Creating High Performing Leaner Agile Teams

Building High Performing Agile
Teams
Incrementally…

Presented by
Naveed Khawaja
Carl Bruiners
Copyright © Morphilibrium
Presented at Agile Cambridge 2012

www.morphilibrium.com

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@morphilibrium
In.morphilibrium.com Presented at Agile Cambridge 2012

Bio – Carl Bruiners
 Originally a techie who became a
frustrated Development Manager
 Has been on a Agile education
journey
 Companies range from SME’s to
large Corporations
 Strong passion & experience for
taking on 'problem’ projects / teams
 Loves automation

Agile Coach or Most Valuable
Mentor of the Year Agile Player UK

Where we want to be…

Maturity

Unconscious Conscious Conscious Unconscious
Incompetence Incompetence Competence Competence

Maslow


The basics


Waterfall

http://scalingsoftwareagilityblog.com


Customer focused…
User Story Lifecycle


The perfection lament

If you wait until you do
everything for everybody
instead of
something for somebody
you will end up
not doing
anything for anybody

~ Malcom Bane


Values, Principles and Practices

Values
BEING

Principles

Practices

DOING

Activity 1
Duration: 10-12 minutes

The Tower Project

[Iteration 1]


Agile Manifesto
We are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:

Individuals & Working Customer
Responding to
interactions software collaboration
change
over over over
over
processes and comprehensive contract
following a plan
tools documentation negotiation

𝑾𝒉𝒚
𝑽𝒂𝒍𝒖𝒆 =
𝑯𝒐𝒘
Agile Manifesto with Dude’s Law


Transformation – Poorly planned
Organisational change


The heartbeat - Ceremonies

• Show & Tell
• Pre-Sprint Planning • Sprint Retrospective • Sprint Planning
define

Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon Tue

On-going iterative activities throughout the sprint

• Story Kick-Offs
• Daily Scrum • Backlog Grooming
• User Story Writing


Create a trusting environment
 Empower teams to help guide product direction
 Trust team estimations
 Continued trust when a Sprint doesn’t work out
sov·er·eign·ty
1. Supremacy of authority or rule as exercised by a sovereign or sovereign
state.
2. Royal rank, authority, or power.
3. Complete independence and self-government.
4. A territory existing as an independent state.
5. A group or body of persons or a state having sovereign authority.

Communication and Collaboration is key
 Ideally co-located teams
 Enabling teams to keep in constant contact by utilizing any
and all communication methods (Face to face, VC,
Telephone, Email, IM, Task Walls)
 Business representation throughout the delivery process
 Daily updates


What is a high performing team


Disciplined execution vs continuous
innovation


What a good (Agile) team looks like
 Constant business engagement
 Customer delivery focused
 Diverse
 Flexible
 Energized
 Constantly seeks ways to
improve
 Meets their commitments more
often than not


Challenge = Opportunity

Responsibility

Obligation
You Others

Justify
Shame
Blame
C Avery


Agile Improvements

Quarterly
Everything Quarterly Pseudo
Releases &
instead of Releases
Continuous
something (Mini-Waterfall)
Deployment

Collaborative
Requirements Backlog volatile progression
conundrum yet prioritized - WIP Limits
- Kick-Offs
- Wall of Shame

Well controlled/
Value Based negotiated /
Portfolio
Portfolio prioritized/
Prioritization
Planning Cost of Delay
over Delivery


Agile Improvements

Colocation with BA &
open casual
Pseudo colocation
Communication discussion space with
without BA
dedicated focus
timeslots

Functional Team 7 plus minus 2 7 plus minus 2
Structure without BA with BA

Disciplined Disciplined
Prescriptive
execution with execution &
processes with little
value & flexibility Continuous
value
Innovation


Activity 2
Duration: 10-12 minutes

The Tower Project

[Iteration 2]


Tips to helping you become a high
performing team


Embrace Continuous Improvement
 Change of pace should be
measured – a steady
cadence can lead to
disappointment
 Don’t wait for your
retrospectives to encourage
CI, introduce constant Team
Kaizens


