agile transformation: first steps

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  1. 1. Agile Team Transformation: First Steps Thang Nguyen Scrum Master, Coach 1
  2. 2. Content What is agile? Why do we need agile? Agile team characteristics Team transformation How to do coaching 2
  3. 3. What is Agile? Agile is a set of common values and principles that the processes and tools have in common 3
  4. 4. Agile Values Individuals and interactions over processes and tool Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan 4
  5. 5. Why do we need agile? Speed to market Quality Flexibility/Agility Do the thing right and do the right thing Continuous Improvement 5
  6. 6. Agile team characteristics Self organizing Empowered Collaboration Sharing goal and objectives Own its decisions & commitment Consensus driven Constructive disagreement Constructive feedbacks Trust Motivating team 6
  7. 7. Agile team characteristics 7
  8. 8. Agile team characteristics 8
  9. 9. Team Transformation Building Trust Create Open and Support Environment Implement Feedback Channel 9
  10. 10. Building Trust Practice #1: Communication Openly One of 12 agile principles: The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Use face-to-face communication as much as possible 10
  11. 11. Building Trust Practice #2: Transparent information Single source for information across all members to foster greater understanding among team members. The knowledge base should be accessible online in real time by all locations Wiki Shared mailing list and folder Online project management tools 11
  12. 12. Building Trust Practice #3: Improve personal relationship Get the team acquainted, and to form stronger bonds, to socialize after work Set aside time each week for informal group discussions 12
  13. 13. Building Trust Practice #4: Engineering best practices Establish a set of common best practices across all team members. Scrum Master must facilitate and ensure agreement from all members. Reinforce the trust and shared values between team members. 13
  14. 14. Building Trust Practice #5: No class system No distinction should be made between team members With a class system, it will lower the trust relationship between teams. The lower class will always feel that they are left out. 14
  15. 15. Building Trust Practice#6: Lead by example Show your people that you trust others Follow the rule that team defined 15
  16. 16. Create Open and Support Environment Practice#1: Dont place blame Mistakes and disappointments happen, and it's easy to blame someone who causes these We should give constructive feedbacks on what should be changed/improved when we get the same problem next time 16
  17. 17. Create Open and Support Environment Practice #2: Conflict Resolving Conflicts are an opportunity for growth Conflicts continue to fester when ignored Handle conflict sooner rather than later 17
  18. 18. Create Open and Support Environment Practice #3: Working pairing Pair with another team member which can lead to great knowledge transfer. The understanding was much deeper and an immediate bond was created between the two who paired 18
  19. 19. Create Open and Support Environment Practice #4: Appreciate your team members Showing appreciation give team members the boost they need to stay engaged and productive. Kudos program help to motivate and recognize member contribution. 19
  20. 20. Implement Feedback Channel Encourage members to give feedback Coaching people to understand that feedback is the key for continuous improvement Individual feedback session in each quarter or whenever it is needed Team feedback session one time in each sprint or each month 20
  21. 21. Implement Feedback Channel Working on feedback: Prioritize feedbacks to decide what to work on Offer suggestions and solutions Put them to improvement backlogs and allocate time to implement the improvement Check in for progress 21
  22. 22. How to do coaching 22
  23. 23. How to do coaching Coaching Styles: Coach as Teacher Coach as Mentor Coach as Facilitator Coach as Problem Solver Coach as Collaboration Conductor 23
  24. 24. How to do coaching Coaching Level: Individual Team 24
  25. 25. How to do coaching 25
  26. 26. How to do coaching 26
  27. 27. How to do coaching 27
  28. 28. How to do coaching What should not to do: Do not clarify what benefits that the team can achieve Do not understand team project work Without knowing you, your Agile coach knows you use should start using stand ups, TDD and pair programming, etc. Force the team to do something As a coach, your primary concern should not be bringing practices into compliance. Your role is to help the team become more effective 28
  29. 29. Q&A 29