1. Me
Focus on building an organization culture to "be agile" rather than "follow Agile".
Software agility delivered through team agility and using agile tools, techniques and technologies.
Agility Services
Software Craftsmanship
Midas Touch -‐ Agility in software maintenance
Agile Enterprise Architecture solutions
Agility Nurseries (Agile ODC)
Organization Metamorphosis
Agility Assessment Radars and Roadmap
Team Agility Assessment
Value Stream Mapping
Shared Vision and Team Chartering
Team Agility Coaching, Executive Coaching
Scrum Coaching
XP Engineering Practices Coaching
Lean Software Development Coaching
4. Leaders
Agile Developers
Create Their Own Identity
5. Values, Practices and Principles : Relationship
Values bring purpose to Practices, Practices are evidence of Values, Practices bring
accountability to Values.
Bridging the gap between Values and Practices are Principles. Principles are context
specific guidelines.
e.g.
practice Pair Programming
values
principle driver-‐navigator principle dual thinking hats of constructing and
preventing from breaking.
practice Companion Planting used in agriculture
values
principle Diversity is nature's design, cooperation is more apparent than
competition in plants, crop stability tends to increase with increasing diversity.
Sources: -
Extreme Programming Embrace Change by Kent Beck
Intercropping Principles and Production Practices by National Sustainable Agriculture Service
6. Values, Practices and Principles : Relationship
Interpreting Value rather than Practice
as I would be held
accountable and blamed
unfairly like in the past.
I value Protection over
Communication
to estimate.
7. Values, Practices and Principles : Relationship
Failure of Value rather than Practice
I am reluctant to learn
from the defect.
I did not try to find root
cause for the defect.
I value Laziness over
Learning and Self Oops, a defect.
Improvement Ignore it.
I will fix it when
QA reports it.
8.
9. Layers of the Agile Manifesto
Agree to disagree on
detailed project specific
ground tactics and prescriptive
Barely agree on 12
Agree on 4
Agree on the
11. Value -‐ Individuals and Interactions
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job done.
The best architectures, requirements, and designs emerge
from self-‐organizing teams.
At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.
(Retrospective)
12. Extrinsic and Intrinsic Motivation
My Survival Cycle Persona -‐ Others define My identity
I am fearful and reactive.
I react to and avoid obstacles.
By doing this, I reinforce my old strategies for coping, conspiring, adapting, and
assimilating when difficulties arise. (All fear-‐based responses)
My purpose is not fulfilled and I feel disappointed.
As a life-‐long habit, this approach is limiting, lacks purpose and meaning.
My Creative Cycle Persona -‐ I define My identity
I am excited about possibilities to connect with my strengths, talents, and gifts.
I look at obstacles as opportunities to observe, reflect, experiment and learn.
My experiments align to my actions with purpose and potential.
When I achieve the desired result, I feel fulfilled and celebrate my successes.
But, it is very difficult for me to be in Creative Cycle all the time.
I tend to fall back to my Survival Cycle.
Tune the mind and conscience to be in the Creative Cycle (Intrinsic Motivation).
13. Natural vs. Coercive Self-‐Organizing
Examples of naturally self-‐organizing systems
homeostasis (the self-‐maintaining nature of systems from the cell to the whole
organism)
pattern formation and morphogenesis, or how the living organism develops and
grows.
the coordination of human movement
the creation of structures by social animals, such as social insects (bees, ants,
termites), and many mammals
flocking behavior (such as the formation of flocks by birds, schools of fish, etc.)
the origin of life itself from self-‐organizing chemical systems
Its in the genes !!!
How can we apply this principle into a practice to self-‐organize in agile context?
