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Workshop The OneABB Team Goes Agile The Tricks Used for Creating Awareness and Desire for Change and Actually Doing the Change Matthew Caine.

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Presentation on theme: "Workshop The OneABB Team Goes Agile The Tricks Used for Creating Awareness and Desire for Change and Actually Doing the Change Matthew Caine."— Presentation transcript:

1 Workshop The OneABB Team Goes Agile The Tricks Used for Creating Awareness and Desire for Change and Actually Doing the Change Matthew Caine

2 AGILE Some people call it a method or an approach above all It is about PEOPLE and RESULTS

3 Assumptions You are looking for real challenges of “Agile” Expect some quick-win “take-aways” You are not here to fine-tune your Standups

4 Who am I? English Come from near Liverpool / Manchester I.T. background Lived in Zurich since 1994 Worked in London, NY, Berlin, Geneva and ZH Discovered “Agile” in 2009 August 2011 Setup M.C. Partners & Associates September 2012 Launched the Agile Academy

5 Community

6 OneABB’s Purpose: “An Awesome Website”

7 80 country sites 2000 content editors over 1 million urls 10 million views / month

8 ABB’s website is a key customer connection Facebook and LinkedIn are the top sources of traffic after direct visits, search, and visits from the intranet

9 The Real Story No transparency on status, people or activities 50 people in four countries 40 people in Krakow organized by skill Culture of maintenance “Hero culture” with Prima Donnas Agile, but not really Constant “firefighting” Stuff was late, not as expected, poor quality

10 This Workshop is about the changes above and beyond Agile skills. It is about some of the things we had to do continue to do and still need to do to give Agile a chance!

11 How the Workshop will Work 9 topics… The first 5-6: – Examine the Scenario / Theory – You get 5 minutes at your table to discuss – I then chose 2 groups for feedback – We then look at what was actually done At the end we’ll scan the remaining topics.

12 Creating Awareness & Desire Performance Reviews Managing Prima Donnas Better Transparency on Work Gold Plating = Quality / Remote Team Perception The Gantt Lie Chart vs “Agile Planning” Looking for & Building Trust Remote Teamwork

13 Creating Awareness & Desire

14 The Scenario It is May You are in a room with the key people from Krakow and Zurich. They know things have to improve. But don’t know where to start. Your Task Discuss how you would get them to: 1.Share & agree on their pains 2.Want to address the pains 3.Agree on the most important changes?

15 Creating Awareness & Desire Step 1: Brainstorm to Visualise “Tensions”

16 Creating Awareness & Desire Step 2: Run a Normal Retrospectives Session Categories What went well? What do we need to start? What do we need to stop? What do we need to improve? Out-of-the-box innovative ideas

17 3a) Place “tensions” on top 3b) Re-examine any left-overs Creating Awareness & Desire Step 3: Which Tensions could be Resolved and Examine Left-overs

18 A B C D E F Creating Awareness & Desire Step 4: Group & Name

19 A B C D E F 1.Each Team-member has 3 votes. 2.Take 5 minutes to vote. 3.Facilitator checks and summarizes the voting. 4.Debate results. Creating Awareness & Desire Step 5: Prioritise Priority B E C F D A

20 Owner BJohn EMary CMark FPaul D A A B C D E F Creating Awareness & Desire Step 6: Assign Owner Don’t do low prio stuff! As a peer-group they have identified their tensions, prioritized and assigned owners. By default they are aware and have the focus and desire to change.

21 Project Methodology Well Structuring the Work (Basecamp) Start Regular structured standups Improve Prioritization and deadline setting Improve PM ISDC GWH Stop Having every task a top priority Improve Planning and Prioritization Well Doing the scope planning together Improve Be persistant with things we have started. Do not abandon things. Start Have a board with projects and priorities visible to everyone. Stop Classic BA process Stop Making promises without consulting executing party Well Projects where we have a clear deliverables schedule Everything is a priority to everyone in GWM Improve Set up common rules for running a project Maintenance burden of “old” vs developing new Improve Interative: Get feedback more often, earlier Start Get the UX – BA – DEV process working Well Projects with weekly meetings to followup on overall status Improve Working on deadlines together Creating Awareness & Desire

22 Managing Prima Donnas

23 Your Task Discuss and list your thoughts on : The risks of prima-donnas to the teams, department & company. How you could get the knowledge of the individual prima-donnas shared. The Scenario Krakow has a number of Individuals that are “prima-donnas”…

24 Managing Prima Donnas  Bottleneck for the teams  Difficult to plan  Create dependencies in a sprint  Burn out  Cause resentment  “Under a bus” syndrome  Like to keep know-how  Poor team members

