solit 2014, agile valueteam, учимся понимать scrum, Семенченко Антон

An Interactive Presentation Lead by��

Ahmed Sidky, Ph.D. (aka Doctor Agile)

When Product Owners Are Challenged, Try

Value Teams

International

Consortium for Agile

Twi%er: @asidky

15 YEARS

on the PMI-‐ACP Steering commi3ee

Ph.D. in Agile Transforma;on and Agility Assessment

years of experience in so@ware development, management and delivery

Co-‐founded Co-‐authored

Consulted, trained or coached with people and teams from …

Program Chair

QUICKLY ALIGN ON SOME BASICS

International


A mindset is the established set of a>tudes held by someone •  Welcome Change

•  Failing Early •  Build and Feedback loops •  Continuous Delivery •  Value-Driven Development •  Small value-add slices •  Learn through Discovery •  Continuous Improvement

Agile is a mindset

Established through 4 values

[that in the soDware world is]

Grounded by 12 principles, &

Manifested through many many different pracNces

Agile is a mindset

Established through 4 values [that in the soDware world is]



Individuals and interacNons over processes and tools Working soDware over comprehensive documentaNon Customer collaboraNon over contract negoNaNon Responding to change over following a plan

A Value is an established ideal that the members of a given society regard as desirable

Agile is a mindset





1.  Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2.  Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3.  Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4.  Business people and developers must work together daily throughout the project. 5.  Build projects around motivated individuals. Give them the environment and support they

need, and trust them to get the job done. 6.  The most efficient and effective method of conveying information to and within a

development team is face-to-face conversation. 7.  Working software is the primary measure of progress. 8.  Agile processes promote sustainable development. The sponsors, developers, and users

should be able to maintain a constant pace indefinitely. 9.  Continuous attention to technical excellence and good design enhances agility. 10.  Simplicity--the art of maximizing the amount of work not done--is essential. 11.  The best architectures, requirements, and designs emerge from self-organizing teams. 12.  At regular intervals, the team reflects on how to become more effective, then tunes and

adjusts its behavior accordingly.

Agile is a mindset





Product visioning Project chartering Affinity (relaNve) esNmaNon Size-‐based (point) esNmaNon Planning poker Group esNmaNon Value-‐based documentaNon PrioriNzed product backlog User stories Progressive elaboraNon Personas Story maps / MMF Story slicing Acceptance tests as requirements Short iteraNons WIP Limits Early and frequent releases Roadmapping Velocity-‐based planning and commitment IteraNon planning / IteraNon backlog Release planning / Release backlog Time boxed iteraNons AdapNve (mulN-‐level) planning Risk backlog Team structure of VT / DT Pull-‐based systems Slack Sustainable pace

Frequent face-‐to-‐face Team chartering Cross-‐silo collaboraNve teams Self-‐organizing teams Cross-‐funcNonal teams Servant leadership Task volunteering Generalizing specialist Tracking progress via velocity Burn-‐up/burn-‐down charts Refactoring Automated unit tests Coding standards Incremental/evoluNonary design Automated builds Ten-‐minute build Monitoring technical debt Version control ConfiguraNon management Test driven development Pair programming Spike soluNons ConNnuous integraNon Incremental deployment Simple design End-‐of-‐iteraNon hands-‐on UAT Automated funcNonal tests Automated developer tests (unit tests) Exploratory tesNng SoDware metrics

Agile is a mindset





Scrum

eXtreme Programming

Your own Agile process

Agile is a mindset


[that in soDware world is]



Scrum

eXtreme Programming

Your own Agile process

Doing Agile Learning the pracNces and applying them without know the mindset and principles to know when to tailor and how to select the appropriate pracNces

Being Agile Internalizing the Mindset, values, and principles then applying the right pracNces and tailoring them to different situaNons as they arise

Agile as a Process and PracNces

Agile as a Mindset and Culture

We need agility to avoid …

Delivering"

Wrong"Product or System"

the"

!"

to

How do we discover

what build ?

Knowledge Work, Innovation and Rework 1

The Essence of Knowledge Work

“IKIWISI” I’ll Know It When I See It

Experience

X

International


Tradi;onal Mindset approach to delivery (Assembly Line)

Agile Mindset approach to delivery (Knowledge Work)

Must “nail down” the output in order to start delivery (Liner Thinking)

Discover and learn through valuable output and welcoming change (Circular Thinking – IKIWISI)

Team Structure is critical for Collaborative Interaction

Constant Inspect and Adapt

Developers Analysts Testers

Project Managers

How organizations were setup “pre-agile”

IT Coordinate the delivery team Pull in support, moNvate team, block interrupts.

