20161028 Agile-Fluency-Model-By-Jerry-Rajamoney
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Transcript of 20161028 Agile-Fluency-Model-By-Jerry-Rajamoney
Agile Fluency™ ModelJerry Rajamoney
Agile Tour Bangkok 2016
Agile Fluency™ is a trademark of Diana Larsen and James Shore
Creators of Agile Fluency™ ModelDiana Larsen
• Co-authored Agile Retrospectives: Making Good Teams Great
• In collaboration with James Shore, D iana deve loped the Ag i le Fluency™ Model
James Shore • http://www.jamesshore.com • Co-authored The Art of Agile
Development
Sincere Thanks toAdam Light • for reviewing and providing valuable feedback
Reference • http://www.agilefluency.org/ • http://martinfowler.com/articles/agileFluency.html
About meJerry Rajamoney • Live in Bangalore, India • Works as Agile Coach in
https://in.linkedin.com/in/jerryrajamoney
Agile Fluency™ Model – What?
Why?Why Agile Fluency Model?
AdvantagePromotes Improvement • Each new star illuminates new
benefits
Positive • Every investment in fluency
holds value
Inclusive • Any and all methods get up
there
Focus on Fluency, Not Maturity• Fluency is being able to do something successfully under stress,
naturally • Routine, Smooth, Skillful ease • What you do automatically without thinking • Comes from an Investment in learning • Its like • How fluent are you in speaking a new language?
Zone Summary• Start with… Building Code
• Focus on Value
• Deliver Value
• Optimize Value
• Optimize for Systems
An Investment & Journey• Stars aren’t maturity
• Think of “bus zones”
• The further you travel, the more it costs
• No point in going where you don’t want to
• Pick the stop that suits your organization
The BeginningStart – Building Code
• To get to the next stop requires a Team Culture Shift
Teams Focus on Value• Teams fluent at the one-star level focus on creating business value • Scrum and Kanban are examples of Agile methods used by one-star
teams • In addition to user stories, techniques in common use include
backlogs, retrospectives, and iterations, Sprints, or Kanban boards
• To get to the next stop requires a Team Skills shift
Benefit Greater visibility into teams’ work; ability to redirect.
Investment Team development and work process design.
Core Metric Team regularly reports progress from a business value perspective.
Teams Deliver Value• Teams fluent at the two-star level not only focus on business
value, they realize that value by shipping on the market’s cadence • Extreme Programming is an Agile method commonly used by two-
star teams. It’s often combined with Scrum or Kanban • Useful techniques include continuous integration, test-driven
development, pair programming, and collective ownership
• To get to the next stop requires a Organizational Structure shift
Benefit Low defects and high productivity.
Investment Lowered productivity during technical skill development.
Core Metric Team ships on market cadence.
Teams Optimize Value• Three-star teams deliver the most value possible for your investment.
They understand what the market wants, what your business needs, and how to meet those needs • The ideas from Lean Software Development, Agile chartering,
embedded product management teams, customer discovery, and adaptive planning are all examples of techniques used by three-star teams.
• To get to the next stop requires a Organizational Culture shift
Benefit Higher value deliveries and better product decisions.
Investment Social capital expended on incorporating business expertise into team.
Core Metric Team provides concrete business metrics.
Teams Optimize for Systems• Four-star teams contribute to enterprise-wide success. Team
members understand organizational priorities and business direction • Four-star teams adapt ideas from advanced management theories
and innovative product development methods. • Techniques include Agile portfolio management, systems thinking,
value stream analysis, whole system planning and radical self-organization.Benefit Alignment with organizational goals; synergistic effects
Investment Significant effort in establishing organizational culture; inventing new practices.
Core Metric Team reports how its actions impact the overall organization
SummaryStage Benefit Investment Core Metric Time to
achieveAchievement Rate
Greater visibility into teams’ work; ability to redirect.
Team development and work process design.
Team regularly reports progress from a business value perspective.
2 - 6 months 45%
Low defects and high productivity.
Lowered productivity during technical skill development.
Team ships on market cadence. 3 - 24 months 35%
Higher value deliveries and better product decisions.
Social capital expended on incorporating business expertise into team.
Team provides concrete business metrics.
1 - 5 years 5%
Alignment with organizational goals; synergistic effects.
Significant effort in establishing organizational culture; inventing new practices.
Team reports how its actions impact the overall organization.
unknown very few
Agile Fluency™ Model – How?
Agile Fluency Diagnostic Tool• The Agile Fluency DiagnosticTM Instrument comprises of 21
questions • Licensed facilitators use the questionnaire as part of an team-
based interview • Individuals first complete the questionnaire on their own and
then participate in a facilitated discussion • A team’s self-rating at any given level of Agile Fluency
combines aggregated individual responses with the composite (Team) response
1 Star Stage - Example
Your Team exhibits many of the characteristic behaviors of a “Focus on Value” team but did not rate the Core Metric as 5/Always.
Model “Focus on Value” Team
Core Metric: “On a regular cadence, in product reviews or project demos or other formats, the team reports what it’s working on, tells how it’s progressing from a business value perspective, and receives feedback for improving product quality from business representatives.”
Legend
Recap• One Star Stage [ ]
• Teams learn to work together to focus on creating business value rather than merely f in ish ing technical tasks
• This star reflects Agile fundamentals
• Two Star Stage [ ] • Teams to invest in learning a wide
array of development skills • This star reflects Agile sustainability
Recap• Three Star Stage [ ]
• Teams that dances and turns in response to changing market conditions, and collectively takes responsibility for building the best product
• Represents the promise of Agile
• Fourth Star Stage [ ] • Teams collaborate with other
teams to optimize the value p r o d u c e d b y t h e i r w h o l e organization
• Represents Agile’s future
Recap• All these levels provide benefits,
and every level is the right level for some team
• Often • T h r e e s t a r s s u i t s m a l l
organizations • Two stars suit large organizations
• Practice everything needed to achieve that level right from the beginning
All Credit & Thanks to• Creators
• Diana Larsen • James Shore
• Reviewer • Adam Light
• Reference(s): • http://www.agilefluency.org/ • http://martinfowler.com/articles/
agileFluency.html
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