25 Managing Prima Donnas Typical Solution Two or more teams share: But still: Bottleneck Difficult to plan Create dependencies in a sprint Burn out Cause resentment “Under a bus” syndrome Insecure – like to keep know-how Poor team members 50% Alternatively Make them free-agents No longer responsible for deliverables Now responsible for coaching & supporting team members who deliver Thus Know-how transfer happens Can support many people Ego is not damaged ;-)

26 Better Transparency on Work

27 The Scenario Zurich has no idea who is working on what or why people are working on things. Krakow does not understand the priorities, as they constantly change. Krakow do not know what to work on or why it is suddenly “important”. Your Task List your thoughts on how to gain transparency on: 1.Why work is important (Purpose)? 2.What is coming (Future stuff)? 3.Who is working now on what? It is important that both Krakow and Zurich see the same information.

28 Better Transparency on Work IdeaOptionsHigh Level PlanFeaturesMaintenance Based on DSDM: Pre-Project, Feasibility, Foundations, Exploration & Engineering Step 1: Define Phases that Projects are “in” A long 10m Wall will help!

29 Better Transparency on Work Step 2: Map Projects to the Phases and the Projects to Teams Teams can start to PULL work…

30 Better Transparency on Work Step 3: Assign People to Teams & Iterate (Action Gaps!)

31 Better Transparency on Work Step 4: Make it All Accessible to All (Zurich & Krakow) All the Time e.g. Google Drive Docs

32 Gold Plating = Quality /

33 The Scenario Krakow development speed is slowed due to: Developers gold-plating Poor quality Yet developers want to work on the next latest sexiest work. Your Task What do developers need to understand to: reduce gold-plating deliver quality get developer working on the next sexy project? Gold Plating = Quality /

34 / Build the absolute minimum. Don’t be tempted to do what is interesting. Build it well. Make it from simple stuff.  Frees developers from future maintenance.  Gives time to start the next sexiest job.

35 Remote Team Perception

36 The Scenario There is miscommunication in the team split across Zurich & Krakow. People are by-passed and feel unappreciated Others have to much to do. Your Task Two groups will: 1.Read their team descriptions 2.Put names to the Roles (based on DSDM) – Flipchart Provided 3.Reveal the results “Spot the Difference”. Business Sponsor Business Visionary Business Analysts Business Ambassadors Business Advisors Technical Coordinator Solution Testers Solution Developers Project Manager Team Leader “End user” “Expert user”

37 Remote Team Perception SPOT THE DIFFERENCE

38 Remote Team Perception Zurich’s PerceptionKrakow’s Perception Business Sponsor Business Visionary Business Analysts Business Ambassadors Business Advisors Technical Coordinator Solution Testers Solution Developers Project Manager Team Leader ???? Business Sponsor Business Visionary Business Analysts Business Ambassadors Business Advisors Technical Coordinator Solution Testers Solution Developers Project Manager Team Leader ???? Mike ???? Nolan Piotr Lukas Casper Pawel Eloise Casper Claire Nolan Casper Lukas Piotr Pawel Casper Anna Eloise ???? SPOT THE DIFFERENCE

39 The Gantt Lie Chart vs “Agile Planning”

40 The Scenario Scrum & sprints are perfect for systems that are already live. Zurich however, occasionally want to launch new products. Sometimes for things that we don’t even know if they are possible. DSDM is great for starting a new product… Take an idea Test options and feasibility Set up a high-level plan and context (JEDUF) Finally to launch into regular sprints / Timeboxes. Your Task What could the context be? What makes sense to agree before development starts, especially in large corporate IT environments?

41 Assess Benefits Increment E E J, A G G Increment H H C C B B I I D D F F High Level Planning Options Deploy Maintenance strategy Testing strategy Non-functional needs Audit requirements Regulatory needs Hardware, software, middleware Prioritised Highlevel Requirements Timebox Plans with MoSCoW’d requirements Financial cost for entire plan. Reporting Resources Delivery plan (training etc) ROI, Business Case Risks, assumptions Business case, vision, assumptions Options considered Recommended option Highlevel plan (ext deadlines) Indictor of potential cost Plan + cost to deliver “High level planning” Key resources Idea! 1-Pager Business driver V. Highlevel Objectives Request to invest $x in “Options” Decision Point (Go on, Stop) Timebox Deploy Into production (Not necessarily switch-on) Prioritised Requirements A m B s C s D c E m F c G m H m I s J m “Agile Planning” AT THIS POINT STILL NO DETAILED SPEC or DESIGN (JEDUF)

42 Looking for & Building Trust

43 The Theory: The Five Dysfunctions of a Team (P. Lencioni, 2002) Looking for & Building Trust In attention to Results Avoidance of Accountabilit y Lack of Commitment Fear of Conflict Absence of Trust Invulnerable: Don’t admit mistakes and weaknesses. Artificial Harmony: Incapable of unfiltered and passionate debate. Ambiguity: Rarely, if ever, buy-in and commit but “pretend” to agree. Low Standards: Don’t challenge peers when their actions appear counterproductive. Status & Ego: Individuals put own or department’s needs before that of the collective team’s goal.