Self-‐
14. Self-‐organization Practices
Apprenticeship over Classroom Training
( Tacit Knowledge ) (Explicit Knowledge)
Collaboration over Document Handoff -‐ ( for Knowledge Management )
Argumentation over Passive Acceptance -‐ ( for Logical conclusions )
Constructive Conflict Mining over Artificial Harmony
Aggregating Team Intelligence over Intelligence of Individuals
Psychological distance solvent over Geographical distance solvent
15. Geographical Distance Solvent
Traditional Conduit Co-‐ordination
Onsite Offshore
Coordinator Manager / Lead
Business Business
Customer Requirements Requirements Development
Team
Peer-‐To-‐Peer Co-‐ordination
Onsite Offshore
Facilitator Facilitator
Business Business
Customer Requirements Requirements Development
Team
16. Psychological Distance Solvent
Traditional Team Hierarchy (Crowns) to Cross-‐Functional Roles (Caps)
Project Manager
System
Architecture
Tech Architect Test Architect
Test Business
Creation Analysis
Data
Tech Lead Test Lead
Architect
Team
Designer Test Analyst Leadership
Test Project
Automation Management
Automation Tester
Developer
Build &
Application
Release
Business Analyst Development
Management
Crowns Caps
Creates and widens gap Can be swapped depending on situations
Restricts knowledge sharing Increase sense of collective ownership
Builds up power distance Rotation of responsibilities
Steep learning curve for increase in maturity Open culture within the team
18. Solution -‐ Team Leadership Model
Team Leadership is a condition of a team
reduction of uncertainty (Constructive Conflict Mining)
comes from clear messages (Argumentation before
Commitment)
leads to focused actions that cannot easily be
misinterpreted (Aggregating Team Intelligence for
Collective Accountability)
developing channels for continuous feedback
(Collaboration against Blame games)
uniform effort balance -‐ sustainable pace
having a very high fun factor
19. Shu-‐Ha-‐Ri Pattern In Team Members
Followers
Initial guidance needed to come up to speed
Show progress after some hand holding
Need to be mentored to grow into volunteers
Volunteers
Self inspired
Take technology and process initiatives
Come up with ideas that build the team
Implement innovative concepts
Lift the team
Mentor
Servant Leader
authority used to serve the needs of others
genuine compassion for his people
knows the problems of the community as a whole
finds the solution to the problem
has the skill to carry out the solution
develop the next generation of leaders
20. Leader Apprenticeship
-‐ Robert Greenleaf, Servant Leadership
Leaders do
Help build confidence and expectations of followers
Equip them and be their mentor.
Affirm / Affirm / Affirm your volunteers
Challenge volunteers to stretch and grow
21. Craftsperson
Craftsmen
Agile Developers
Create Their Own Identity
22. Are You Creative Or Just Surviving !!
My Creative Cycle Persona -‐ I define My identity
I am excited about possibilities to connect with my strengths, talents, and gifts.
I look at obstacles as opportunities to observe, reflect, experiment and learn.
My experiments align to my actions with purpose and potential.
When I achieve the desired result, I feel fulfilled and celebrate my successes.
My Survival Cycle Persona -‐ Others define My identity
I am fearful and reactive.
I react to and avoid obstacles.
By doing this, I reinforce my old strategies for coping, conspiring, adapting, and
assimilating when difficulties arise. (All fear-‐based responses)
My purpose is not fulfilled and I feel disappointed.
As a life-‐long habit, this approach is limiting, lacks purpose and meaning.
But, it is very difficult for me to be in Creative Cycle all the time.
I tend to fall back to my Survival Cycle.
Tune the mind and conscience to be in the Creative Cycle.
23.
24. Developer to Craftsperson
What is Software Craftsmanship?
do not have the necessary skills to execute the process; conversely, really good developers
-‐ Pete McBreen, Software Craftsmanship: The New Imperative
Software Craftsmanship is about
Taking responsibility
Taking pride in work
Being a continuous learner
Practicing deliberately
Writing code
Having the right attitude
Contributing to the community
25. Developer to Craftsperson through Apprenticeship
How should I become an expert in software craftsmanship?
Read and understand the concepts in the book on Apprenticeship Patterns
-‐ David Hoover, Adewale Oshineye
Find a mentor
Study, Train and Practice
Performing Code Katas
Performing Coding Dojos
Performing Acceptance-‐Test based
Learning TDD
Learning programming paradigms
functional, dynamic, statically typed languages
Refactoring keep your code healthy
Learning design patterns, tools and frameworks
Learning emergent design, evolutionary design
26. Developer to Craftsperson
How will I know the learning levels in software craftsmanship?
Dreyfus Model of Skills Acquisition
Novice -‐ Needs to be told exactly what to do. No context to work from.
Advanced Beginner -‐ Has more context, but needs rigid guidelines
Competent -‐ Questions reasoning behind the tasks and can see consequences
Proficient -‐
Expert -‐ Works mainly on intuition, except when problems occur
27. Finding Your Own Identity is about Metamorphosis (Shu Ha Ri)
From Developer (Crawling Caterpillar) to Craftsman Leader (Soaring Butterfly)
Creative Cycle To Follow Agile To Be agile Responsibility
Apprenticeship Pride
Your Work)
Collaboration
Continuous
Argumentation Learner
Novice Advanced
Beginner Competent
Conflict Mining Deliberate
Proficient
Practice
Team Intelligence Expert
Right Attitude
Psychological
Distance Follower Volunteer Mentor Community
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