Liftoff - come lanciare team e progetti Agili di Fabio Armani Come per mettere in orbita un razzo è importante effettuare molteplici operazioni preliminare che sono fondamentali per il successo della missione, così per lanciare un progetto o creare un team Agile è fondamentale una fase di 'Liftoff'. Questo talk, che parte dall'interessantissimo lavoro di Diana Larsen e Ainsley Nies intende combinare le pratiche della fase di Agile Inception portate avanti dall'autore sin dal 2001 con i più moderni principi derivanti da Lean StartUp.

1. openware
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@fabioarmani

2. About
me
• Fabio Armani
• CEO of OpenWare
• Artistic Director of Different Lands
• @fabioarmani
• f.armani@open-ware.org
• armani.fabio@gmail.com

3. Success
=
High
Value
Delivery
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4. Li%off
• What
the
customer
wants
and
values
• That
creates
value
for
the
business
• That
the
customer
will
accept
&
exchange
value
for
• In
a
Hmeframe
that
suits
the
customers’
needs
• Easily
maintainable
and
supportable
a%er
deployment
• In
a
way
that
leaves
team
members
ready
and
eager
to
work
on
the
next
deliverable

5. From
working
teams

6. What
do
you
do
to
help
project
teams
get
off
to
a
good
start?

7. Start
with
a
Booster
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8. Features
&
Success
Factors
• The
term
kick-­‐off
designates
an
internal
workshop
at
the
beginning
of
a
project
or
at
the
start
of
a
project
phase
• A
kick-­‐off
at
PSE
usually
lasts
for
1-­‐2
days
• Features:
– Whole
Team
parHcipates
and
contributes
– Agenda
with
variety
of
acHviHes,
presentaHons
by
different
people,
&
moderated
discussions
– Higher
awareness
of
and
aVenHon
to
risks

9. Features
&
Success
Factors
• Success
Factors:
– Facilitator/Leader
contracHng
– Establishing
Trust
– Whole
Team
involvement
– Recording
Minutes
(digital
camera)
– Offsite
LocaHon

10. Plan
to
Promote
Team
Forming
• Provide
structure,
informaHon,
and
support
• Dra%
an
Agile
Charter
• Focus
on
the
“do-­‐able”
• Define
“done”
• IdenHfy
roles
and
responsibiliHes
• IniHate
iteraHon
retrospecHves
• Acknowledge
feelings
of
newness
or
confusion
• Manage
parHcipaHon
so
everyone
has
a
voice
Set
a
tone
of
openness
and
trust

11. Project
Li%off
AcHviHes
• CollaboraHve
Chartering
• Kick-­‐Off
Workshops
• IteraHon
0
• Boot
Camps
• RetrospecHve
&
FutureSpecHve
• Open
Space

12. Which
of
these
have
you
tried?

14. One
area
most
agile
methods
are
completely
silent
on
is
project
chartering

15. Agile
Chartering

16. Chartering
the
Product
Team
Purpose
InspiraHon
&
meaning
Alignment
Context
Create
an
alliance
Understand
fit
with
organizaHon

17. Living
Charter
=
Chartering
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18. Project
Chartering
helps
people
answer
quesHons
like:
• Is
the
idea
for
the
project
worthwhile?
• How
does
the
project
further
the
organizaHon's
vision/mission?
• How
would
we
know
if
the
project
is
a
success?
• Who
is
part
of
the
project's
Project
Community?

20. Li%Off
Model
Purpose
Alignment
Context

21. InspiraHon
and
Meaning
Purpose
Alignment
Context

22. Purpose
Value
to
obtain
Vision
P
Mission
Mission
Test
Result
to
Criteria
for
success
accomplish

23. Vision

24. Vision
The
vision
defines
the
“Why”
of
the
project.
This
is
the
higher
purpose,
or
the
reason
for
the
project’s
existence

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26. Mission

27. Mission
This
is
the
“What”
of
the
project
and
it
states
what
will
be
done
in
the
project
to
achieve
its
higher
purpose

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29. Criteria

30. Criteria
The
success
criteria
are
management
tests
that
describe
effects
outside
of
the
soluHon
itself

31. What’s
your
current
project
purpose?

32. Create
an
Alliance
Purpose
Alignment
Context

33. Alignment
Value
&
Principles
-­‐
Beliefs
&
Ideals
Values
about
Work
A
Core
WA
Team
Working
Agreements
Cross-­‐funcHonal
-­‐
OperaHonal
group
with
a
Guidelines
common
purpose

34. Values

35. Values
Values
&
Principles
Beliefs
&
Ideals
about
Work

37. Core
team

38. Core
team
Cross-­‐funcHonal
group
with
a
common
purpose

46. Agreements

47. Agreements
Working
Agreements
OperaHonal
Guidelines

52. What’s
one
working
agreement
that
would
help
your
team
work
beVer
together?

53. Understand
fit
with
organizaHon
Purpose
Alignment
Context

54. Context
Boundaries
&
InteracHons
-­‐
Seeing
the
Systems
Boundaries
C
Analysis
Resourses
ProspecHve
CommiVed
Analysis
-­‐
IniHal
Resources
-­‐
ProjecHons
OrganizaHon
Support

