liftoff - how to launch agile teams and projects

openware  

#Li%off  |  @fabioarmani  

•  Fabio Armani •  CEO of OpenWare •  Artistic Director of Different Lands •  @fabioarmani •  f.armani@open-ware.org •  armani.fabio@gmail.com

About  me  

Success  =  High  Value  Delivery  

#Li%off  |  @fabioarmani  

Li%off  

•  What  the  customer  wants  and  values  •  That  creates  value  for  the  business  •  That  the  customer  will  accept  &  exchange  value  for  

•  In  a  Hmeframe  that  suits  the  customers’  needs  •  Easily  maintainable  and  supportable  a%er  deployment    

•  In  a  way  that  leaves  team  members  ready  and  eager  to  work  on  the  next  deliverable    

From  working  teams  

What  do  you  do  to  help  project  teams  get  off  to  a  

good  start?    

Start  with  a  Booster  

#Li%off  |  @fabioarmani  

Features  &  Success  Factors  

•  The  term  kick-­‐off  designates  an  internal  workshop  at  the  beginning  of  a  project  or  at  the  start  of  a  project  phase  

•  A  kick-­‐off  at  PSE  usually  lasts  for  1-­‐2  days    •  Features:  – Whole  Team  parHcipates  and  contributes  – Agenda  with  variety  of  acHviHes,  presentaHons  by  different  people,  &  moderated  discussions  

– Higher  awareness  of  and  aVenHon  to  risks    

Features  &  Success  Factors  

•  Success  Factors:  – Facilitator/Leader  contracHng  – Establishing  Trust  – Whole  Team  involvement  – Recording  Minutes  (digital  camera)  – Offsite  LocaHon  

Plan  to  Promote  Team  Forming  

•  Provide  structure,  informaHon,  and  support  •  Dra%  an  Agile  Charter  •  Focus  on  the  “do-­‐able”  •  Define  “done”    •  IdenHfy  roles  and  responsibiliHes  •  IniHate  iteraHon  retrospecHves  •  Acknowledge  feelings  of  newness  or  confusion  •  Manage  parHcipaHon  so  everyone  has  a  voice  Set  a  tone  of  openness  and  trust    

Project  Li%off  AcHviHes  

•  CollaboraHve  Chartering  •  Kick-­‐Off  Workshops  •  IteraHon  0  •  Boot  Camps  •  RetrospecHve  &  FutureSpecHve  •  Open  Space    

Which  of  these  have  you  tried?  

One  area  most  agile  methods  are  completely  

silent  on  is  project  chartering  

Agile  Chartering  

Chartering  the  Product  Team  

Purpose  

Alignment   Context  

InspiraHon  &  meaning  

Create  an  alliance   Understand  fit  with  organizaHon  

Living  Charter  =  Chartering  

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Project  Chartering  

helps  people  answer  quesHons  like:  •  Is  the  idea  for  the  project  worthwhile?  •  How  does  the  project  further  the  organizaHon's  vision/mission?  

•  How  would  we  know  if  the  project  is  a  success?  

•  Who  is  part  of  the  project's  Project  Community?    

Li%Off  Model  

Purpose  

Alignment   Context  

InspiraHon  and  Meaning  

Purpose  

Alignment   Context  

Purpose  

P  

Vision  

Mission  Mission  Test  

Value  to  obtain  

Criteria  for  success   Result  to  accomplish  

Vision  

Vision  The  vision  defines  the  “Why”  of  the  project.  This  is  the  higher  purpose,  or  the  

reason  for  the  project’s  existence  

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Mission  

Mission  This  is  the  “What”  of  the  project  and  it  states  what  will  be  done  in  the  project  to  

achieve  its  higher  purpose  

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Criteria  

Criteria  The  success  criteria  are  management  tests  that  describe  effects  outside  of  the  

soluHon  itself  

What’s  your  current  project  purpose?    

Create  an  Alliance  

Purpose  

Alignment   Context  

Alignment  

A  

Values  

Core  Team  WA  

Value  &  Principles  -­‐  Beliefs  &  Ideals  about  Work  

Working  Agreements  -­‐  OperaHonal  Guidelines  

Cross-­‐funcHonal  group  with  a  

common  purpose  

Values  

Values  Values  &  Principles  Beliefs  &  Ideals  about  Work  

Core  team  

Core  team  Cross-­‐funcHonal  group  with  a  common  purpose  

Agreements  

Agreements  Working  Agreements  OperaHonal  Guidelines  

What’s  one  working  agreement  that  would  help  your  team  work  beVer  

together?    

