Mature agile teams essential patterns v4 - half day workshop

Essential Patterns of
Mature Agile Teams

Bob Galen
President & Principal Consultant
RGCG, LLC
bob@rgalen.com

Introduction
Bob Galen
 Somewhere ‘north’ of 30 years experience 
 Various lifecycles – Waterfall variants, RUP, Agile, Chaos…
 Various domains – SaaS, Medical, Financial Services, Computer & Storage
Systems, eCommerce, and Telecommunications
 Developer first, then Project Management / Leadership, then Testing
 Leveraged ‘pieces’ of Scrum in late 90’s; before ‘agile’ was ‘Agile’
 Agility @ Lucent in 2000 – 2001 using Extreme Programming
 Formally using Scrum since 2000
 Currently independent Agile Coach at RGCG, LLC and Director of Agile
Solutions at Zenergy Technologies
 From Cary, North Carolina
 Connect w/ me via LinkedIn and Twitter if you wish…

Bias Disclaimer:
Agile is THE BEST Methodology for Software Development…
However, NOT a Silver Bullet!

Copyright © 2012 RGCG, LLC 2

The SCRUM Framework


Outline
Maturity Patterns
1. Truly Emergent Architecture 13. Righteous Retrospectives
2. Active Done-Ness 14. The Power of Complete
3. Truly Collaborative Work Transparency
4. Lean Work Queues 15. Pursue Ruthless KISS
5. Aggressive Refactoring 16. Testing is Everyone’s Job
6. Behaving Like a Team 17. The Nuance of a Healthy
7. Doing More than Thought Backlog
Possible
18. Emphasize Strength-Based
8. Quality on ALL Fronts
Teams
9. Congruent Agile
19. Performing Extraordinary
Measurement
Facilitation
10. Stopping the Line
20. Saying ‘NO’ as a Leader
11. Investing in Serious CI
21. Aligned Organizational
12. Pervasive Product Owners Leadership


For each pattern…
workshop discussions
 For sets or groups of patterns, we’ll pause and discuss the patterns
in small groups

 Looking for examples where you’ve seen the pattern in operation
and have a story to tell
OR
 Examples where you’ve seen related anti-patterns in operation and
have a counter-story to tell

 Either way, we’ll be looking for group-based discussion around the
ways and means of achieving agile maturity


The Patterns


#1) Truly Emergent Architecture

 Comfortable with de-composition
on-the-fly; no BDUF!
 Drive Sprint #0’s as appropriate
 Backlogs contain learning activity
– Research Spike stories
 Should demonstrate architectural
evolution in Sprint Reviews
 Architects work in “slices”
 Perhaps ‘skewed’ a bit forward
from other teams
 Deliver architecture from within the
Scrum teams
 Publish your system metaphors,
guidelines, big picture views – to
keep everyone focused on goals


#2) Active Done-Ness

 Actively create and automate
Acceptance Tests on a Story or
a Feature basis
 Customer heavily involved with
definition
 Not functional tests
 Have established a view to
multiple levels of Done-Ness
 Work - Done
 Story Acceptance
 Sprint Goals
 Release Criteria & Goals
 Think in terms of traditional
Entry, Exit, and Release criteria


Levels of Criteria

Activity Criteria Example
Basic Team Done’ness criteria Pairing or pair inspections of code prior to check-in; or
Work Products development, execution and passing of unit tests.
Development of FitNesse based acceptance tests with the
User Story or Acceptance Tests customer AND their successful execution and passing.
Theme Level Developed toward individual stories and/or themes for sets
of stories.
Sprint or Done’ness criteria Defining a Sprint Goal that clarifies the feature
Iteration Level development and all external dependencies associcated with
a sprint.
Defining a broad set of conditions (artifacts, testing
Release Level Release criteria activities or coverage levels, results/metrics, collaboration
with other groups, meeting compliance levels, etc.) that IF
MET would mean the release could occur.


