how$leadership$can$‘form’$an$agile$ecosystem$...anatomy of an obstacle board obstacle board 4....

How Leadership can ‘FORM’ an Agile Ecosystem

Brian M. Wills – President, MaxAgility CorporaEon / VP, BridgePort Digital Enterprise Agile Coach, ICP-‐Agile Coach CSM, CSPO, CSP, SAFe SPC, PMP, Cer:fied Large Scale Scrum (LeSS) Prac::oner (CLP)

Agenda – PM Sunnyvale Insights Meetup

Time DescripEon 5:30pm Sign In & Networking 6:15pm Featured Speaker 8:30pm Mee:ng Adjourn

Client List

Eleven “giants” are out to destroy your Agile Transforma?on Crea&ng an Agile Ecosystem is cri?cal to bea?ng them!

We are uncovering be.er ways of producing valuable, working Agile Transforma2ons by doing it and helping others do it through the Agile Mentoring Program (AMP), a self-‐organizing, cell-‐division framework.

-‐-‐ Agile Mentoring Program (AMP) Coali:on Vision

AMP – EducaEon and Mentoring – Track LisEng

Track Name Audience Agile Team Facilitator (ATF) Agile Coaches (CEC, CTC), ScrumMasters (CSM), Kanban Masters

Agile Product Owner (APO) Product Owners (CSPO), Product Managers, Chief Product Owners, PorXolio Managers

Agile Team Member (ATM) Dev, Ops, All Agile Team Member personnel

Agile Dev Management (ADM) Dev Managers, Directors, Senior Directors, ExecuEves*

Agile Program & Release Mgmt (APR) Project Managers (PMP), Program Managers, Release Train Engineers (SAFe SA, LeSS), PorXolio Managers

Agile ENgineering (AEN) Agile Engineering Leadership and Team Members (Architects). Includes CI, CD, TDD, etc.

What do you think is a Manager’s #1 quesEon in an Agile TransformaEon?

“How does my role change in an Agile world?”

Close your eyes and think of …

Your best manager … and your worst manager. Tell your neighbor about them!

O b s t a c l e R e m o v e r F u n : M a k e W o r k p l a c e E n j o y a b l e

R e w a r d Te a m M e n t o r & C o a c h Te a m

The best Managers “FORM” an Agile Ecosystem:

I get by with a liEle help from my friends!

Carla Gizzi Chloë Bregman Chris Gagne Danny OrEz-‐Wills David Bakhtnia Rusty Haley Simon Chesney

Each “Sta?on” will have a Facilitator

Carla Gizzi

Each “Sta?on” will have a Facilitator

Fun work environment

Make your Workplace Enjoyable

F u n : M a k e W o r k p l a c e E n j o y a b l e

Agile Managers “FORM” the environment for successful transforma?ons:

Leadership is responsible for creaEng an Agile Ecosystem that is Fun! Create a compelling, thriving workplace where people want to come in to work every day.

Fun workplace?!? Why?

Create Agile CoE

Grow Scrum Masters

Educate Everyone

Cul:vate Community

Measure Progress

43% greater producEvity (Hay Group) 33% higher profitability (Gallup) 37% increase in sales (Shawn Achor -‐ Harvard) 300% more innovaEve (HBR) 51% lower staff turnover (Gallup) 66% lower sick leave (Forbes) 125% less burnout (HBR) Source: Scrum: The Art of Doing Twice the Work in Half the Time

“Happy employees are producAve employees!”

The An?-‐PaIern

Workshop ?me! Divide up across sta?ons!

Facilitators will help you brainstorm on ideas to …

Make your Workplace Fun!

Fun Obstacle Remover Reward Team Mentor & Coach Team

Six minutes for group exercise

Obstacle Remover

O b s t a c l e R e m o v e r

When Team & ScrumMaster cannot remove Obstacles, Func2onal Managers are next!

Fun Facts!

Teams that remove their Obstacles in less than 24 hours

double their Velocity!

Anatomy of an Obstacle Board

Obstacle Board

4. Obstacles Smashed

2. Obstacles Returned to Team

1. New Obstacles

3. Obstacles

Being Worked

1.  SMs place new Obstacles in the "New Obstacle" area. SM starts with Team Board and then moves for additional support to the SoS/Product board then to the Director board

2.  If the owner of the Obstacle board does not understand the request or understands it is not their area of responsibility, they move it to the "Return to Team" area with a

3.  Obstacles being worked are placed in the working area by the working team and assigned to a single owner. Status is often written as progress is made.

