Chair of Software Engineering for Business Information Systems (sebis) Faculty of InformaticsTechnische Universität Münchenwwwmatthes.in.tum.de
Identifying recurring Challenges and Best Practices of Agile Coaches and Scrum Masters and Documenting them as a part of a Large-Scale Agile Development Pattern LanguageNina-Mareike Harders, 11.01.2019, Kick-Off Presentation Master’s Thesis
1. Motivation
2. Goal of the Thesis
3. Research Approach
4. Research Roadmap
5. Current Results
6. Next Steps
Outline
© sebis19-11-01 Nina-Mareike Harders Kick-Off Presentation Master’s Thesis 2
Motivation
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… promises better products and higher customer satisfaction by continuous delivery and active customer involvement, deals better with changing requirements [5]
AGILE
Existing research at sebis found 14 Stakeholders having 79 challenges [3]
RESEARCH
Companies are inspired by the success of agile methods for small, co-located teams and apply them to large-scale projects [1,3]
LARGE-SCALE
… provide a structured solution to a recurring problem [4]
PATTERNS
… arise on different levels for different stakeholders, making it hard to obtain success at large-scale agile development [1,2,3]
CHALLENGES
… guides the user through the patterns based on his characteristics
LANGUAGE
Goal of the Thesis
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Goal of the Thesis
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1
EVALUATEEvaluate the large-scale
agile development pattern language
a) By industry partnerb) By researchers
2
IDENTIFYInterview
a) Scrum Mastersb) Agile Coaches
regarding their best practices for recurring
challenges
3
DOCUMENTWrite down best practices
as patterns
Agile Coach [7] Scrum Master [6]• not part of the development team• create a productive, self-organized, agile team• works with existing teams• supports, gives feedback, trains• create mindsets and methods
• part of the development team• enable development process• promote agile values and practices• manage meetings• remove impediments
• Dealing with doubts in people about changes• Dealing with incorrect practices of agile development• Dealing with black and white mindsets• Dealing with closed mindedness• Establishing a common understanding of agile thinking and
practices• Encouraging development teams to talk about tasks and
impediments• Building an effective coaching model
• Coordinating geographically distributed agile teams• Facilitating agile teams to participate at cross-shore meetings• Synchronizing working hours of cross-shore agile teams • Dealing with lacking team cohesion at different locations• Building trust of stakeholders in agile practices• Establishing a culture of continuous improvement• Rearranging physical spaces• Dealing with higher-level management interferences• Dealing with cultural differences between cross-shore agile teams• Encouraging development teams to talk about tasks and
impediments• Synchronizing sprints in the large-scale agile development
program
Agile Coach vs. Scrum Master
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Challenges identified in [3]
Research Approach
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— Evaluation of Pattern Language:— Interviews with at least 15 industry partners (in progress)
— Quantitative and qualitative questions— First results on next slides
— Shepherding
— Finding recurring challenges and best practices:— Interviews with agile coaches and scrum masters — Applying rule of three
— Design science research
ShepherdAuthorIncrementalVersion
Discussions
Original Version
Original Version
Final Version
Shepherding Process according to [8]
Conference Committee
Schedule
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Developing Pattern Language
Evaluating Pattern Language
Interviewing Agile Coaches and Scrum Masters
Documenting Patterns
Reviewing Literature
NOV DEZ JAN FEB MAR APR MAY
official start15th November 2018
official end15th May 2019
Writing Master’s Thesis
Very valuable
Not valuable at all
Very valuable Not valuable at all
Veryvaluable Not valuable at all
Veryvaluable Not valuable at all
Veryvaluable Not valuable at all
Veryvaluable Not valuable at all
Veryvaluable Not valuable at all
Veryvaluable Not valuable at all
Stakeholder
Initiative
Challenge
Coordination Pattern
Methodology Pattern
Viewpoint Pattern
Anti-Pattern
Principle
First Results
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Data gathered in 10 interviews
Question: „In your opinion, how valuable is the inclusionof the element ‚xyz‘ into theconcept modell of theLSADPL?“
Mean Standard-deviation
1 0
2,8 1,4
1,1 0,32
2 1,41
1,8 1,03
1,5 0,71
1,5 0,97
2,1 0,88
Very meaningful Not meaningful at all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Very meaningful Not meaningfulat all
Stakeholder à Challenge
Initiative à Challenge
Challenge à Principle
Challenge à Methodology Pattern
Challenge à Viewpoint Pattern
Principle à Viewpoint Pattern
Coordination Pattern à Viewpoint Pattern
Challenge à Coordination Pattern
Very meaningful Not meaningfulat all
Methodology Pattern à Viewpoint Pattern
Very meaningful Not meaningfulat all
Coordination Pattern à Methodology Pattern
First Results
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Data gathered in 10 interviews
Question: „In youropinion, howmeaningful is therelationshipbetween theelements ‚abc‘ and‚xyz‘?
