Path to Agility: Avoiding Common Pitfalls in Agile Adoption
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Why do 53% of all Agile projects ultimately fail? Navigating common pitfalls can be hard to do. Find out which five hurdles to Agile adoption are the most challenging and how to implement a plan of action to overcome them.
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Path to Agility: Avoiding Common Pitfalls in Agile Adoption
- 1. Path to Agility David Hawks, CST, CEC @austinagile Get your mobile phone ready as we will do real time polling during this session.TextVELOCITY to 22333 to join. Accelerate Agility
- 2. David Hawks Agile Trainer and Coach @austinagile david@agilevelocity.com AgileVelocity.com Accelerate Agility Transformation | Training | Coaching
- 3. WHAT WE DO Agile Training & Certification Certified ScrumMaster and Product Owner, Team Training, Leadership Training, Lean/ Kanban Agile Team Coaching Coach teams to reach hyper productivity Agile Leadership Coaching Guide leadership to empower teams Agile Transformation Formulate agile adoption strategies and plans tailored to the client environment and support execution Texas-Based Leader in Everything Agile Upcoming Workshops 9/28 - Certified Scrum Product Owner (CSPO) 11/30 - Advanced Master Program - ScrumMaster* 11/30 - Certified ScrumMaster (CSM)* *Discount Code “DallasALN20” for 20% off — 5 uses only — expires 10/7 —
- 5. EVERYONE HAS ADOPTED AGILE IN SOME CAPACITY 94% of all organizations surveyed now practice agile. (VersionOne State of Agility 2015)
- 6. 6
- 7. ONLY 53% OF AGILE PROJECTS ARE SUCCESSFUL It is better than waterfall, but is that good enough? (VersionOne State of Agility 2015)
- 8. THERE IS MORE BAD AGILETHAN GOOD AGILE Why is that?
- 9. Path to Agility Stage Align Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 10. Pitfall #1 No Alignment on Mission
- 12. Satir Model of Change
- 13. Status Quo Satir Model of Change
- 14. Chaos & Resistance Status Quo Satir Model of Change
- 15. Integration & Practice Chaos & Resistance Status Quo Satir Model of Change
- 16. Integration & Practice Chaos & Resistance Status Quo New Status Quo Satir Model of Change
- 17. Apply Organizational Change Mgmt
- 18. Transformation Backlog and LeadershipTeam Run the Transformation using Agile
- 19. Align .
- 20. Align Path to Agility - Stage 1 Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a transformation backlog • Make progress transparent and visible
- 22. Discussion:What could your leaders do better to support your change?
- 23. Pitfall #2 Team and Leadership not equipped with knowledge
- 26. Self Organizing Teams need Knowledge and Support
- 27. ShuHaRi Stages of Team Learning
- 29. 25 Stages of Team Maturity Individual Group Team Self-Organizing Team Self-Managing Team Self-Directing Team Cooperation Collaboration on common goal Ownership of HOW Holds itself accountable Ownership of Goal
- 31. Learn Path to Agility - Stage 2 Pains • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe-to-fail environment • Leadership is acting the way they always have Solutions • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams
- 33. Pitfall #3 Not Getting to Done
- 35. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 36. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 37. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 38. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 39. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 40. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 41. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 42. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 QA 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 43. Story2Story3Story4Story1Individual Efficiency != Team Effectiveness Dev 1 Dev 2 Dev 3 Dev 4 QA 1 QA 1 QA 2 QA 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA
- 44. Story 2b Story 3a Story 3b Story 4a Story 4b Story 2a Story 1b Story 1a Get Something “Done Done” every Few Days Dev 1 & 2 2 Week Sprint - 4 User Stories - 4 Developers and 2 QA QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 Dev 1 & 2 QA 1 Dev 1 & 2 QA 1 Dev 3 & 4 QA 2 Dev 3 & 4 QA 2 New Skills Required: Break Work Down (Stories/Tasks), Swarm, xFunctional Teams, Cross Training (T-Shaped ppl)
- 45. Focus on Clarity of Scope Backlog Grooming: • Engaged PO • Whole team involvement • Conversations • Prepare for future Sprints • Definition of Ready
- 47. Predict Path to Agility - Stage 3 Pains • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories Solutions • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross-functional team goals • Cross train and develop T-shaped people
- 49. Discussion:What needs to happen to get 9 out of 10 Sprints 100% Done?
