© Copyright 2009-2015 The Process Group. All rights reserved. 1 Version 2.3www.processgroup.com
10 Leadership Practices to Lead Agile Teams
It Doesn't Have to be Like Oil and Water!
Neil Potter
The Process [email protected] www.processgroup.com
This presentation: processgroup.com/agile-leadership-potter-v2p3.pdf
© Copyright 2009-2015 The Process Group. All rights reserved. 2 Version 2.3www.processgroup.com
Agenda • Oil and water - typical symptoms • Starting point – a common goal • 10 leadership practices:
1. Focus on results; use practices to manage time, money and risk 2. Maximize the benefits of Agile / Scrum – why did you select it? 3. Employ commitment by involvement 4. Empower teams 5. Map Agile to contract deliverables and Waterfall (if needed) 6. Define appropriate release plans, estimates, risks, dependencies, deadlines 7. Deal with ugly burndown data 8. Set priorities - none, too many, too often, just right 9. Use retrospective data 10. Set a great example – use Agile yourself
• Summary and Q&A
© Copyright 2009-2015 The Process Group. All rights reserved. 3 Version 2.3www.processgroup.com
Intro. to Neil
• Degree in Computer Science • Certified Scrum Master • Certified CMMI appraiser/trainer • Certified 6-Sigma Green Belt • Developer & project manager – Texas Instruments (’85-’91) • Consultant – The Process Group (1990-current)
• Ex-developer, consultant since 1990 • Focus on improving project & organizational
results world-wide • Teach new skills (Scum, requirements, PM, CMMI..) • Fix project & organizational problems • Stitch process stuff together (Scrum, CMMI,
PMBOK, ?) into team workflows
© Copyright 2009-2015 The Process Group. All rights reserved. 4 Version 2.3www.processgroup.com
Oil and Water - Typical Symptoms • Management frustrated with unpredictable
release dates: – Can’t predict revenue – Projects drag on 2 weeks at a time with no end
in sight (prediction vs. discovery) – Customer needs are discovered continually -
can’t pin a set of features to a revenue goal – Expend more $ than earned – Test resources, defect repairs and support costs
increase All while payroll is a steady & very large expense
Total disconnect between developing software and running the business. Best promise: “We’re Agile – it will work out!”
© Copyright 2009-2015 The Process Group. All rights reserved. 5 Version 2.3www.processgroup.com
5-Minute Exercise
3 mins: In groups of 3-4 discuss: – 1. What 2-3 leadership behaviors inhibit Agile? – 2. What 2-3 things describe YOUR oil vs. water challenge
» That is, where do leadership and team members disagree? 2 mins: discuss publicly
© Copyright 2009-2015 The Process Group. All rights reserved. 6 Version 2.3www.processgroup.com
Starting Point – A Common Goal • Communicate the overall goal:
– Make team members, Scrum Masters, Project/Program Managers (PM) aware of the overall goal, not just the next sprint goal
– Includes: » Customer needs » Deadlines, competition » Quality expectations » Budget and/or profit goals » Resource constraints
Goal
In the best organizations, the PM is responsible for the overall goal. The whole team understands and works towards the overall goal.
Goal?
Goal? Goal?
Goal?
© Copyright 2009-2015 The Process Group. All rights reserved. 7 Version 2.3www.processgroup.com
10 Leadership Practices
© Copyright 2009-2015 The Process Group. All rights reserved. 8 Version 2.3www.processgroup.com
1. Focus On Results Add practices to achieve the goal
Goal • Goals uncover problems • Additional practices solve problems • Frameworks house practices
Pro
duct
Bac
klog
Test
Sprint Retrospective R
elea
se P
lann
ing
Spr
int P
lann
ing You might need to add:
• Drywall • Plumbing • Doors • Windows?
• Risk management • CM • Design • Quality assurance
Remember: Scrum is a framework, not the end goal
© Copyright 2009-2015 The Process Group. All rights reserved. 9 Version 2.3www.processgroup.com
2. Maximize the Benefits of Agile / Scrum Don’t ditch Agile, fix what is broken
• You adopted Agile because: – Early user feedback on features? – Requirement changes can be incorporated earlier? – Work is chunked, tracked and visible? – Team & communication
• Keep Agile and improve common issues: – Work goes on for ever with no sellable release defined – User story mumbo-jumbo: “As a developer I would like to
write code to sort XYZ data” – No documentation to communicate / remember requirements,
concepts and decisions
Don’t allow your initial Agile benefits to be down-graded into chaos
© Copyright 2009-2015 The Process Group. All rights reserved. 10 Version 2.3www.processgroup.com
3. Commitment by Involvement • Betty Crocker cake, 1952
– Withheld the powered egg in the cake mix – Cook adds fresh eggs to make it “their cake”
• Communicate TENTATIVE goals: – Teach teams how to plan ACHIEVABLE options
• Seek feedback from team: – What is possible? – What is risky? – What are the options: delivery, cost, features
etc.? • Select at least 2 options (plan A and plan B)
Teams will do everything they can when committed by involvement. Otherwise you have an uncommitted eye-rolling team.