55. Boundaries

56. Boundaries
Boundaries
&
InteracHons
Seeing
the
Systems

57. #Li%off
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58. Boundaries
To
discover
the
boundaries
of
your
project,
explore
the
areas
of:
• decision-­‐making
authority
• Hme
limit
• organizaHonal/departmental
relaHonships
• communicaHon
needs
• system
interfaces

59. Inputs
Outputs
Inputs
Our
Project
Outputs
Inputs
Outputs
Inputs

60. Resources

61. Resources
CommiVed
Resources
OrganizaHon
Support

64. Analysis

65. Analysis
ProspecHve
Analysis
IniHal
ProjecHons

66. ProspecHve
Analysis
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67.
IniHal
ProjecHons
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68. What
difference
would
it
make
to
understand
more
about
project
context
from
the
beginning?

69. WHaW
• We
want
the
community
that
is
delivering
our
product
and/or
project
to
understand
the
why,
how,
and
who
of
the
iniHaHve

70. Why

71. Why
Why
are
we
building
this
product?

72. How

73. How
How
will
we
know
if
it
is
successful?

74. Who

75. Who
Who
is
the
project
community?

76. Project
Community
Luigi
CUSTOMER
Maria
Stefano
Nicola
Lorenzo
BUILDER
Anna
SPONSOR
Enrico
Francesco

77. Chartering
Session
• By
having
a
Chartering
session,
we
bring
the
team
together
to
create
a
common
understanding
of
the
product,
its
vision,
and
its
goals.

78. Chartering
Session
• This
leads
to
a
higher
level
of
engagement
for
the
team
members
and
provides
a
richer
context
for
all
involved.

79. Living
Charter
=
Chartering
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80. IncepHon

81. IncepHon
IncepHon
Deck

83. IncepHon
deck

84. IncepHon
Why
are
we
here?
deck

86. Why
are
we
here?
• This
is
a
quick
reminder
about
why
we
are
here,
who
our
customer
are,
and
why
we
decided
to
do
this
project
in
the
first
place

87. IncepHon
Create
an
elevator
pitch
deck

89. Create
an
elevator
pitch
• If
we
have
thirty
seconds
and
two
sentences
to
describe
our
project,
what
would
be
say?

91. IncepHon
Product
Box
deck

92. Design
a
product
box
• If
we
were
flipping
through
a
magazine
and
we
saw
an
adverHsement
for
our
product
or
service,
what
would
it
say,
and,
more
importantly,
would
we
buy
it?

94. IncepHon
Create
a
NOT
list
deck

95. Create
a
NOT
list
• It’s
preVy
clear
what
we
want
to
do
on
this
project.
Let’s
be
even
clearer
and
show
what
we
are
not
doing

98. IncepHon
Meet
your
neighbors
deck

100. Meet
your
neighbors
• Our
project
community
is
always
bigger
than
we
think.
Why
don’t
we
invite
them
over
for
coffee
and
introduce
ourselves?

101. Enterprise
TransiHon
Community

102. Enterprise
TransiHon
Community

104. UX
CoP
IC-­‐
IC-­‐ Meth
Tech
Focus
Group
Dev
CoP

105. IncepHon
Show
the
soluHon
deck

106. Show
the
soluHon

107. Show
the
soluHon
• Let’s
draw
the
high-­‐level
blueprints
of
the
technical
architecture
to
make
sure
we
are
all
thinking
of
the
same
thing

109. IncepHon
What
keeps
us
up
at
night
deck

110. What
keeps
us
up
at
night

111. What
keeps
us
up
at
night
• Some
of
the
things
that
happen
on
projects
are
downright
scary.
But
talking
about
them,
and
what
we
can
do
to
avoid
them,
can
make
them
less
scary

112. Scrum
Zombies
…
Yesterday
I
zoodled
Yesterday
I
zoodled
Today
I’ll
zoodlle
Today
I’ll
zoodlle
No
problem
No
problem
Yesterday
I
zoodled
Today
I’ll
zoodlle
No
problem

114. IncepHon
Size
it
up
deck

115. Size
it
up

116. Size
it
up
• Is
this
thing
a
three-­‐,
six-­‐,
or
nine-­‐month
project?
Vision
Strategy
TacHcs
Release

117. IncepHon
Be
Clear
on
What’s
Going
to
Give
deck

118. IncepHon
Tradeoff
sliders
deck

120. Be
clear
on
what’s
going
to
give
• Projects
have
levels
like
Hme,
scope,
budget
and
quality.
What’s
the
most
and
least
important
for
this
project
at
this
Hme?

122. IncepHon
Show
What
It’s
Going
to
Take
deck

124. Show
what
it’s
going
to
take
• How
long
is
it
going
to
take?
How
much
will
it
cost?
And
what
kind
of
team
are
we
going
to
need
to
pull
this
off?

127. It’s
About
Geong
the
Right
People
on
the
Bus

128. #Li%off
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129. thanks

130. Fabio
Armani
www.open-­‐ware.org
@fabioarmani
f.armani@open-­‐ware.org