Understand  fit  with  organizaHon  

Purpose  

Alignment   Context  

Context  

C  

Boundaries  

Resourses  Analysis  

Boundaries  &  InteracHons  -­‐  

Seeing  the  Systems  

ProspecHve  Analysis  -­‐  IniHal  ProjecHons    

CommiVed  Resources  -­‐  

OrganizaHon  Support    

Boundaries  

Boundaries  Boundaries  &  InteracHons  Seeing  the  Systems    

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Boundaries  

To  discover  the  boundaries  of  your  project,  explore  the  areas  of:  •  decision-­‐making  authority  •  Hme  limit  •  organizaHonal/departmental  relaHonships  •  communicaHon  needs  •  system  interfaces  

Outputs  

Outputs  

Outputs  

Our  Project  

Inputs  

Inputs  

Inputs  

Inputs  

Resources  

Resources  CommiVed  Resources  OrganizaHon  Support    

Analysis  

Analysis  ProspecHve  Analysis  IniHal  ProjecHons  

ProspecHve  Analysis      

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   IniHal  ProjecHons  

#Li%off  |  @fabioarmani  

What  difference  would  it  make  to  understand  more  about  project  context  from  

the  beginning?  

WHaW  

•  We  want  the  community  that  is  delivering  our  product  and/or  project  to  understand  the  why,  how,  and  who  of  the  iniHaHve  

Why  

Why  Why  are  we  building  this  product?  

How  

How  How  will  we  know  if  it  is  successful?  

Who  

Who  Who  is  the  project  community?  

Project  Community  

CUSTOMER  

SPONSOR  BUILDER  

Luigi

Anna

Francesco Enrico

Stefano

Maria

Nicola Lorenzo

Chartering  Session  

•  By  having  a  Chartering  session,  we  bring  the  team  together  to  create  a  common  understanding  of  the  product,  its  vision,  and  its  goals.  

Chartering  Session  

•  This  leads  to  a  higher  level  of  engagement  for  the  team  members  and  provides  a  richer  context  for  all  involved.  

Living  Charter  =  Chartering  

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IncepHon  

IncepHon  IncepHon  Deck  

IncepHon  deck  

IncepHon  deck  

Why  are  we  here?  

Why  are  we  here?  

•  This  is  a  quick  reminder  about  why  we  are  here,  who  our  customer  are,  and  why  we  decided  to  do  this  project  in  the  first  place  

IncepHon  deck  

Create  an  elevator  pitch  

Create  an  elevator  pitch  

•  If  we  have  thirty  seconds  and  two  sentences  to  describe  our  project,  what  would  be  say?  

IncepHon  deck  Product  Box  

Design  a  product  box  

•  If  we  were  flipping  through  a  magazine  and  we  saw  an  adverHsement  for  our  product  or  service,  what  would  it  say,  and,  more  importantly,  would  we  buy  it?  

IncepHon  deck  

Create  a  NOT  list  

Create  a  NOT  list  

•  It’s  preVy  clear  what  we  want  to  do  on  this  project.  Let’s  be  even  clearer  and  show  what  we  are  not  doing    

IncepHon  deck  

Meet  your  neighbors  

Meet  your  neighbors  

•  Our  project  community  is  always  bigger  than  we  think.  Why  don’t  we  invite  them  over  for  coffee  and  introduce  ourselves?    

Enterprise  TransiHon  Community  

Enterprise  TransiHon  Community  

IC-­‐Tech  

IC-­‐Meth  

Dev  CoP  

Focus  Group  

UX  CoP  

IncepHon  deck  

Show  the  soluHon  

Show  the  soluHon  

Show  the  soluHon  

•  Let’s  draw  the  high-­‐level  blueprints  of  the  technical  architecture  to  make  sure  we  are  all  thinking  of  the  same  thing  

IncepHon  deck  

What  keeps  us  up  at  night  

What  keeps  us  up  at  night  

What  keeps  us  up  at  night  

•  Some  of  the  things  that  happen  on  projects  are  downright  scary.  But  talking  about  them,  and  what  we  can  do  to  avoid  them,  can  make  them  less  scary  

Yesterday  I  zoodled  Today  I’ll  zoodlle  No  problem  

Yesterday  I  zoodled  Today  I’ll  zoodlle  No  problem  

Yesterday  I  zoodled  Today  I’ll  zoodlle  No  problem  

Scrum  Zombies  …  

IncepHon  deck  Size  it  up  

Size  it  up  

Size  it  up  

•  Is  this  thing  a  three-­‐,  six-­‐,  or  nine-­‐month  project?  

Vision   Strategy   TacHcs   Release  

IncepHon  deck  

Be  Clear  on  What’s  Going  to  Give  

IncepHon  deck  

Tradeoff  sliders  

Be  clear  on  what’s  going  to  give  

•  Projects  have  levels  like  Hme,  scope,  budget  and  quality.  What’s  the  most  and  least  important  for  this  project  at  this  Hme?    

IncepHon  deck  

Show  What  It’s  Going  to  Take  

Show  what  it’s  going  to  take  

•  How  long  is  it  going  to  take?  How  much  will  it  cost?  And  what  kind  of  team  are  we  going  to  need  to  pull  this  off?  

It’s  About  Geong  the  Right  People  on  the  Bus  

#Li%off  |  @fabioarmani  

thanks  

Fabio  Armani  www.open-­‐ware.org  

@fabioarmani  f.armani@open-­‐ware.org