- 51. Pitfall #4 Not Optimizing the Whole
- 52. Optimize the FullValue StreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation
- 53. Optimize the FullValue StreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum
- 54. Optimize the FullValue StreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration
- 55. Optimize the FullValue StreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration DevOps
- 56. Optimize the FullValue StreamIdeation Prioritization Requirements Definition Implementation Quality Assurance Integration& RegressionTesting Deployment Customer/MarketValidation Scrum Test Automation/ Continuous Integration DevOps Lean Product Discovery
- 57. Discussion:Where is the main bottleneck in your Full Value Steam?
- 58. Predict AccelerateLearnAlign Path to Agility
- 59. Accelerate Path to Agility - Stage 4 Pains • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction Solutions • Leadership focus on optimizing the whole • Actively resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery
- 61. Pitfall #5 Thinking Agile is just a Tech Thing
- 62. The World has Changed
- 63. The Workforce has Changed
- 64. We have an Engagement Problem!
- 67. Self-Organizing teams lead to better outcomes
- 68. Servant Leaders Support not Dictate
- 69. Predict AccelerateLearnAlign Adapt Path to Agility
- 70. Adapt Path to Agility - Stage 5 Pains • Low employee engagement across the org • Executive leadership not operating with agility • Other departments culture not aligned with Agile Solutions • Educate teams and leaders across the organization • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership
- 72. Path to Agility Stage Align Learn Predict Accelerate Adapt Pains • Goal is to “implement” Agile, Scrum, SAFe, etc. • Lots of chaos and resistance • No process for escalating organizational impediments • Teams don’t feel management is bought in • Different understandings of Agile/ Scrum • Think Agile is just a process change • No time to make improvements • Not a safe to fail environment • Leadership is acting the way they always have • Lots of carryover into next Sprint • Dev & QA not working close together • No knownVelocity • Ambiguous backlog and stories • Long release cycle times • Organizational friction with the “business” • Long customer feedback cycles • Low customer satisfaction • Low employee engagement across the organization • Executive leadership not operating with agility • Other departments culture not aligned with Agile Your Rating (1-5) Potential Solutions • Set strategic measurable goals • Create a sense of urgency • Form a Transformational Leadership Team • Create a Transformation Backlog • Make progress transparent and visible • Training for all team members • Training for leadership • Provide slack to learn • Emphasize team building • Form cross-functional teams • Make all work visible • Limit WIP until you are getting “Done Done” • Constant team Backlog Grooming • Break work down and swarm • Embrace cross functional team goals • Cross train and develop T-shaped ppl • Leadership focus on optimizing the whole • Urgently resolve organizational impediments • Test Automation, Continuous Integration, DevOps • Lean Product Discovery • Educate teams and leaders across the org • Implement Agile practices in other parts of the organization (Make work visible, self- organizing teams, daily standup, etc.) • Change leadership mindset to servant leadership Your Action Item
- 73. Exercise:What is the top thing you can go implement?
- 76. Predict AccelerateLearnAlign Adapt Path to Agility Status Quo Chaos & Resistance Integration& Practice New Status Quo The goal for the transformation cannot be to do Agile. Understanding and communicating the business objectives that will be achieved with the transformation is a critical first step. Through Agile training and coaching, teams and leadership are equipped with new techniques and an understanding of how Agile works. Ownership of processes are transferred to an empowered team and a culture of continuous improvement is put in place. Teams harden these newly learned practices and become more disciplined in order to deliver working product in a predictable and iterative manner. Once the teams become disciplined and predictable, we can focus on team and organizational improvements to optimize across the full delivery cycle and shorten time to market. Agile will begin to permeate throughout the organization and executive leadership, enabling empowered teams and adaptive leadership to respond to ever- changing market demands as they have transformed to an organization with true Agility. www.AgileVelocity.com info@agilevelocity.com @agile_velocity
- 77. FREE WHITE PAPER Leave a card with name, role, company, email And we will send you a White Paper on Agile for Executives Accelerate Agility
- 78. WHAT WE DO Agile Training & Certification Certified ScrumMaster and Product Owner, Team Training, Leadership Training, Lean/ Kanban Agile Team Coaching Coach teams to reach hyper productivity Agile Leadership Coaching Guide leadership to empower teams Agile Transformation Formulate agile adoption strategies and plans tailored to the client environment and support execution Texas-Based Leader in Everything Agile Upcoming Workshops 9/28 - Certified Scrum Product Owner (CSPO) 11/30 - Advanced Master Program - ScrumMaster* 11/30 - Certified ScrumMaster (CSM)* *Discount Code “DallasALN20” for 20% off — 5 uses only — expires 10/7 —