The Stability States of Scrum: 2 Keys to Building High Performing Teams Alicia R. McLain, Lean Agile Transformation |Executive Coach E: SdAgileCoP@gmail.com @AgileLeaderSD #DoDbuildsHighPerformingTeams #DoRbuildsHighPerformingTeams
Agenda What‘s in store Introduction Agile Manifesto & Principles Scrum Team Dynamics Definition of Ready Definition of Done Summary
What’s in store! Lively! Pace Systems thinking Interactive Lean Leadership principles Tools Reflection Fun!!! Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Meet your Speaker! – Alicia R. McLain 20 years in Software Development, R&D, Engineering, Tech Support MA, Organizational Leadership PMP – Project Management Professional 2011 10 CSM - Certified Scrum Master 2006 years! CSPO - Certified Scrum Product Owner 2008 CSP – Certified Scrum Professional 2015 ICAgile – Certified Professional Coach – Agile Coaching Institute 2015 Certified Professional Agile Coach , Consultant Design, Develop, Deliver, Lead – Agile Implementations (internal) Environments: DOD environment | FDA with QMS | Medical Research Collaborate with teams to facilitate their success – Agile Implementations (external) CEC – Certified Enterprise Coach (Candidate 2016) Contributions: ‘Succeeding with Agile’ – Mike Cohn UCSD Extension Adjunct Professor – ‘Agile Power Practices’ Founder – The Agile Coaching Exchange (ACE): http://www.meetup.com/ACE-Agile- Coaching-Exchange-SoCal/ Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Agile Values, Principles & Scrum
The Agile Manifesto Values of Agile Alliance Individuals and Over Processes and Tools Interactions Working Software Over Comprehensive Documentation Customer Over Contract Collaboration Negotiation Responding to Over Following a Plan Change While there is value in the items on the right, we value the items on the left more. Source: www.agilealliance.org Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Twelve Principles of Agile Our highest priority is to satisfy the The most efficient and effective method of 1. 6. customer through early and conveying information to and within a continuous delivery of valuable development team is face-to-face software. conversation. Welcome changing requirements, 2. Working software is the primary measure of 7. even late in development. Agile progress. processes harness change for the Agile processes promote sustainable 8. customer's competitive advantage. development. Deliver working software frequently, The sponsors, developers, and users should 3. from a couple of weeks to a couple be able to maintain a constant pace of months, with a preference to the indefinitely. shorter timescale. Continuous attention to technical excellence 9. Business people and developers and good design enhances agility. 4. must work together daily Simplicity--the art of maximizing the amount 10. throughout the project. of work not done--is essential. Build projects around motivated 5. The best architectures, requirements, and 11. individuals. designs emerge from self-organizing teams. Give them the environment and support they need, and trust them At regular intervals, the team reflects on 12. to get the job done. how to become more effective, then tunes and adjusts its behavior accordingly. We are aware of and acknowledge the Source: www.agilealliance.org 13. systems in which we work Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
The Scrum Framework Group design • • Work breakdown • Time estimation Validation of commitment • Commitment • • Transparency • Sprint Goals • CONTEXT Ordered list • • Initial design ready for Discovery • Development Focus • • Accountability • Transparency Commitment • • Streamline requirements into Development • Team only • Open attendance Continuous improvement • • Confirm direction • Reset momentum Validate progress • Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Scrum: Foundations & Values Values: 1. Focus: Focus on a few things at a time. 2. Courage: Scrum is all about change. 3. Openness: Everything in your project, and everyone else's project, is transparent and available for inspection and improvement. 4. Commitment: Scrum team members must be committed to success and be willing to create realistic goals and stick to them. 5. Respect: Each team member is selected for his or her strengths; along with these come weaknesses and opportunities to learn and grow. Each participant must respect everyone else. It's the golden rule within scrum. Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Connecting the dots…
Clarity? Very typical example exchange: Project Manager: Is this function done? Developer: Yes Project Manager: So, we can ship it? Developer: Well, no. It needs to be tested, and I need to write some documentation, but the code works, really. I tested it... (pause) ...on my machine. Source: 1. http://guide.agilealliance.org/guide/definition-of-done.html 2. https://www.rallydev.com/toolkits/definition-done-toolkit?nid=1220&dest=node/557&trigger_url=/rally_resource_single/1220/video 3. Jeff Sutherland, AgileLive Webinar: Getting to Done – The Power of Scrum 3Dec2014 http://www.scrum-breakfast.com/2012/11/sample-definition-of-done.html Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Physical Attributes Skin Color Gender Race Hobbies Function Family History Ethnicity Communication Style Education Social Status Family Status Profession Religion Heritage Thinking Styles Talents Work Style Wealth Languages Learning Styles Life Experiences Culture Sexual Orientation Perspectives Political Affiliation Work Location Values Beliefs 13 5/10/2016
5 Stages of Group Development Source: B. Tuckman, 1965 http://margarethillary.com/team-work/
The Definition of Ready (DoR)
The Scrum Framework • Group design Work breakdown • • Time estimation • Validation of commitment • Commitment • Transparency • Sprint Goals CONTEXT • • Ordered list • Initial design ready for Discovery • Development • Focus • Accountability Transparency • • Commitment Streamline • requirements into Development Team only • • Open attendance • Continuous improvement Confirm direction • • Reset momentum • Validate progress Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
INVEST in Good Stories I Independent Avoid introducing dependencies. Can lead to difficulty prioritizing and planning N Negotiable Negotiation breeds collaboration with the team and project stakeholders Do not need too many details Not a written contract V Valuable Value to the Product Owner, client, customer & end user E Estimable Stories are planning tools. The team should be able to estimate them. Domain & technical knowledge, story size S Sized Can be predictably completed and delivered. appropriately Smaller stories for near future, Epics (larger stories) for the future T Testable Story ‘acceptance’ or conditions of satisfaction define when we are ‘done’ Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Waste in Software Development Waste #1 - Partially Done Work Waste #2 - Extra Features Waste #3 - Relearning Waste #4 - Handoffs Waste #5 - Delays Waste #6 - Task Switching Waste #7 - Defects Source: https://dzone.com/articles/seven-wastes-software Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Exploring INVEST 5 Teams Open Space Concept Review the definition Explore the possibilities
The Definition of Done (DoD) Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Definition of Done (DoD) - Importance Key: “Defining Done” A key to a higher performing team and to projecting a difference through your leadership is facilitating a discussion around what it means to be ‘done’ at every stage of the work flow. Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
Definition of Done DoD – Definition of Done What does Done Mean? Definition: arrived at or brought to an end <one more question and we're done > socially acceptable : acceptable according to the established rules and expectations of a society Synonyms: completed, concluded, complete, down, ended, finished, over, over with, terminated, through, up Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
The Scrum Framework • Group design • Work breakdown • Time estimation • Validation of commitment • Commitment • Transparency • Sprint Goals CONTEXT • • Ordered list • Initial design ready for Discovery • Development • Focus Accountability • • Transparency • Commitment Streamline • requirements into Development Team only • • Open attendance • Continuous improvement Confirm direction • • Reset momentum • Validate progress Alicia R. McLain| www.operational-innovations.com | @AgileLeaderSD
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