20170315_Agile_Transformation_Comtrade

Agile TransformationIntro

Dejan Cusic

Business Director, Ireland & [email protected]

https://ie.linkedin.com/in/dejancusic

https://twitter.com/Dejan_Cusic

Hype or Reality?

What is transforming?

Alexander Osterwalder's Business Model Canvas

Designing change … choices

Paths … Adaptation, Reconstruction, Evolution, Revolution

Start Points…Top-down, Bottom-up, Pockets of good practice, Pilot site

Style… Delegation, Collaboration, Participation, Direction, Coercion

Roles … Leadership, Ext. consultants, Change action team, Fun. delegation

Target … Outputs, Behaviours, Employee values

Levers…Power structures, Symbols, Org. structures, Control systems,

Routines and rituals, Stories

Designing change … context

Time… crisis, short time vs long time

Scope … breadth, depth

Preservation … which to destroy, which to preserve

Diversity … uniformity vs diversity, sources of diversity, impact on loyalty and identity

Capability … individual, organisational

Capacity … assessing capacity (cash, time, people)

Readiness… Awareness, commitment

Power … assessing power structures

Is it really possible to design change?

?

Answer… Cynefin Framework?

Digital Transformation

Agile TRANSFORMATION

Agile TRANSFORMATION

Probe. Sense. Respond.

Embrace unpredictability of complex environments

Organ. level

Team Level

Deliverylevel

Agile TransformationBasics

Mark Kachanov

Scrum Coach & Scrum [email protected]

Who thinks

your company is organised

the best way to deliver value

to your customers?

?

Organizations

Before

Focus on structure and management

Now

Focus on delivering

value

Complexity and Recipes

Cynefin Framework by Dave Snowden

Complex

ProbeSense

RespondEmergent

Complicated

SenseAnalyzeRespond

Good Practice

Chaotic

ActSense

RespondNovel

SimpleSense

CategorizeRespond

Best Practice

DISORDER

Beware of recipes and don’t try to plan everything upfront.

Inspect and Adapt!

Agile vs Business Agility

Agile

Understand what“Business Agility”means for youand don’t sub-optimize!

Manifesto for Agile Software DevelopmentWe are uncovering better ways of developingsoftware by doing it and helping others do it.Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items onthe right, we value the items on the left more.

Business Agility

?

Agility

It’s a cultural shift

Accept unpredictability of complex environments

can’t be planned

can’t be dictated

has noend state

Build a learning organisationthat can

inspect and adapt!

Frederic Laloux

“Reinventingorganisations”

≤COMPANY CEO

Organisational paradigms

Top-Down vs Bottom-Up

You need both for success!

Communicate, Communicate, Communicate

CEOmiddle

manager engineer

LinearCommunication

CEO

middlemanager

engineerDirect Communications

CEOmiddle

manager engineer

What are wechangingand why?

Welcome Pain

Agile frameworks will not solve problems for you. They will make them visible.

Accept responsibility for uncovered problems

Nobody will transform your organisation for you

Anecdote

- We want you to help us implement Scrum

- No problem, but why do you want Scrum?

- Because we want our fix scope projects to be cheaper and delivered faster

Shift focus to delivering value and shape your

organisation accordingly

scope

budget time

Takeaways

No recipes (Cynefin)

Define “Business Agility”. Build a learning organisation

Asses the level of organisational consciousness (Laloux)

Have support from both top and bottom

Communicate as much as possible

Be ready to experience pain

Shift focus to delivering value and shape your organisation

accordingly

Get your agile team to fully perform quicker

Snjezana Momic

Agile [email protected]

https://ie.linkedin.com/in/snjezanamomic

https://twitter.com/s_momic

Changes to productivity and morale

NormingWorking with each other

StormingChallenging each other

PerformingWorking as one

FormingLearning about each other

01 02 03 04

Forming

Team’s perspective

• High dependence on leader for guidance and direction.

• Little agreement on team aims other than received from leader.

• Individual roles and responsibilities are unclear.

• Processes are often ignored.

• Most team members are positive and polite.

• Anxiety - as they haven’t fully understood what work the team will do.

