Enterprise Agility starts with healthy teams. How …...Agile Principles Working software (value...
Transcript of Enterprise Agility starts with healthy teams. How …...Agile Principles Working software (value...
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Enterprise Agility starts with healthy teams.
How healthy is YOUR Agile team?
www.AgileTransforma0on.com Transformation Strategy & Roadmap | Agile & Cultural Training
AgilityHealth Assessments | Coaching | AgileVideos.com
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About Me • Sally Elatta [email protected] • President, Agile Transformation, Inc. • AgilityHealthRadar.com | AgileVideos.com | AgileforGovernment.com • Enterprise Agile Transformation Coach, Trainer and Speaker • Background: Software Engineer and Architect • Trained thousands and helped coach dozens of teams on Agile • Agile Expert for PMI.org Learning Community of Practice • GAO Agile Expert Advisor
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I am simply a transformer. Someone who is really passionate about transforming individuals, teams and organizations to doing what they do better. I believe in Servant Leadership as the way to lead change and create a culture of empowered collaborative high performing teams.
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Workshop – Drivers for Agile Adoption
What are YOUR top
drivers for adopting
Agile?
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Common Drivers for Agile Adoption
Large backlog of work not getting done Lack of predictability
Missing deadlines, losing customer
confidence Constantly-changing
business priorities
Silos, handoffs, heavy processes,
lack of trust/ communication
Slow time to market, can't deliver fast
enough for customer needs
Missing, incomplete, changing, ambiguous
requirements
No focus, multi-tasking, several projects by the same
people
No strategic alignment, chasing
shining objects
Lack of enterprise capacity
measurement
Ineffective and wasteful meetings,
dysfunctional negative behaviors
Quality and rework issues, little customer
engagement
Unrealistic estimates and due dates set by
the wrong people
Heavy engineering and testing
processes, no automation
Lack of empowerment, low engagement and
morale
Specialized roles, ‘not my task’ thinking
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What is Agile? A Framework and Collection of Methods that Implement the Agile Values (4) and Principles (12).
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The Agile Manifesto - 2001
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The manifesto’s shared value statement: “We 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 & Tools
Working Software Over Comprehensive Documentation
Customer Collaboration Over Contract Negotiation
Responding to Change Over Following a Plan
“That is, while there is value in the items on the right, we value the items on the left more.”
www.agilemanifesto.org
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Agile Principles
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software (business value) frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers (the team) must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a team is face-to-face conversation.
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Agile Principles
Working software (value delivery) is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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From Silos to Collaboration
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The Traditional Way
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The Scrum Way
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Backlog Interested Commi9ed
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Planning Work into Sprints
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Sprin
t 1
Sprin
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Sprin
t 3
Sprin
t 4
Sprin
t N
Sprint is 1 – 4 Weeks 12
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Sample Point and Cost Burn Up Chart What is ‘Done’? How much did it cost me?
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The Scrum Meetings Sprint Planning
Sprint Review
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8 3
2
8
2
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q Create UI (5 hrs) q Code, Unit test validation logic (3 hrs) q User Acceptance Testing (2 hrs)
Sprint Backlog (Tasks)
Daily Scrum
Sprint Retrospec0ve Product Backlog
What did I complete yesterday? What am I working on today? What is slowing me down?
Worked Well Needs Improvement
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Agile Posters
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The Basic Team Structure Business Vision What? Why?
Team Facilitator
Technical Vision
How
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Backlog
Measurement
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Program View (Scrum of Scrums)
Program Leadership Team PULL from
the Ba
cklog
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Enterprise Stable Teams View
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www.AgilityHealthRadar.com
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Why Measure TeamHealth?
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Hard to gain visibility into TeamHealth
Growth was not measurable
Losing the ‘Story’ of team and org
growth
Lack of clear metrics to prove
success
Hard to see patterns across
many teams
Current HR performance
appraisals ‘not agile’
Recognitions and rewards were not
‘team’ focused
Excel sheets, survey tools
overwhelming and inconsistent
We and our clients NEEDED
a solution
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TeamHealth DEMO
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www.AgilityHealthRadar.com
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AgilityHealth Certifications
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Dial this number: +1.213.226.1066 Conference ID: 798-‐438-‐468
www.AgilityHealthRadar.com
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Thank You!!
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Download: • Presentation PDF • Blank TeamHealth Radar • Agile Lifecycle Diagram www.bit.ly/agilityhealthseminar Enter PromoCode: AH-NetSpeed
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Contact Us
• 1.402.809.1489 • [email protected] • [email protected] • www.AgilityHealthRadar.com • www.AgileTransformation.com
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