© Copyright 2009-2015 The Process Group. All rights reserved. 11 Version 2.3www.processgroup.com
• Set achievable (but big) goals – not doomed for failure: – Explain what is absolute and cannot change – Don’t fabricate goals, “It must be done in 90 days” (to keep
you guys focused) • Give them responsibility (and reward):
– Don’t take the reward after their hard work! – Be humble and help the team
• Provide positive feedback: – People work better when they feel better. (They are bitter,
disengaged and expend minimal effort when they don’t!)
4. Empower Teams
Show you understand them - resolve their issues NOW so they can focus – become a Super Hero
© Copyright 2009-2015 The Process Group. All rights reserved. 12 Version 2.3www.processgroup.com
5. Map Agile To Contract Deliverables & Waterfall (if needed)
70%Requirements30%Other(Requirements,Design,Code,unitTest,systemTest,acceptanceTest?)
Req Design Unit Test Code Sys. Test Accept. Test
70% R 30%
70% R 30%
70% D 30%
70% D 30%
70% C 30%
70% C 30%
70% C 30%
40% T 60%
50% T 50%
60% T 40%
70% T 30%
80% T 20%
90% T 10%
100% T 0%
Sprint
Waterfall
Scrum
You explain!
© Copyright 2009-2015 The Process Group. All rights reserved. 13 Version 2.3www.processgroup.com
6. Define Appropriate Release Plans Don’t be scared of release plans. Add practices to manage them.
Need to add practices? þEffort / story points þRelease plan ☐Master schedule ☐Stakeholder coordin. ☐Risk management
Deliverable 5 Deliverable 4 Deliverable 3
Deliverable 2
Deliverable 1 Deliverable 7
A sellable release
When can we deliver / sell?
Help your teams scale up PM practices
© Copyright 2009-2015 The Process Group. All rights reserved. 14 Version 2.3www.processgroup.com
7. Deal With Ugly Burndown Data • Scrum does a great job of uncovering stinky issues:
– Technical challenges – Supplier qualifications – Little planning or estimation – Priorities changing so fast that nothing is completed
Rev
iew
Bac
klog
S
prin
t Pla
nnin
g A
naly
sis
Des
ign
Cod
e Te
st
Spr
int R
etro
spec
tive
Spr
int R
evie
w
© Copyright 2009-2015 The Process Group. All rights reserved. 15 Version 2.3www.processgroup.com
Observation / Causes • They won’t catch up – graph has no trend downwards. • The data wreaks “Replan” – but no one does. • Common underlying issues:
– Scope creeps continually with no evaluation of changes. – Team priorities are changed every week, so little gets finished. – Management does not agree among themselves what is
important – so everything is.
Management doesn’t like the situation (too painful) and ignores it.
© Copyright 2009-2015 The Process Group. All rights reserved. 16 Version 2.3www.processgroup.com
8. Set Priorities None, too many, too often, just right
Risk
Too many, too often: • Everything started, nothing finished • Quality problems • Burnout
None: • Risk of wrong focus • Customer needs not met • Team drifting along
Just right: • Deliverables are met with
expected quality
Target in here
somewhere
© Copyright 2009-2015 The Process Group. All rights reserved. 17 Version 2.3www.processgroup.com
9. Use Retrospective Data • Got challenges? • Scrum gives you great data:
– Retrospectives, velocity, test results • Are you using the data?
Sprint 1 Sprint 2 Sprint 3 Retrospective / progress / quality data
Retrospective / progress / quality data
Retrospective / progress / quality data
Organized Data
• Improve the process • Improve the tools • Train teams
• Encourage (and insist) teams to improve
• Giving them time, guidance
• Monitor the results
© Copyright 2009-2015 The Process Group. All rights reserved. 18 Version 2.3www.processgroup.com
10. Set a Great Example Use Agile Yourself!
User Story Story Points Tasks Estimate (Ideal Time)
Sprint
Big todo 1 21 1
Big todo 2 34 1
Big todo 3 55 1
Big todo 4 42 2
Big todo 5 13 2
Big todo 6 20 2
Big todo 7 20 2
Big todo 8 20 3
Big todo 9 42 3
Big todo 10 35 3
110
poin
ts95
poi
nts
97 p
oint
s
© Copyright 2009-2015 The Process Group. All rights reserved. 19 Version 2.3www.processgroup.com
5-Minute Exercise
• In groups of 3-4 discuss: – What 2-3 changes will you recommend back at the work
place to: » Help your Agile teams be Agile » Meet management needs?
