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In theory, agile methodologies are easy, but the act of transitioning a team out of their comfort zone and to a new way of working can be very difficult and if not done well can cause unnecessary frustrations and poor Agile implementations.Webinar discussed how people process change, how to start your transition and how to support it.
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Erin S Beierwaltes | Conscires Agile Practices
Transitioning a Team
Erin S Beierwaltes | Conscires Agile Practices
Conscires Agile Practices
Who we are ::Enabler of Agile & Scrum adoption for your
organizationAgile Adoption Assessment, Training & CoachingWhat we do ::
Agile & Scrum Coaching – http://agile.conscires.com/services/
Agile & Scrum Trainings - http://bit.ly/allTrainingsIrvine,CABoston,MADenver, COSan Diego,CA
Erin S Beierwaltes | Conscires Agile Practices
Erin Beierwaltes, PMP, CSM Certified Project Management Professional Certified Scrum Master Professional Scrum Master I Agile Transition Coach at InfoPrint
Solutions (past) ScrumMaster at RightNow Techologies
(current) Agile Contributor and Teacher
Erin S Beierwaltes | Conscires Agile Practices
Community of Thinkers
I am a member of a community of thinkers
I believe that communities exist as homes for professionals to learn, teach, and
reflect on their work
http://www.rallydev.com/agileblog/2009/12/a-community-of-thinkers/
Erin S Beierwaltes | Conscires Agile Practices
Credits
Erin S Beierwaltes | Conscires Agile Practices
Successes by Size and Approach
Small Medium Large0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
74%
58%
40%
69%
61%
50%
83%
70%
55%
Ad-hoc Traditional Agile
2010 IT Project Success Rates, August 02, 2010
Erin S Beierwaltes | Conscires Agile Practices
Triple Constraints
Plan Driven
ValueDriven
Fixed Requirements Resources Time
Estimated Resources Time Features
Erin S Beierwaltes | Conscires Agile Practices
Waterfall vs. Agile
WATERFALL
Requirements Prescriptive Individuals Sequential Cost of change
AGILE
User Stories Empirical Teams Iterative Encouraged
Change
Erin S Beierwaltes | Conscires Agile Practices
Ideal Pilot Project (IF you can choose)
www.mountaingoatsoftware.com
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Projec
t
Erin S Beierwaltes | Conscires Agile Practices
Duration
Too Short creates skepticism
Too Long delays success recognition
IDEAL: A project that is near the middle of what is typical (3-4 months)
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Proje
ct
Erin S Beierwaltes | Conscires Agile Practices
Size
Collocated team Not too big (won’t
exceed more than 5 teams)
Communication between multiple teams add complexity
IDEAL: One Team (even if will grow to more)
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Proje
ct
Erin S Beierwaltes | Conscires Agile Practices
Importance
Not low-importance
Not low-risk IDEAL: An
important project will help drive the team to implement all the hard things that Scrum asks of you
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Proje
ct
Erin S Beierwaltes | Conscires Agile Practices
Business Sponsorship
Business and technical sides must change
Must have someone on the business side with the time to work with the technical team
Assist in business processes, departments or individuals that to adjust
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Proje
ct
Erin S Beierwaltes | Conscires Agile Practices
People
Types Scrum lobbyists Willing optimists Fair skeptics
Yes, this stacks the deck in your favor that won’t work on all projects, but this is an attempt to use a new approach to deliver an important project.
Duration
Business
Sponsorship
Importa
nce
Size
Short Long
Large
Small
Weak
Strong
Unimportant
Critical
Ideal Proje
ct
Erin S Beierwaltes | Conscires Agile Practices
Ken Schwaber
“30% of all teams or organization that use Scrum will become excellent development organizations “
“When adopted, some of its practices are inconsistent with the culture of the team…the team changes Scrum so it is consistent and fits in…self organization of teams does not occur then.”
Erin S Beierwaltes | Conscires Agile Practices
Change Reaction
Erin S Beierwaltes | Conscires Agile Practices
Resisting Change
Number
Employees Managers
1 Lack of awareness Fear of losing control and authority
2 Fear of the unknown Lack of time
3 Lack of job security Comfort with status quo
4 Lack of sponsorship No answer to “what’s in it for me?”
5 No involvement in solution design
The top reasons for resisting change, as given by employees and managers. Creasey and Hiatt, 2007
Erin S Beierwaltes | Conscires Agile Practices
Native Conflict Response Mode Thomas Kilmann Instrument (TKI)
Competing: Assertive and not cooperative
Collaborating: Assertive and cooperative
Compromising: In the middle on both dimensions
Accommodating: Cooperative and not assertive
Avoiding: Neither assertive nor cooperative
Erin S Beierwaltes | Conscires Agile Practices
Coaching
Teams need someone to provide them with the right teaching, coaching and mentoring
No one is satisfied anymore being cogs in the machine and want to know their effort yields value
http://systemagility.com/2010/11/28/looking-forward-to-agile-coach-camp-norway-2011/
Erin S Beierwaltes | Conscires Agile Practices
Agile Coach
Agile methodologies provide a framework to setup and do well, but coaching will deepen understanding and success Facilitator Teacher Mentor Conflict Navigator Collaboration Conductor Problem Solver …MORE
http://smartlemming.com/
Erin S Beierwaltes | Conscires Agile Practices
Coaching
Problem is most aspiring agile coaches have very little education or experience toprepare them
Ask yourself… What is my role in a self-organized team? How do I help the team yet stay hands-
off?
http://bt-01.deviantart.com
Erin S Beierwaltes | Conscires Agile Practices
Transitioning from the TraditionalProject Management Belief Replaced with
We can plan the work and work the plan Planning is essential: plans are useless
The triple constraints can be traded off for another to correct for unknowns
Time and budget (people) are held constant. Only scope flexes.
