training new teams with agile, as well as a tool
for providing rich feedback to teams who’ve been practicing agile for years.
This is a must-attend for those looking to mature their enterprise. Attendees
will be depart having concrete materials and multiple options for use back at
their own workplace.
Presentation abstract
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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Tim Arthur (PMP, PMI-ACP, CSM) has been with SAS 15 years and was
formerly with IBM (17) and the USAF (4). He’s managed multiple, global,
24×7 mission critical projects, successfully. His experience with management,
project, and program management converge into his overall role as SAS Agile
Champion, trainer, coach, and scrum-master. He earned his BS from Nova
Southeastern and MS from Georgia Tech. He enjoys writing about his work
experiences such as through the SAS.com blog, Sys-con, Stanford Strategic
Execution conference, PMI Global Congress, and ProjectManagement.com
(the 5 Ws, risk, project management myths, and collaboration). He’s married,
proud grandfather, avid photographer, biker, kayaker, and walker. He is a
catalyst for change, wherever he’s at be that work, church, or elsewhere such
as in co-leading the NC PMI Agile CoP or in co-founding JOYAMP.com.
Speaker bio
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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Welcome &
Introduction
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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
AGENDA
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content/uploads/2015/02/painting_street_with_roller_400_
clr_6337.png
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
QUICK QUIZ
0 = None
1 = Very little
2 = Some but not enough
3 = Adequately, at best
4 = Significant amount, could be more
5 = We’re nailing it.
Our agile training content is very relevant, with a mix of industry
standards and our own customization.
Employees find our training beneficial and adoptable.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
http://www.tagxedo.com/app.html
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Guessing wrong
ambiguityconflict
Language disconnects
frustration
Failures
cooperationlanguage harmony
accord clarityInformed and aligned
Successes
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Learning Paradigms Learning styles
Effectiveness styles
Cone of experience
The Forgetting curve
The Learning curve
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Image from http://cayugasyracuse.org/files/6713/4683/8678/Learning_Style_Pentagon.jpg
Everyone learns differently.Few use only one style.
Mix it up.
Learning Styles
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Image from http://www.agilemodeling.com/essays/communication.htm
Effectiveness Styles
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Image from http://en.wikipedia.org/wiki/Edgar_Dale
Cone of Experience
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Image from http://en.wikipedia.org/wiki/Forgetting_curve
https://www.trainingindustry.com/wiki/entries/forgetting-curve.aspx
Forgetting curve
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Image from http://www.amazon.com/Crossing-Chasm-Marketing-High-Tech-Mainstream/dp/0060517123; http://www.intropsych.com/ch07_cognition/learning_curve.html
Fundamentals
Mastery
Proficiency
Continuous
learning and
improvement
The chasm,
Learning curve,
and S-curves
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Continuous training is important.
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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
What we do at
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Copyright 2015, SAS Institute Inc., Cary, NC, USA. All Rights Reserved.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Copyright 2015, SAS Institute Inc., Cary, NC, USA. All Rights Reserved.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
2 day agile class (largely completed)
2 hour boot-camp Basic
knowledge
Continuous
re-enforcement
Agile Works
The HUB
Surveys
Project Management staff meetings
Email, dialogues, etc.
Image from http://www.couponclipinista.com/wp-content/uploads/2012/08/POSTIT.jpeg ; http://www.agentinengagement.com/wp-content/uploads/2013/12/ID-100169696-Books.jpg ; http://api.ning.com/files/8pnqwPqNt2OXMT04OMHDF3B-P7QeJZA5P9S7lr-
EHFp5nwHNaWttv-1O2uFmowogszdaBce4Ir*qLOr2zQ5q-K*LTZJ-FwtX/01wrolodex1cta300x300.jpg
Specialized
learning
Specialized training sessions
Retrospectives/team learning
“Tips and tricks” quarterly meet-ups
Quarterly agile coaches meet-ups
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
New teams
boot-campVendor training
~Six months in
Special sessions
Rough order shown, not precise amounts.
Push
Pull
Both
Agile training at SAS
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Pre-class
Class Post-class
- Casual interview a/o survey
- As needed, reading materials
- Suggest agenda and/or show
slides with leader
- Audience poll
- Lecture
- Exercises
- Coaching follow-up
- Team agreement
- Best practice: follow-up
3-6 months later
Pull-based Training
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Boot-camp
content
1 hour lecture
1 hour practice
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Lecture (40-45 slides)
Agenda topic Emphasizes
Introduction Positioning, historical merit
Why agile and what is it? - Agile Manifesto
- Industry acceptance
- Corporate values alignment
How does it work? Scrum mechanics
Who works on an agile team? Scrum roles, importance of teaming
How does the team communicate? F2F, standups mechanics and value
How is progress measured? Velocity, CFDs, burndowns, burnups
Tips Team agreements, coaching
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Team Practices
Health Checks
Support
SAS AGILE
FRAMEWORK
• Training
• Coaching
• Tooling
• Team self-assessment
• Team
• Plan
• Sprint
• Demo
• Improve
Ag
ile M
an
ife
sto
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Planning poker;
59-minute scrum project
Facilitate feedback after each
segment. Ask: - What did you observe?
- What did we just learn?
Exercises
http://itstaffing.matrixresources.com/clientservices/client-seminars/59-minute-scrum
http://www.energizedwork.com/weblog/2005/10/fun-at-a-59-minute-scrum
http://www.powershow.com/view1/8ccaa-ZDc1Z/SCRUM_59_minutes_Giovanni_Asproni_Rachel_Davies_powerpoint_ppt_presentation
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Supplies
Bag
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Proceed
carefully
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
compliance creativity
Entrenched thoughts
Standard
Original thoughts
Collaboration
Training Challenges
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
SHORT EXERCISE HELPING YOU APPLY THIS IN A REAL-WORLD SETTING
Instructions
• Please find a partner sitting next to you.
• First person explains: Here’s the key takeaway I learned and my
next steps.
• Second person does the same.
Questions?
• We’ll wrap-up with summary and group Q&A, after.
Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
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Copyr i g ht © 2014, SAS Ins t i tu t e Inc . A l l r ights reser ve d .
Thank you!
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