44 Looking for & Building Trust The Scenario People in Zurich have started to distrust those in Krakow. People in Krakow have started to distrust those in Zurich. “Finger pointing” & blame has started. There is an absence of trust! Your Task Agile teams have perfect moments to admit mistakes and weaknesses.  When are they?  If team-members do trust each other, what do you hear when they talk?

45 Looking for & Building Trust Sprint Planning Standups Review Retrospective Backlog Grooming “I need help” “I made a mistake” “I found an issue, can we look together” “Your work was great” “This is taking longer than I thought” “Sorry, my assumption was wrong” “I am not familiar with this code, who can help me?” “You said you’d work on this… why have you not done so?”

46 Remote Teamwork

47 The Theory Control from ZH Krakow Autonomy Freedom in a Framework Top-Down Bottom Up Develop & Empower “Agile” is the framework ControlsIncrease Them and Us!

48 Remote Teamwork The Scenario Like 85% of teamwork, this team is remote (Zurich and Krakow). People think that only co-located teams can be Agile. Your Task Discuss the reality that 85% of teams are not co-located. Then think about:  How far away do you have to be, to be “remote”?  Why is being Agile actually better for a remote team?

49 Remote Teamwork In the next room When you cannot hear a conversation

50 Community Decay 50 Trust Motivation Time Face-to-face event Remote Teamwork Them & Us Feeling starts

51 Community Decay 51 Trust Motivation Time Them & Us Feeling starts Face-to-face event “Communication Decay” Remote Teamwork

52 How Does Agile Help? 52 Trust Motivation Time Face-to-face event Through Frequent Planning, Standups, Reviews, Grooming and Retrospectives Remote Teamwork Them & Us Feeling starts

53 Performance Reviews

54 The Scenario You are now “Agile” your teams are working well. However, people still have personal goals based on SMART deliverables. Your Task Discuss the reality that the teams cannot “predict” their deliverables:  What could be reviewed instead?  Who should review it?  Do we still match performance to bonus?

55 Performance Reviews Reward good “Agile” behavior Never tie performance to a bonus Manager should never evaluate Jurgen Apello:

56 Creating Awareness & Desire Performance Reviews Managing Prima Donnas Better Transparency on Work Gold Plating = Quality / Remote Team Perception The Gantt Lie Chart vs “Agile Planning” Looking for & Building Trust Remote Teamwork

57 Creating Awareness & Desire Performance Reviews Managing Prima Donnas Better Transparency on Work Gold Plating = Quality / Remote Team Perception The Gantt Lie Chart vs “Agile Planning” Looking for & Building Trust Remote Teamwork Continuously Review Improve Everything We are Still Improving… Next Week: ATDD, “Hardening”, Planning

58 An awesome Website needs PEOPLE to deliver RESULTS Any Questions?

59 PlatformLink Telephone Homepagewww.mcpa.biz Librarywww.mcpa.biz/blog Xinghttps://www.xing.com/profile/Matthew_Caine LinkedInhttp://ch.linkedin.com/in/matthewcaine Twittermc_mcpa Skypemc_mcpa YouTubehttp://www.youtube.com/MCPartnersAssociates Stay in Contact

60 Support Material

61 Remote Team Perspectives Team 1 – Zurich’s View Mike is paying for the work. We know that Nolan is responsible for the whole thing with lots of help from Claire who works with the users. Piotr helped to define the architecture together with Lukas, Casper and Pawel who are developers. Claire tests and Eloise is looking after the backlog. Nolan organises the retrospectives and Casper is running the daily sprints in Krakow.

62 Remote Team Perspectives Team 2 – Krakow’s View Mike is paying for the work. We know that Nolan is responsible for the whole thing and gives us our sprint backlog. Casper is our team leader with Lukas, Piotr and Pawel who are developers. We also ask Casper for help with the technology. Anna tests and Eloise is our BA. Nolan organises the retrospectives and Casper is running the daily sprints in Krakow.


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