The plan gets more accurate over time as we flesh out the project through phases of activity: requirements, design, development, testing, and so on.
A plan gets more accurate over time because it is constantly revised and trued up to the team’s actual performance
Delivering on time, within budget and on scope equals success.
Clients getting the business value they need is the only measure of success
Scope can be locked down with later discoveries being handled as change requests against the scheduled end date.
Scope remains flexible, and changes of any kind are welcomed even late in the project.
Controlling through the project plan is my job.
Controlling through a plan is not possible; releasing the team into safety of agile is my only measure of control. So, I coach the team to use agile well.
Completing tasks and delivering deliverables indicate progress and value delivered.
Only delivered end products indicate progress and value delivered.
Coaching Agile Teams (Lyssa Adkins, 2010)
Erin S Beierwaltes | Conscires Agile Practices
Coach for the Team
Coach will move away from Coach will move toward
Coordinating individual contributions
Coaching the whole team for collaboration
Being a subject-matter expert Beings a facilitator for the team
Being invested in specific outcomes
Being invested in the team’s overall performance
Knowing the answer Asking the team for the answer
Directing Letting the team find their own way
Driving Guiding
Talk of deadlines and technical options
Talk of business value delivery
Talk of doing the optimal thing Talk of doing the right thing for the business right now
Fixing problems Taking problems to the teamCoaching Agile Teams (Lyssa Adkins, 2010)
Erin S Beierwaltes | Conscires Agile Practices
Non-command and control thoughts
Be detached from outcomes
Take it to the team Be a mirror Master your words and
your face Let there be silence Model being
outrageous Let the team fail Always be their
biggest fan, but be careful
http://superprojectmanagement.com/
Erin S Beierwaltes | Conscires Agile Practices
Team Start-Up
Process (Core of Agile) Get everyone on the same page using the
same terms and definitions Offer to show “your” version of agile
Team Learn about each other Constellation See ideas for collaborative actives from Lyssa
Adkins Work Ahead
Vision of the Product (Product Owner)
Erin S Beierwaltes | Conscires Agile Practices
Team Restart
Retrain http://www.crisp.se/scrum/checklist
Positive Reinforcement Guide by Retrospective!!
See blog post See retrospectives book
Erin S Beierwaltes | Conscires Agile Practices
Set the Team’s Expectations
You have everyone you need to be successful
Expect high performance can be achieved
The Destination Never Comes
Erin S Beierwaltes | Conscires Agile Practices
Balance Learning and Doing
Shu: Follow the Rule Basics that build a solid foundation
Ha: Break the rule Start to reflect on a deeper understanding Students can now instruct others Individuality begins to emerge
Ri: Be the rule Discovering through self exploration Everything comes naturally
(try this in a retro)http://alistair.cockburn.us/Shu+Ha+Ri
Erin S Beierwaltes | Conscires Agile Practices
Coaching Styles
Teaching Lay down the law and teach the rules
Coaching Encourage with questions and reflections
Advising Self-organized, self-monitoring, self-
correction The team knows as much (if not more)
that you
Erin S Beierwaltes | Conscires Agile Practices
Whole-team vs. Individual Coaching
Whole Team During sprint planning and retrospectives to
help them make better shared commitments Takes a back seat during the sprint so the
team can focus on work Individual
During sprint development, as individuals bring problems and complaints
Coach individuals to be come better agilist and offer tools to resolve their own problems
Erin S Beierwaltes | Conscires Agile Practices
High Performance Tree by Lyssa Adkins
Chapter 2: of Coaching Agile Teams by Lyssa Adkins http://www.code-magazine.com/Article.aspx?quickid=100153
Erin S Beierwaltes | Conscires Agile Practices
Retrospective Action Items One action at a time Remind them they can try something in
the next sprint Give everyone permission to take time Give everyone permission to try
something once Do NOT push the team to do what YOU
think is the right action It’s ok to let the team fail (because you
might be wrong)
Erin S Beierwaltes | Conscires Agile Practices
Team Dynamics
Only as wise as the quietest person Loudest Developer Driven (LDD) Separation by Title
Erin S Beierwaltes | Conscires Agile Practices
Managing at the Speed of Change by Daryl Conner
“It is relatively easy to get your people to acknowledge that a change is to be made and to get start on it. The really tough job is to get them to stick with it when the going gets tough.”
Try to anticipate old habits in advance and help them stick to Scrum despite the discomfort and worry.
Erin S Beierwaltes | Conscires Agile Practices
Problem Solving
Set Expectations It is the responsibility of the team to meet the
challenges and find solutions
1. A problem is brought to you or you see it2. Pause! Reflect on the problem!3. Take the problem to the team4. All the team to act (or not)
It’s their commitment, not yours!
Erin S Beierwaltes | Conscires Agile Practices
Become the Expert
Books Blogs Twitter Meetup.com Local Chapters Colleagues Friends
Erin S Beierwaltes | Conscires Agile Practices
Final Thoughts
The point isn’t to be the best at Scrum or some other Agile method, but to
provide value to customers, the business and the team.
Erin S Beierwaltes | Conscires Agile Practices
#coachatplay
Erin S Beierwaltes | Conscires Agile Practices
Upcoming Training in Denver,CO“Scrum! Values, Foundations and Practices”
with Erin BeierwaltesMay 14th 201120% discount with code Webinarhttp://agile.conscires.com/scrum-1-day-training-
denver/
Contact Bachan Anand W : http://agile.conscires.com E : [email protected] P : 949-232-8900