A Group of Agile Teams ≠ Organizational Agility Christian Antoine, CSM Certified ScrumMaster & Agile Coach http://
[email protected]
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Christian Antoine, CSM •
17+ years Information Technology traditional SDLC and Scrum/Agile
•
Certified ScrumMaster & Agile Transformation Coach
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Based in Robbinsdale, MN @ChristianAntoi2
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Why Agile?
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2012 VersionOne State of Agile Survey
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Organizational Agility “A group of agile teams does not an agile organization make…”
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Organizational Agility “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 21st Century by Stephen Denning
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Organizational Agility What is Organizational Agility? • The capacity of a company to rapidly change or adapt in response to changes in the market • A high degree of organizational agility can help a company to react successfully to the emergence of new competitors, the development of new industry-changing technologies, or sudden shifts in overall market conditions www.BusinessDictionary.com
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Shared Vision or Current Reality?
Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge
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Shared Vision or Current Reality?
Adapted from The Fifth Discipline: The Art & Practice of the Learning Organization by Peter M. Senge
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Potential Obstacles Team Attributes:
• Full Time • Co-located • Cross-functional • Self-Organizing • Results Oriented vs. Role Oriented
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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
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Potential Obstacles
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Potential Obstacles
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Potential Obstacles
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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
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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?
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Confronting Current Reality
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Realizing the Vision Use a Management or Organizational Backlog
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Shift in Leadership Characteristics • Inclusive, Collaborative • Flexible, Adaptive • Possibly-Oriented • Facilitative
• Self-reflective • Courageous • Observant Adapted from Leadership Agility, Bill Joiner & Stephen Josephs and Action Inquiry, William Torbert
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How Long Does this Take? It Depends… • Size of the Organization • Organization Culture • Flexibility and Adaptability • Commitment of Organization Leadership
• Commitment to Automation
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Case Study • Medtronic Field Services (www.medtronic.com) • Mission-Driven Company http://www.medtronic.com/about-medtronic/ourmission/index.htm
• • • •
Began using Agile and Scrum in late 2007 Used Agile and Scrum on multiple projects These included large-scale, enterprise programs These also included smaller applications for Medtronic’s business
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Case Study: Lessons Learned • • • • • • •
Start with “Why” Educate, educate, educate…did I mention educate? Choose what’s right for your team Inspect, Adapt and keep things Visible Have a Definition of Done Automate, automate, automate Agile and Scrum require culture change…have patience because change is hard
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Case Study: Co-Location
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Case Study: Visual Management
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Case Study: Defect Board
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Case Study: Collaboration
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Case Study: Show Room Finalized
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“The only way to eliminate uncertainty is to gain knowledge” “The only way to gain knowledge is to start”
Jim Highsmith Agile Practice Director for the Cutter Consortium
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Questions?