4.  When the assigned owner convinces the SM that an Obstacle is closed, the SM will move the item to the "Completed" area. Only the SM can accept Obstacle as closed and remove the Obstacle from board.

Written Obstacle format:

1) Obstacle: Build Machine broken 2) Impact: Builds can't be built and the full team is blocked 3) What's Needed: Need new server with xyz specs <Date if other than ASAP>. 4) Previous Owner: <Owner from last board> 5) Project: PCCE 6) Date Promoted/Raised: 4-22-16/4-2-16 7) ScrumMaster: S.M. Awesome If the written Obstacle is not clear then the resolution will be slowed down.

Let’s brainstorm on ideas to …

Remove Obstacles!

Fun Obstacle Remover

Reward Team Mentor & Coach Team

Reward Team

R e w a r d Te a m

Change mindset from rewarding individuals to rewarding teams!

W h o d o e s n ’ t l o v e c h o c o l a t e ? B o w l i n g ?

M o v i e n i g h t s c a n b e f u n ! Te a m h i k e , a n y o n e ?

Reward the Team!

Innova?ve Reward Systems!

Simon Chesney

Reward the Team! Fun Obstacle Remover Reward Team Mentor & Coach Team

Break Time!

Mentor & coach teams

If a Func:onal Manager has a technical background this can con2nue to be a technical mentoring rela2onship This is primarily about becoming a “professional work / life Coach.” Employees are whole beings who have families and problems and must know that their direct Leadership authen2cally cares for them.

M e n t o r & C o a c h Te a m

Backlog: Increase Employee Engagement – Gallup’s “Q12” Metrics

Create Agile CoE

Grow Scrum Masters

Educate Everyone

Cul:vate Community

Measure Progress

Every six months, ask each person on the team these ques:ons rated on scale of 1 to 5:

1.  Do I know what is expected of me at work?

2.  Do I have the materials and equipment I need to do my work right?

3.  At work, do I have the opportunity to do what I do best everyday?

4.  In the last seven days, have I received recogni:on or praise for good work?

5.  Does my supervisor or someone at work seem to care about me as a person?

Increase Employee Engagement – Gallup’s “Q12” (Cont’d)

Create Agile CoE

Grow Scrum Masters

Educate Everyone

Cul:vate Community

Measure Progress

6.  Is there someone at work who encourages my development?

7.  At work, do my opinions seem to count?

8.  Does the mission of my company make me feel like my work is important?

9.  Are my co-‐workers commiked to doing quality work?

10. Do I have a best friend at work? 11.  In the last six months, have I talked with

someone about my progress?

12. This last year, have I had opportuni:es at work to learn and grow?

Mentoring & Coaching Team Self Learning Plan – Recommended Reading Agile Change

Agents

• Coaching Agile Teams by Lyssa Adkins, Drive by Dan Pink, XLR8 by John Koker

Product Owners

• User Stories Applied by Mike Cohn

Architects

• Clean Code by Robert Mar:n

Leadership

• Management 3.0 by Jurgen Appelo

Mentor & coach the Team! Fun Obstacle Remover Reward Team Mentor & Coach Team

Who has *courage* and wants to tell everybody what FORM means?

Report out &me! Pick one person from your sta&on and summarize your FORM highlights!

2m to priori&ze

2m each sta&on to report out

Capture what you can do to implement FORM at your company! (6m)

Volunteer Opportuni2es!

Want to learn more about Agile? Want to Give Back to the community?

1. Meetup Sta:on Leader 2. Agile 101 Workshop Co-‐presenter

3.  New! Agile Elder Care Copy Editor

Before you go …

How can we improve this session for next 2me?

Event Feedback – Anonymous Vote!

1. How likely is it that you would recommend this event to a friend or colleague?

2. What changes would the Presenter have to make for you to give it a higher ra2ng?

Thank you! How Leadership can ‘FORM’ an Agile Ecosystem

Brian M. Wills – President, MaxAgility CorporaEon / VP, RomeAgile, Agile TransformaEon Services Enterprise Agile Coach, ICP-‐Agile Coach CSM, CSPO, CSP, SAFe SPC, PMP, Cer:fied Large Scale Scrum (LeSS) Prac::oner (CLP) Email: brian@maxagility.com

how$leadership$can$‘form’$an$agile$ecosystem$...anatomy of an obstacle board obstacle board 4....

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