#3) Truly Collaborative Work

 Teams sitting together; work
in close proximity
 Avoiding Scrummerfall-like
dynamics
 Stages and gates within the
team
 Long queues with hand-offs
 Members help each other
out
 Comfortable pairings
(across the team)
 Listening to each other;
mutual respect


#4) Lean Work Queues

 Working on as few Stories as
possible—driving them towards
“Done” before taking on more
 Fewer things “in process” and
small tasks
 Blending roles – individuals
doing more themselves and
handing off less
 Kanban is interesting variant of
the ‘correct’ team behavior
 Think in terms of reducing &
eliminating WASTE
 Get it into inventory or
production…fast!


Kanban
Iteration-less Production


#5) Aggressive Refactoring

 It’s easy to refactor on new
work or greenfield project…so
clearly do that.
 But what about hairy, old,
fragile code?

 Aggressive refactoring
 Put it on your Backlogs
 Justify / explain it in business
terms
 Remember the relationship to
automation – making
refactoring effective & Fear-
Less


#6) Behaving Like a Team

 Including the Scrum Master and
Product Owner
 Developing trust
 Providing each other congruent
feedback
 Getting the “Elephants” on the table
 Spending personal time together
 Passionate debate; Healthy conflict
 Strengths & weaknesses; adjust to
each; maximizing & minimizing
 Helping one another
 Truly succeeding or failing – as a
team; Team-based retrospectives
& learning


#7) Doing More than Thought Possible

 Stretch goals within Sprints
 Creative solutions – meeting
Sprint Goals and not simply
following the Story or Task lists
 Creatively showing alternatives
to your Product Owner; getting
to “Done” sooner
 The Wisdom of Crowds
 Iterations that lead towards –
this is Good Enough
 Fighting Parkinson’s Law and
Student Syndrome


#8) Quality on ALL Fronts

 Leaving behind the notion of
“Testing in quality…”
 Professionalism within the team
 Doing the right things…doing
things right
 Self-inspecting; self-policing;
self-learning
 Just enough quality, aka,
quality has a cost and should
be variable based on your
context
 Focus on Craftsmanship


#9) Congruent Agile Measurement

 Don’t focus too much on
metrics; instead on results
 Traditional measures as they
can lead to Metrics Dysfunction
 Measure bugs for reward…get
more meaningless bugs
 Measure LOC for reward…get
more meaningless LOC
 Instead measure –
 Value output from the team
 Customer exposed bugs
 Quality practices adhered to
(coverage, pairing, refactoring,
automation, etc.) and
improvements


#10) Stopping the Line!

 Fix your bugs
 Ruthless testing; immediate
testing; immediate feedback
 Less logging more fixing
 Build is broken; Fix it!
 Need automation for a key area
– build it!
 Need to refactor ugly legacy
code that is bug infested;
Refactor it!
 Key impediments in your team;
Resolve them!


#11) Investing in Serious CI

 Build on every check-in
 All artifacts – DB code (stored
procedures, structure)
 Automated deployments to
environments (real and/or
virtual)
 Automation everywhere!
 Dashboards
 Lava lamps
 Serious focus – dedicated team
 Tools are only part of the
answer
 Develop infrastructure
 Continuous refactoring of CI


#12) Pervasive Product (Customer) Owners

 Can be a ‘team’ to sort out the
demands, but need a unified
decision-maker
 Sticky Decisions
 Engaged as a team member
 Outwardly focused toward the
market & stakeholder demands
 Advocate for the team
 Don’t forget:
 Quality
 Release planning
 Tactical vs. Strategic
 Engage the customer! www.leadingagile.com


#13) Righteous Retrospectives

 For the team only
 Remember Kerth’s “Prime
Directve”
 Everyone tried their best
 Safe environment
 Lead to risky, high impact
changes in approach
 Get the “Elephants” out in the
open
 Sometimes the team needs a
hand; external observer
 Be creative – try new things;
take some risks
 Challenge each other!