© Copyright 2009-2015 The Process Group. All rights reserved. 20 Version 2.3www.processgroup.com
Q&A
© Copyright 2009-2015 The Process Group. All rights reserved. 21 Version 2.3www.processgroup.com
References • Implementing Scrum (Agile) and CMMI Together. Process Group Post newsletter, March
2009. http://www.processgroup.com/pgpostmar09.pdf • Adding Practices to Scrum to Achieve Your Goals (and comparison with CMMI Level 3):
http://www.processgroup.com/pgpostapr2013.pdf • Articles: http://processgroup.com/agilescrum/ • Potter, N., Sakry, M., Making Process Improvement Work - A Concise Action Guide for
Software Managers and Practitioners, Addison-Wesley, 2002. • Scrum Guide: http://www.scrum.org/scrumguides/ (Ken Schwaber and Jeff Sutherland) • Scrum definition: http://www.scrumalliance.org/ • Balancing Agility and Discipline: A Guide for the Perplexed, Boehm and Turner, Addison-
Wesley, 2003 • Succeeding with Agile, Mike Cohn, Addison-Wesley, 2009 • Managing The Development Of Large Software Systems, Dr. Winston W. Royce
http://www.cs.umd.edu/class/spring2003/cmsc838p/Process/waterfall.pdf • Example CMMI Level 5 Scrum story:
– http://jeffsutherland.com/SutherlandScrumCMMIHICSS2008.pdf
© Copyright 2009-2015 The Process Group. All rights reserved. 22 Version 2.3www.processgroup.com
Comparison to CMMI (Summary)
• Some requirements • Some design • Coding • Some test • Some lessons learned
• No
• Most Requirements Management • Most Project Planning • Most Project Monitoring/Control • Most Measurement Analysis (effort
and progress)
In Scrum? Level 3 coverage - very dependent on how YOU define the phases
Approx. 47% coverage of Level 2
Ref.: processgroup.com/pgpostmar09.pdf
© Copyright 2009-2015 The Process Group. All rights reserved. 23 Version 2.3www.processgroup.com
CMMI, Scrum, PMBOK
3 Defined
2 Managed
1 Initial
Process Areas Level Focus
Risk Rework
Quality Productivity
Integrated Project Management (IPM) Risk Management (RSKM) Decision Analysis and Resolution (DAR) Requirements Development (RD) Technical Solution (TS) Product Integration (PI) Verification (VER) Validation (VAL) Organizational Process Definition (OPD) Organizational Process Focus (OPF) Organizational Training (OT) Requirements Management (REQM) (Scrum) Project Planning (PP) (Scrum) Project Monitoring and Control (PMC) (Scrum) Measurement and Analysis (MA) (Scrum) Configuration Management (CM) Process and Product Quality Assurance (PPQA) Supplier Agreement Management (SAM)
Causal Analysis and Resolution Organizational Performance Management 5 Optimizing
4 Quantitatively Managed
Organizational Process Performance Quantitative Project Management
4. Project Integration Management
5. Project Scope Management
6. Project Time Management
7. Project Cost Management
8. Project Quality Management
9. Project Human Resource Management
10. Project Communications Management
11. Project Risk Management
12. Project Procurement Management
13. Project Stakeholder Management
© Copyright 2009-2015 The Process Group. All rights reserved. 24 Version 2.3www.processgroup.com
Scrum with CMMI & PMBOK
ò ò ò REQM REQM REQM
PP / IPM PMBOK 4-13 (plans, estimates)
IPM (planning w/ assets, data, program-level tracking) RSKM (risk management) OT (planned training program) OPF (process improvement focus) OPD (process asset creation / update) DAR (tradeoffs using criteria)
PMC (progress tracking and corrective action) MA (objectives & measures) CM (baselines & versions) SAM (supplier selection & management) PPQA (process & product check) PMBOK 4-13
Green = Maturity Level 2 PAs Blue = Maturity Level 3 PAs Burgundy = PMBOK Section
Sprint 1 Sprint 2 Sprint 3 Planning Backlog
REQM / RD PMBOK 5 Requirements (RD)
Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release
Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release
Requirements (RD) Design (TS) Code (TS) Test (VER) Integrate (PI) Test (VAL) Release