• Excitement about task ahead

Leader’s perspective

• Leader directs

• Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships.

• Members test tolerance of system and leader.

• Leader plays a dominant role at this stage, because team members' roles and responsibilities aren't clear.

01


• This is the stage where many teams fail.

• Decisions don't come easily within group.

• Clarity of purpose increases but plenty of uncertainties persist.

• Cliques and factions form and there may be power struggles.

• The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues.

• Compromises may be required to enable progress

• Stress


• Leader coaches.

• Conflict resolution.

• Development of team-specific common understandings of process and roles

Storming02


• Roles and responsibilities are clear and accepted.

• Agreement and consensus largely forms among the team, who respond well to facilitation by leader.

• Big decisions are made by group agreement.

• Commitment and unity is strong.

• The team may engage in fun and social activities.

• Tendency to avoid conflict

• Growing trust, harmony, respect and unity among team members

• Use of team language – “we” rather than “me”


• Leader facilitates and enables.

• Encouragement to share different perspectives and to explore disagreements in order to develop better solutions

Norming03


• Flexibility and shared leadership

• Clear purpose, values, deliverables, roles, responsibilities and accountabilities

• Relationships and communication are built on trust, mutual respect and openness

• Optimal productivity and high standards

• Recognition and appreciation for individual and team accomplishments

• High morale

• Disagreements occur but now they are resolved within the team positively

• Necessary changes to processes and structure are made by the team


• Leader delegates and oversees

• The team does not need to be instructed or assisted.

• Team members might ask for assistance from the leader with personal and interpersonal development.

• Empowering team practices that free team energy and lead to continuous improvement

Performing04

Changes to productivity and morale

Morale

Productivity

Low

High

Forming Storming Norming Performing

S1 S2 S3 S4

SU

PP

OR

TIN

G B

EH

AV

IOR

DIRECTING BAHAVIORLOW HIGH

HIGH

DIR

ECTIN

G

CO

AC

HIN

G

DELE

GATI

NG D

IREC

TIN

G

SUPPO

RTI

NG

Situational leadership

S2S1 S2

High supportive

and low directive

bahavior

High supportive and

high directive

bahavior

Low supportive

and low directive

bahavior

Low supportive

and high directive

bahavior

Managing the journey to empowerment

• Diagnosing the stage of development

• Flexibility in delivering appropriate leadership style

• Teams generally do not skip stages

• Leadership style has to follow the same track – you cannot skip the style

S2S3

S4 S1

S2

Team development – Game Plan

EMPOWERMENT IS ALL ABOUT

LETTING GO

SO THAT OTHERS CAN

GET GOING

THANK YOU!

Snjezana Momichttps://ie.linkedin.com/in/snjezanamomic

https://twitter.com/s_momic

Dejan Cusichttps://ie.linkedin.com/in/dejancusic

https://twitter.com/Dejan_Cusic

Agile Quality Automation

Aleksandar Ristic

Quality Automation [email protected]

Agile Testing

Communication Manual vs Auto What to test ?

Digital Transformation

QA side of the story• Test Automation as a prerequisite for

Continuous Integration / Continuous Delivery

• How to use test automation suites to automate delivery

• Where does QA fits ?

No more test teams

• First casualty of Agile Transformation !

• Test engineers are part of scrum teams

• What to do and how to behave in :

Grooming,

Planning,

Retrospective

and morning Scrum

• Use QA guild !

FIND THE RIGHTTOOL !

Project starting:

More dev, less testing

Project ending:

Less dev, more testing

Solutions ?

Selenium/Java, Protractor/JavaScript,

SoapUI

Benefits ! • Developers will learn how will we test

their features

• Developers will get larger picture (about the product) while automating simple e2e scenario (because they usually work only on one component)

• Test engineers will benefit from helpand coding but they still need to produce valid scenarios to be automated!

• Lowering project costs with reusing developers as developers in testing

Answers ?

How much automation

do you need ?

• Make a list of your major functionalities and create BVT tests that will tell you if the build is OK

• Find critical end user paths

• Automate them !

• Pareto’s principle

What to automate?4/4

20170315_Agile_Transformation_Comtrade

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