4. 4
What about you?
Your experience with Agility
1 = Very Little Experience/No Experience
2 = Some Experience
3 = Experienced
4 = Very Experienced
5 = Expert
10. 10
12 Principles of the Agile Manifesto
1. Our highest priority is to satisfy the customer through early
and continuous delivery of business value.
2. Welcome changing requirements, even late in development.
Agile processes harness change for the customer's
competitive advantage.
3. Deliver business value frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
4. Business people and developers must work together daily
throughout the project.
… Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org
11. 11
12 Principles of the Agile Manifesto
…
5. Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the
job done.
6. The most efficient and effective method of conveying
information to and within a development team is face-to-face
conversation.
7. Business value is the primary measure of progress.
8. Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
…
Mindset
Values
Principles
Practices
Tools &
ProcessesSource: http://agilemanifesto.org
12. 12
12 Principles of the Agile Manifesto
…
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity--the art of maximizing the amount of work not
done--is essential.
11. The best architectures, requirements, and designs emerge
from self-organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behaviour accordingly.
Mindset
Values
Principles
Practices
Tools &
Processes
16. 16
Sprint
24
hours
Product Backlog
Anyone can contribute
Ordered by Product Owner
Sprint Backlog
Backlog tasks
expanded
by team
Potentially Shippable
Product Increment
Daily Scrum
Meeting
Scrum: workflow
17. 17
Development teamProduct owner
One person decides No dependencies
No special roles
1 month or less
Value
hypothesis Value*
9 people
or less
ScrumMaster
Owns the process
DEMON: Why is scrum hard?
Dependency free
Everybody is ‘developer’
Month or less
One product owner
Nine people or less
18. 18
Scrum Components
Scrum Events
The Sprint
Sprint Planning
Daily Scrum
Sprint Review
Sprint Retrospective
Scrum Artifacts
Product Backlog
Sprint Backlog
Increment
Plus ...
Progress Monitors
Scrum Team
Product Owner
ScrumMaster
Development Team
21. 21
What about Multiple Teams
Long lived teams.
Long lived products.
Spot the Project Manager?
22. 22
The role of the Program Manager
• Program Manager coordinates the three leadership teams to
collaborate.
• Establishes the annual calendars for iterations and releases
• Facilitates release planning readiness; Vision, Backlogs and Events
• Assists with program execution and feature completion tracking
• Facilitates Scrum of Scrums
• Escalates impediments and manage risks
• Works with Product, Delivery and Architecture teams to help assure
strategy and execution alignment
• Reports status
• Drives program-level continuous improvement via Inspect and Adapt
workshops and constant demonstration of Kaizen mind
• Encourages team and program level Quality Practices and
Communities of Practice
• Participates in enterprise Program Management improvement and
standardisation activities
Source: http://www.disciplinedagiledelivery.com
24. 24
Role of the RTE
1. Manage and optimize the flow of value through the program using various tools, such as the Program and Value
Stream Kanbans and information radiators
2. Establish and communicate the annual calendars for Iterations and Program Increments (PI)
3. Facilitate PI Planning readiness via fostering the preparation of Vision and Backlogs , and via Pre- and Post-PI
Planning, and via Pre- and Post-PI Planning meetings.
4. Facilitate PI planning
5. Aggregate Team PI Objectives into Program PI Objectives (the RTE) and publish them for visibility and
transparency
6. Aggregate program PI objectives into Value Stream PI Objectives (the VSE) and publish them for visibility and
transparency
7. Assist with execution and Feature/Capability completion tracking (see Metrics)
8. Facilitate periodic synchronization meetings, including the ART sync at the Program Level and the VS sync at
the value stream level
9. Assist with economic decision-making by facilitating feature and capability estimation by teams and roll-up to the
value stream level and Portfolio Level
10. Escalate and track impediments
11. Encourage the collaboration between teams and System and Solution Architects, Engineering , and User
Experience
12. Work with Product Management, Product Owners, and other value stream stakeholders to help assure strategy
and execution alignment
13. Help manage risks and dependencies
14. Report status to Program Portfolio Management and Release Management and supports related activities
15. Understand and operate within the ART Budget
16. Provide input on resourcing to address critical bottlenecks
17. Attend System Demo and Solution Demos
18. Drive continuous improvement via Inspect and Adapt workshops; assess the agility level of the program/value
stream and help improve
19. Encourage Team Level, program level, and value stream level Continuous Integration and Communities of
Practice around SAFe, Agile, and Lean and around Engineering and Quality Practices
20. Coach leaders, teams, and Scrum Masters in Lean-Agile practices and mind-sets
26. Unique in supplying certified training, coaching &
talent via culture and agile practices.
www.radtac.co.uk
Notes de l'éditeur
Take a moment to imagine if you you and a few friend were to create a start-up:
Sit together
Lots of f2f communication
Create something of value quickly
SCRUM does create an environment a bit like a start-up AND IT WORKS
One person decides
9 people of less
Value created in less than a month
No dependencies (good luck with that one)
No PROJECT MANAGER but PROJECT MANAGEMENT occurs:
Removing impediments
Communication progress
Managing stakeholders
Ensuring project meets objectives
In this model everyone outside the team is an impediments
Bruce Tuckman’s 1965 group development stages.
Forming – the group is formed
Storming – the group member jostle for position in the group
Norming – the group settle into a way of working
Performing – some groups reach the high performing state
To allow a team to reach its Performing stage capabilities,
it is fundamental that the teams works together and is stable for as long as possible.
Every time anything changes in the teams’ composition or nature,
the team will spend time revisiting the previous stages.
It is natural to see teams that are exhibiting elements of all stages,
with one of the being the most dominant stage.
Many teams encounter fairly regular changes in their environments and,
as a result, they may never be able to advance past the Storming and Norming stages.