No two teams are equal
 Don’t compare, instead play to their
strengths
 Move your team members around to
create your strongest teams
 Don’t cross compare team velocities
 Move team members around to cross
pollinate


Visual to reality
Iteration 1

Iteration 2
Release 1
…
Vision Release 2
Iteration n
Programme
…
1
Iteration 1

Backlog
Iteration 2
Release n
…

Releases Iteration n
Portfolio
Vision …
Release 1
Iteration n
Release 2
Programme
2
Iterations …
… …
Release n
Programme
Iteration n
n


Is limiting what my partner can buy a bad
thing? – PO Management

Be sensible limit the PO’s choices
– if you say you can theoretically
put a man on the moon, be
prepared to be asked to do so.


Sprint 34 End

Sprint 35 End

Sprint 36 End

Sprint 37 End

Sprint 38 End
Number of Items
Remaining

Legend:
Incoming
Remaining
Completed

Date

Backlog management -MMFS / MVP
Always create a Minimal Viable Product / Minimal Marketable
Feature Set


Managing your task board (& don’t forget
your WIPs).


Have you kicked off your story yet?


A streamline kick off…
BA
UX

Dev

QA
TT

…and continuous team effort gets us the gold

In Sprint test debt / avoid mini-waterfall


Continuous Delivery… Its easy… but
 Continuous Integration?
 Test Automation?
 Software Configuration?
 Automated Deploy?

 ACDT – Automated Continuous
Delivery & Test


Defects

TDD & BDD Earlier
Defects, Pain
-Defect fast tracking
Defects TDD earlier -Cycle time controls
pain - Class of service
(SLAs)"


Using class of service
Standard service class
Classes should be dictated by the business costs
 Various class types should be created under the standard service class. For
example;
 A – Under $10000 impact if delayed
 B – Under $5000 impact if delayed
 C – Under $1000 impact if delayed
 D – Under $100 impact if delayed
 E – BAU
 The prioritization of the Stories is driven by the Standard Service Class Types
 A Story will change service types as it gets closer to its delivery date; i.e. a C
type after 5 days would be escalated to a B type and therefore more further up
the priority stack. Impact delay would be determined at the point of a story being
added to the Task Wall, this will help Stories move up the priority stack as it gets
closer to its delivery date.


Stop escaping defects
Do not use average defect throughput as a stick to beat your
teams with
Defects discovered that are not legacy deal with within you
current Sprint

£58 p/d
10 incoming defects p/w
2 days per defect to fix


How the cost of removing defects
increases over time


“Done is better than perfect!”
• Gauge multi-tasking
• Manage comfort level
• Systems impact visibility
• Propose time bound analysis activity
• Ask for the definition of value


Fail fast and learn from the mistakes


Embrace TDD / BDD sooner rather than
later
 Retro-fitting TDD / BDD into your work process is far more
painful than the initial pain of getting setup at the beginning


Lean everything out…
 Constantly seek ways to
improve your processes
 Waste is not always
obvious – Don’t be afraid of
change
 There is no such thing as
perfection


Agile is not an Arm’s Race
 Simple Agile = Beautiful Agile
 Don’t run before you can walk
 Embrace Pragmatic Continuous Improvement


This presentation was delivered
at Agile Cambridge 2012
Held at Churchill College, Cambridge
from Sep 27-28, 2012

Presented by
Naveed Khawaja
Carl Bruiners


@morphilibrium @cbruiners

slideshare.net/morphilibrium

blogs.morphilibrium.com blog.carlbruiners.com

in.morphilibrium.com in.carlbruiners.com


This presentation was inspired by the works of many people, and we cannot
possibly list them all. Though we did our very best to attribute all authors of
texts and images, and to recognize any copyrights, if you think that anything
in this presentation should be changed, added or removed, please contact
me at info@morphilibrium.com

http://creativecommons.org/licenses/by-nd/3.0/

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