Mean Standard-deviation
1 0
2,8 1,4
1,9 1,45
1,5 0,97
1,1 0,32
1,8 1,4
2,9 1,73
1,6 0,97
1,4 0,52
1,9 1,1
First Results
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Yes70%
No30%
SEPARATE M AND C PATTERNS
Yes90%
No10%
CONNECT ANTI-PATTERNS
Next Steps
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Finishing evaluation interviews
Incorporating evaluation
results
Preparing paper for
Shep-herding
Designing the best
practices Interview
Conducting interviews
[1] Dingsøyr, T., & Moe, N. B. (2014). Towards Principles of Large-Scale Agile Development. In Agile Methods. Large-Scale Development, Refactoring, Testing, and Estimation (Vol. 199, pp. 1–8). Cham: Springer International Publishing. http://doi.org/10.1007/978-3-319-14358-3_1[2] Challenges and success factors for large-scale agile transformations: A systematic literature review. (2016). Challenges and success factors for large-scale agile transformations: A systematic literature review. Journal of Systems and Software, 119, 87–108. http://doi.org/10.1016/j.jss.2016.06.013[3] Uludag, Ömer & Kleehaus, Martin & Caprano, Christoph & Matthes, Florian. (2018). Identifying and Structuring Challenges in Large-Scale Agile Development Based on a Structured Literature Review. 10.1109/EDOC.2018.00032. [4] Jan vom Brocke, Peter Fettke, Peter Loos, Stefan Junginger, Christoph Moser, Wolfgang Keller, Florian Matthes, Alexander Ernst, & Winter, R. (2009). Patterns in der Wirtschaftsinformatik. Wirtschaftsinformatik, 51(6), 535–542. http://doi.org/10.1007/s11576-009-0195-5[5] Dingsøyr, T., Nerur, S. P., Balijepally, V., & Moe, N. B. (2012). A decade of agile methodologies - Towards explaining agile software development. Journal of Systems and Software, 85(6), 1213–1221. http://doi.org/10.1016/j.jss.2012.02.033[6] Bass, J. M. (n.d.). Scrum Master Activities: Process Tailoring in Large Enterprise Projects (pp. 6–15). Presented at the 2014 IEEE 9th International Conference on Global Software Engineering (ICGSE), IEEE. http://doi.org/10.1109/ICGSE.2014.24[7] Davies, R., & Sedley, L. (2009). Agile coaching. Pragmatic Bookshelf.[8] Lucrédio, Daniel & Santana De Almeida, Eduardo & Alvaro, Alexandre & Garcia, Vinicius & Kessler Piveta, Eduardo. (2004). Student's PLoP Guide: A Pattern Family to Guide Computer Science Students during PLoPConferences.
References
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Technische Universität MünchenFaculty of InformaticsChair of Software Engineering for Business Information Systems
Boltzmannstraße 385748 Garching bei München
Tel +49.89.289.Fax +49.89.289.17136
wwwmatthes.in.tum.de
Nina-Mareike HardersB.Sc.
BACKUP SLIDES
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Further Statistics on Interview Partners
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Enterprise Architect
30%
Project Manager
10%Senior Developer
10%
Agile Coach20%
Solution Architect
10%
Plattform Architect
10%
Principal Key Expert10%
ROLE
1-3
3-6
> 6
YEARS OF ENTERPRISE'S EXPERIENCE
1-3
3-6
> 6
YEARS OF OWN EXPERIENCE
Further Statistics on Interview Partners
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Finanz, Versicherung,
Immobilie
IT, Technologie
Einzel-/Großhandel
Dienstleistung
Kommunikation, Versorgung
Sonstiges
SECTOR
11 - 50
5001 - 10000
10001 - 5000050001 -100000
100001 -200000
> 200000
ENTERPRISE SIZE