Three steps to sustainable agility
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Presentation I gave at Agile Boston on February 23, 2011
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Three steps to sustainable agility
- 1. Three Steps to Sustainable Agility Dan LeFebvre Agile/Scrum Coach, CSC © DCL Agility, 2010-2011 1
- 2. Dan LeFebvreFounder & Agile Coach,DCL Agility, LLC Certified ScrumMaster (CSM), Certified Scrum Professional (CSP)Certified Scrum Coach (CSC) Extensive experience in software product development as a developer, manager, director, and coach Using agile practices since 2003 Fulltime Agile Coach since 2006 2
- 3. Force Field Analysis 3 Status Quo Driving Forces Restraining Forces Desired State
- 7. Responsive to customer needs
- 9. Astonishing ResultsFear of learning new skills Current method is not working process/PMO/roadblocks Early successes Departmental Friction Initial excitement Annual budgeting process Agile Champion Fear of losing position or power Team self-organization
- 11. Predictability
- 13. Responsive to customer needs
- 14. Improved Quality
- 15. Astonishing ResultsAgile Transition Dynamics 5 Status Quo Driving Forces Restraining Forces Fear of learning new skills Current method is not working process/PMO/roadblocks Early successes Departmental Friction Initial excitement Annual budgeting process Agile Champion Fear of losing position or power Team self-organization
- 16. Your Turn 6 Status Quo Driving Forces Restraining Forces Agile Greatness in Boston Boston is the most active, most innovative & most vibrant Agile learning community on the planet, by any measure that can be named
- 18. Predictability
- 20. Responsive to customer needs
- 21. Improved Quality
- 22. Astonishing ResultsHow to Use FFA 7 Status Quo Driving Forces Restraining Forces Fear of learning new skills Current method is not working process/PMO/roadblocks Early successes Departmental Friction Initial excitement Annual budgeting process Agile Champion Fear of losing position or power Team self-organization
- 23. Reinforcing the Removal of Impediments Teams will raise impediments They will need help to remove them If management ignores them, team will be discouraged 8 Need an organization impediments removal mechanism
- 24. Enterprise Transition Community with Improvement Communities 9 Source: Succeeding with Agile Using Scrum- Mike Cohn
- 25. ScrumMaster Team ScrumMasters are expected to be the organizational change agents ScrumMasters form a team to remove impediments Collects and prioritized impediments Works to fix them in priority order
- 27. Predictability
- 29. Responsive to customer needs
- 30. Improved Quality
- 31. Astonishing ResultsHandling Fear 11 Status Quo Driving Forces Restraining Forces Fear of learning new skills Current method is not working process/PMO/roadblocks Early successes Departmental Friction Initial excitement Annual budgeting process Agile Champion Fear of losing position or power Team self-organization
- 32. Fear Learning something new is scary Will I be good enough? What is wrong with my way? Role changes are scary Will my job go away? Will I like the new role? Fear can trigger the “fight or flight” instinct Many organizations see an increase in the attrition rate Many organizations adopt “Scrumbut” behavior because resistance is too high in some areas 12
- 33. Provide Support to Manage Fear People need help to work through their fears Help to understand new roles of ScrumMaster and Product Owner How to test in agile way An Agile Champion or Agile Coach can help initially 13 Need an internal support system
- 34. User Groups and Conferences Encourage people to continue learning Provide budget for people to attend conferences Require attendees to run “brown bag” learning sessions 14
- 35. Communities of Practice Groups of “like-minded” people get together to help and support each other ScrumMasters Product Owners Testers Architects Managers Share experiences, observe each other, provide feedback, review books, etc. 15
- 37. Predictability
- 39. Responsive to customer needs
- 40. Improved Quality
- 41. Astonishing ResultsProject Initiation 16 Status Quo Driving Forces Restraining Forces Fear of learning new skills Current method is not working process/PMO/roadblocks Early successes Departmental Friction Initial excitement Annual budgeting process Agile Champion Fear of losing position or power Team self-organization
- 42. Adopt Agility in the Annual Planning Process Organizations need to commit to projects Many managers have pet projects or stealth projects Many people believe in “big, upfront” planning This limits organizational agility 17 Need an agile portfolio management process
- 43. Portfolio Management Process 18 Source: Manage Your Project Portfolio - Johanna Rothman
- 44. Summary Use Force Field Analysis to examine forces affecting a change Devise strategies to strengthen driving and weaken restraining Three mechanisms to drive agility include: An impediments handling process An internal coaching process An agile portfolio management process 19
- 45. Questions 20
Notes de l'éditeur
- Force field analysis is a tool to examine forces driving a change and forces restraining the change
- Let's see how this could look in a typical agile transition.It usually starts with the realization that the current method is not working.Then there is resistance from the PMO or those vested in the current way. Roadblocks are either erected or reinforced. Statements like we need these documents, agile is hacking, we need to plan.Some early successes help to fuel the energy but fear of learning new skills, or being exposed start to grow. Remember one of the Scrum values is courage and this is when it starts getting tested.Teams and some business people start getting excited. The annual budgeting process starts to get in the way. Many organization plan a year's worth of projects for the budget and set commitments for the year. This flys in the face of agility so resistance mounts. Also, friction with other departments gets exacerbated, Dev vs. QA, marketing vs. Engineering, facilities may even get annoyed about team moves, stuff on the walls, and lack of conference rooms.Usually a senior person, seeing the benefits, becomes the champion. She works with other to reduce friction and fear, helps remove roadblocks, increases visibility of the successes and maintains positivity. Teams also get addicted to self-organization. This drives more fear, particularly of middle managers who cannot see their role in the new way.
- We get movement toward the goal but the resistance grows so the adoption stalls. Many organizations see a 10% to 30% improvement and are happy.What happens if the champion leaves?The restraining forces can sometime overwhelm the remaining driving forces and the company reverts back to the status quo.Does this sound familiar?
- Get in groups of 5 to 7. Take 10 minutes. How did that go?
- Once you have your diagram, you can then look at it and devise strategies to increase the driving forces or reduce the restraining forces. One thing is sure, you cannot just depend on the agile champion to keep it going. Some fundamental changes to organizational processes have to happen so that dependence on an individual is reduced
- Suggested by Ken Schwaber and Mike CohnETCTeam of senior leadersCollects and prioritizes impedimentsCreates an environment where employees can form teams to remove impedimentsICTeams of individual contributors with energy to fix a problem
- Handling fear.
- Handling fear.