Visibility to execuNve sponsorship Strategies to avoid & get out of trouble

Affected Stakeholders

Domain Experts

Users / Customers Governance

Project Managers

IT Coordinate the delivery team Pull in support, moNvate team, block interrupts.

Visibility to execuNve sponsorship Strategies to avoid & get out of trouble


How Projects looked “pre-agile” The Matrix


Domain Experts


How Projects look “post-Agile” The Scrum Team

IT

The Scrum Team

Scrum Master

Developers Analysts Testers Key:


Domain Experts


Legal MarkeNng Assurance


IT Business

The Scrum Team

Scrum Master


The Scrum Master’s Service to the Development Team •  Coaching the Development Team in self-‐organizaNon and cross-‐

funcNonality; •  Helping the Development Team to create high-‐value products; •  Removing impediments to the Development Team’s progress; •  FacilitaNng Scrum events as requested or needed; and, •  Coaching the Development Team in organizaNonal environments

in which Scrum is not yet fully adopted and understood.

The Scrum Master

July 2013 Scrum Guide – Page 6



IT Business

The Scrum Team

Scrum Master


•  Coach team and individuals •  Facilitate pracNces and events •  Help the team progress

The Scrum Master

Process Authority Content Neutral


IT Affected Stakeholders

The Scrum Team

Scrum Master


Domain Experts



IT

The Scrum Team

ScrumMaster


Product Owner

?


Domain Experts


Key:



IT Business

The Scrum Team

ScrumMaster


Product Owner

? The Product Owner is the sole person responsible for managing the Product Backlog. Product Backlog management includes: •  Clearly expressing Product Backlog items; •  Ordering the items in the Product Backlog to best achieve goals and

missions; •  OpNmizing the value of the work the Development Team performs; •  Ensuring that the Product Backlog is visible, transparent, and clear to all, and

shows what the Scrum Team will work on next; and, •  Ensuring the Development Team understands items in the Product Backlog

to the level needed. The Product Owner is one person, not a commi3ee. The Product Owner may represent the desires of a commi%ee in the Product Backlog, but those wanNng to change a Product Backlog item’s priority must address the Product Owner.

The Product Owner

July 2013 Scrum Guide – Page 5

The Motivation behind the Value Team

IT Affected Stakeholders

The Scrum Team

ScrumMaster


Product Owner

Key: Key:

The Value Team

Domain Experts Governance Users / Customers

Introducing ….the Value Team

The Value Team: A team that has everyone and everything they need to idenNfy, prioriNze and slice business value increments, and to make decisions

about funcNonality and prepare the informaNon needed by the delivery team(s) to delivery a feature/story.

Valuable Usable Feasible

?

? ?

? ?

?

?

?

?

?

Value Team Facilitator (Content Neutral)

Project Manager

Delivery Team Facilitator (Not Content Neutral)

Business Stakeholders

User Experience User Acceptance Test

Independent VerificaNon and ValidaNon (IV&V)

Governance


One Possible Configuration

Business Analyst(s)

Value Team Facilitator

Project Manager

Delivery Team Facilitator


User Experience

Business Analyst(s)

User Acceptance Test Independent VerificaNon and ValidaNon (IV&V)

Governance


The Value Team Facilitator (VTF) is responsible for engaging all the necessary stakeholders and users of the system to idenNfy what needs to be built and discuss/negoNate that with the delivery team. The VTF focuses their Nme on: •  Defining and refining the Product Backlog •  Preparing for and facilitates Release Planning MeeNng •  PrioriNzing backlogs (e.g. content of next iteraNon) •  FacilitaNng mulNple opinions and relays one voice to the Delivery Team •  Delivering and Measuring business value from the project •  Ensuring the Value Management Team is funcNonal and producNve •  FacilitaNng the gathering of feedback during the IteraNon Review •  FacilitaNng mulNple sessions with the Value Team to

•  IdenNfy Stakeholder Needs •  Establish Product Vision •  Resolve ConflicNng requirements •  Define Product Roadmap •  Determine Features & Needs •  PrioriNze Feature Delivery •  Decompose Features by Value

The Value Team Facilitator


Project Manager



User Experience

Business Analyst(s)


Governance



The Project Manager is primarily focused on the project (not the Value Team or Delivery Team). Project Managers need to: •  Provide upper-‐management with the visibility and informaNon needed for

decision making. •  Manage project budget and resources •  Manage and communicaNon expectaNon with external enNNes/teams •  Dependency management •  CreaNng, managing, updaNng and communicaNng the plan •  Help in establishing the teams •  Manage risks •  Manage vendors and contracts

The Project Manager


Project Manager



User Experience User Acceptance Test

Independent VerificaNon and ValidaNon (IV&V)

Governance


Business Analyst(s)



Project Manager



User Experience

Business Analyst(s)


Governance



Value Team Facilitator (Not Content Neutral)

Delivery Team Facilitator (Content Neutral)

Developers

Re-introducing ….the Delivery Team

Team Lead

Generalizing Specialist(s) Business Analysts

Testers

The Delivery Team: has everything and everyone they need to deliver a working piece of tested, documented, deployable soDware.



