Building High Performing Agile Teams Incrementally… Presented by Naveed Khawaja Carl Bruiners
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Building High Performing Agile TeamsIncrementally…
Presented byNaveed Khawaja Carl Bruiners
Naveed Khawaja
Agile & Lean TransformationContinuous InnovationDisciplined Execution
Culture ChangeMotivation
Productivity
Assessment
Strategy
Coaching
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
Most Valuable Agile Player
UK
Agile Coach or Mentor of the
Year
Unconscious Incompetence
Conscious Incompetence
Conscious Competence
Unconscious Competence
Maslow
Where we want to be…
Maturity
The basics
http://scalingsoftwareagilityblog.com
Waterfall
User Story LifecycleCustomer focused…
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
Practices
BEING
DOING
Values, Principles and Practices
Activity 1Duration: 10-12 minutes
The Tower Project
[Iteration 1]
Agile ManifestoWe are uncovering better ways of developing software by doing it and helping
others do it. Through this work we have come to value:
Individuals &
interactions over
processes and tools
Working software
over comprehensiv
e documentatio
n
Customer collaboratio
n over
contract negotiation
Responding to change
over following a
plan
Agile Manifesto with Dude’s Law
Transformation – Poorly planned Organisational change
Wed
• Show & Tell• Sprint Retrospective
• Story Kick-Offs
• Sprint Planning• Pre-Sprint Planningdefine
• Backlog Grooming• User Story Writing
• Daily Scrum
On-going iterative activities throughout the sprint
Thu Fri Tue Thu Fri TueMon Wed Thu Fri TueMonMon
Wed
The heartbeat - Ceremonies
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·ty1. 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
You Others
Responsibility
Obligation
JustifyShameBlame
C Avery
Challenge = Opportunity
Everything instead of something
Quarterly Pseudo
Releases (Mini-
Waterfall)
Quarterly Releases & Continuous Deployment
Portfolio Prioritization
Value Based Portfolio
Planning
Well controlled/
negotiated / prioritized/
Cost of Delay over Delivery
Requirements conundrum
Backlog volatile yet prioritized
Collaborative progression- WIP Limits- Kick-Offs
- Wall of Shame
Agile Improvements
Communication Pseudo colocation
without BA
Colocation with BA &
open casual discussion space with
dedicated focus timeslots
Functional Team
Structure
7 plus minus 2 without BA
7 plus minus 2 with BA
Prescriptive processes with
little value
Disciplined execution with
value & flexibility
Disciplined execution & Continuous Innovation
Agile Improvements
Activity 2Duration: 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
Vision
Portfolio Vision
Programme 1
Release 1
Iteration 1
Iteration 2
…
Iteration n
Release 2
…
Release n
Iteration 1
Iteration 2
…
Iteration n
Programme 2
Release 1
…
Iteration n
Release 2
…
Release n
…
Iteration n
…
Programme n
Visual to reality
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.
Nu
mb
er
of
Item
s
Rem
ain
ing
Date
Sp
rin
t 34
En
d
Sp
rin
t 35
En
d
Sp
rin
t 36 E
nd
Sp
rin
t 37 E
nd
Sp
rin
t 38 E
nd
Legend:Incoming RemainingCompleted
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?
Kicked-Off
BA, UX &
TT
DevQA
BAUX
Dev
QA TT
…and continuous team effort gets us the gold
A streamline kick off…
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
DefectsDefects, TDD earlier pain
TDD & BDD Earlier Pain-Defect fast
tracking-Cycle time
controls - Class of service
(SLAs)"
Defects
Using class of serviceStandard 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/d10 incoming defects p/w2 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
Want to know more?
Naveed Khawaja
@morphilibrium
in.morphilibrium.com
blogs.morphilibrium.com
www.morphilibrium.com
slideshare.morphilibrium.com
Carl Bruiners
@cbruiners
in.carlbruiners.com
blog.carlbruiners.com
www.carlbruiners.com
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