#14) The Power of Complete Transparency

 Opening up your stand-ups &
Sprint Planning to everyone
 Even sales folks and customers
 Rampant Information Radiators
 Celebrate your success AND
expose your challenges—with
the same emotional
 Expect engagement –
questions, suggestions, trade-
offs towards core goals
 It is what it is…now how do we
ADJUST towards our GOALS


#15) Ruthless KISS

 Getting LEAN deep into your
cultural DNA
 People & Collaboration over
Process & Tools
 Fight Gold-plating developing
(Just Enough) of
EVERYTHING!
 Deliver small increments (Just
in Time) and pay attention to
feedback
 Comfortable with little and
ambiguity
 Trust your Product Owner


#16) Testing is Everyone’s Job

 Willingness on the part of the
whole-team to pitch in for
testing
 All types, even manual
 Extending it to test automation
 Never letting tests break
 Building in testability
 Listening well to test estimates
as part of work estimation
 Understanding functional and
non-functional testing
 RCA as a team


#17) The Nuance of a Healthy Backlog

 Considering it a tapestry of
work that is considered in turn:
 Architecture & design
 Quality & testing
 Technical debt
 As well, planning
 Feature workflow & value
 Dependencies & risk
 Ultimately deployment
 Product Owner ‘owned’ while
empowering the whole team to
contribute
 Never ‘done’ grooming; iterative


#18) Strength-Based Teams

 Individuals focus on what
they’re good at
 While still ‘stretching’
themselves
 Notion of Appreciative Inquiry
leveraged in retrospectives and
continuous improvement focus
 Team-building - interview for
strength
 At scale, consider strengths
 When Release Planning –
loading work
 Load-balancing teams by skill-
set


#19) Performing Extraordinary Facilitation

 Grooming meetings –
discussions are at the “right
level”
 Everyone on the team
facilitates
 Off-line action setting
 Planning meetings
 Teams get options on the table
and pick best solutions
 Craftsmanship
 Technical debt
 Business part of decisions; not
negotiating, but shared, win-win
perspectives

#20) Saying NO as a Leader

 I’ve seen many functional
managers “walk away” from
their Self-directed Agile Teams
 Knowing when to say…
 Sometimes direction is required
 Putting on the hat of the
observer; laying it on the table
for the team
 Courage to tell it like it is
 Of Elephants and 800 lb.
Gorillas
 Behind the scenes, 1:1
Coaching – towards Agile
behavior


Examples…

 Knowing when to step in, step out?
 When have you stepped in as a leader and
realized that it was a mistake?
 When have you stepped in and realized it was the right
decision?

 How do the core Agile Principles help or relate?

 Self-direction…hard or easy? Context-based?
 What about fostering exploration? Or failure?


#21) Organizational Leadership Alignment

 Senior–Middle–Low level
leadership alignment with
agile principles
 Training, operational
understanding
 Level A, B, and C leadership
present
 At least one C championing
agile
 Projects, PMO, Regulatory
requirements, COE aligned
 Asking the right questions of
the teams
 Metrics, status, progress, etc.


Asking the “Right”
Questions?
Right Wrong
 Quality focused – around  Around raw speed; are we
done-ness adherence and bug there yet?
repairs  I don’t hear typing / coding
 Based on information going on
radiators; asking why…?  Why do we need to fix that
 In context, for example, at bug?
Sprint Reviews regarding  Why do we need to refactor
features that now?
 Around priority and value of  Particularly with teams’ who
delivered features don’t
 Why can’t we cut those points
down? What’s so hard about
that?


Workshop
Wrap-up
 What were the most compelling
patterns?

 What essential patterns did I miss?

 Final questions or discussion?

Thank you!


Contact Info

Bob Galen Blogs
Principal Consultant, Project Times -
RGalen Consulting Group, L.L.C. http://www.projecttimes.com/robert-galen/
Business Analyst – BA Times -
http://www.batimes.com/robert-galen/
My Podcast on all things ‘agile’ -
Director of Agile Solutions,
http://www.meta-cast.com/
Zenergy Technologies,

Scrum Product Ownership – Balancing Value
From the Inside Out published by RGCG in
Experience-driven agile focused 2009.
training, coaching & consulting

Contact: (919) 272-0719
bob@rgalen.com
bob.galen@zenergytechnologies.com
www.rgalen.com

Copyright © 2012 RGCG, LLC
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