Developers


Team Lead


Testers The Delivery Team Facilitator (DTF) is responsible for engaging all the members of the delivery team to idenNfy the best way to deliver value to the customer with the highest quality. The DTF focuses their Nme on: •  EducaNng and protecNng the adopNon of Agile pracNces and processes •  Support the team and clearing impediments •  FacilitaNng criNcal team work sessions and agile team pracNces •  Helping the team radiate progress and informaNon •  Ensures the delivery team is funcNonal •  Facilitates & Follows-‐up on Improvements

The Delivery Team Facilitator



Developers


Team Lead


Testers The Tech lead helps the team with the day-‐to-‐day technical responsibiliNes of the team and provides technical mentorship to the team. Most of the tech lead’s day could be spent on Shepherding technical excellence and providing technical guidance Monitor Technical Debt Answering technical quesNons Ensure Technical CollaboraNon Facilitate Pairing CoordinaNng Reviews

The Tech Lead



Developers


Team Lead


Testers



Facilitation is the art of leading people through processes toward agreed-upon outcomes in a manner that encourages participation, ownership and creativity from all involved.

- The Grove Consultants International

Facilitation is Critical in Agile Teams



Effective facilitation skills are critical to help the team have effective collaboration meetings An agile team facilitator : facilitates by creating a “container” for the team to create the “content”.

Facilitation is Critical in Agile Teams

LEARNING ABOUT AGILE

International


Coaching and FacilitaNon

Leadership Va

lue

Managem

ent

and BA

Learning ObjecNves

Learning ObjecNves Le

arning

ObjecNves

The Agile Mindset to Disciplines inside Software Development

International


ICAgile Learning Roadmap

1.  Intent to Learn à ICP 1a. AcNvely Acquiring Knowledge à ICP+x 2. Developed Knowledge into Competency à ICE 3. Maturing Competency into Proficiency à ICM

Knowledge-‐based CerNficaNons

Competency-‐based CerNficaNons

International


9-‐10 10-‐11 11-‐12 12-‐1 1-‐2 2-‐3 3-‐4 4-‐5

Day 1

Day 2

Day 3

Day 4

Day 5

Day 6

Day 7

Day 8

Day 9

Day 10

Other

IteraNon Planning Stand-‐up Demo RetrospecNve Release Planning

Education verses Training Doing of Agile vs the Being of Agile

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9 10 11 12 13 14 15 16

17 18 19 20 21 22 23 24

25 26 27 28 29 30 31 32

33 34 35 36 37 38 39 40

41 42 43 44 45 46 47 48

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57 58 59 60 61 62 63 64

65 66 67 68 69 70 71 72

73 74 75 76 77 78 79 80

22% Of people’s time is consumed by “doing agile

practices” – what about the rest?

International


Obtain ICAgile CerNfied Professional (ICP)

CerNficaNon

A%end an Accredited ICAgile Fundamentals Course by any of our Member OrganizaNons or transfer equivalent cerNficaNons (PMI-‐ACP… etc.)

Select Discipline(s) of Study

Each track of study (discipline) has a set of learning objecNves the professional must cover to apply for the ICAgile CerNfied Expert cerNficaNon.

Obtain all ConNnuing EducaNon

CerNficaNon (CECs) within a track

These learning objecNves are covered by compleNng all the ConNnuing EducaNon CerNficaNons (CECs) defined within the track. There are typically 1-‐3 CECs per track. Instructors will assess students during the class before granNng CECs.

Apply and PracNce Develop

Competency

The ICAgile CerNfied Expert (ICE) cerNficaNon requires a demonstraNon of competency. Make sure you have pracNced the things you have learned and have become competent in those skills before applying for the ICE

1

2

3

Apply for ICAgile CerNfied Expert (ICE)

CerNficaNon

4

5 Once you have completed all the learning needed for a track and developed sufficient competency contact ICAgile to apply for the ICAgile CerNfied Expert cerNficaNon.

3. The ICAgile Educational Journey for People

Certifications Completed Status towards

Expert Level

Progress within Tracks

Learning Objective Completed Learning

Objective Not Yet Completed

Selected Learning Tracks

International


Stay in Touch

Dr. Ahmed Sidky Twi%er: @asidky [email protected] [email protected]

www.icagile.com

Thank you Questions?

solit 2014, agile valueteam, учимся понимать scrum, Семенченко Антон

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