Taxiing, Climbing and Cruising A Model to help Coaching Agile Teams and Organizations

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1 Taxiing, Climbing and Cruising A Model to help Coaching Agile Teams and Organizations SDC Undertitel Thomas Nilsson Agile Developer, Coach & Mentor

2

3 Stealth-mode Agile Transition Pair programming Test Driven Design Automated Testing Simple Design Refactoring Continuous Integration Small Team Collective Code Ownership Small Releases Planning Game

4 Stealth-mode Agile Transition Pair programming Test Driven Design Automated Testing Simple Design Refactoring Continuous Integration Small Team Collective Code Ownership Small Releases Planning Game You are not doing X so you can t be Agile?

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6 Agile Maturity Ross Pettit, ThoughtWorks: Becoming functionally Agile requires one type of change effort...becoming highly responsive requires a different type of change effort Functionally Agile: Applying techniques that *allows*, or at least, does not hinder, Agility Highly Responsive: Difference between technique, practice and behaviour Realize, and seize, opportunities to adopt and improve Scott Ambler: AMM & APMM Process Areas and coverage Nokia Test A Better Team

7 Agile Maturity Ross Pettit, ThoughtWorks: Becoming functionally Agile requires one type of change effort...becoming highly responsive requires a different type of change effort Functionally Agile: Applying techniques that *allows*, or at least, does not hinder, Agility Highly Responsive: Difference between technique, practice and behaviour Realize, and seize, opportunities to adopt and improve Scott Ambler: AMM & APMM Process Areas and coverage Nokia Test A Better Team What?!?!?

8 There s no Shu in Agile! No Shu fits everyone! Ri Ha Shu

9 Pair Programming Advice James Shore et al.: Allow pairs to form naturally Don t assign partners Pair with different people throughout the day Richard Sheridan, CEO of Menlo Innovations: I assign pairs for a week How can they both be right?

10 A BPUF, Command & Control, Agile Transition

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12 Why Maturity Models? Reasons Level of Agility Benchmarking Follow up Transitioning Activities Planning a Transition Coaching : What could be done next? Indicators instead on Measurements On the spot coaching

13 Pair Programming Advice (revisited) When... People don t know each other... There is not enough trust... Don t think alike... Understand the domain or application... It depends! Rotate Spontaneously All the Time Rotate on Task Switch Scheduled Rotation Rotation to build relations and confidence

14 Pair Programming Advice (revisited) When... People don t know each other... There is no trust... Don t think alike... Understand the domain or application... It depends! Although there is more value on the left there actually can be value Rotate Spontaneously All the Time also on the right... Rotate on Task Switch Scheduled Rotation Planned Rotation to build relations and confidence

15 A Few More Examples Paying back Technical Debt Never Allow Technical Debt and Refactor Everything Now On Sight at Fly-by Stories for Refactoring Automated Acceptance/Functional Testing Automate Everything Now Automate Everything New Automate Some New Automate One New

16 A Few More Examples Paying back Technical Debt Never Allow Technical Debt and Refactor Everything Now #1 rule of getting On Sight at Fly-by Stories for Refactoring out of a hole is to Automated Acceptance/Functional Testing stop digging Automate Everything Now Automate Everything New Automate Some New Automate One New

17 A Few More Examples Paying back Technical Debt Never Allow Technical Debt and Refactor Everything Now #1 rule of getting On Sight at Fly-by Stories for Refactoring out of a hole is to Automated Acceptance/Functional Testing stop digging Automate Everything Now Automate Everything New Automate Some New Automate One New...or at least digging more slowly

18 Variations in techniques Scrum Master: Coach <-> Team Lead Daily Standup: Focus Progress/Impediments <-> 3 Questions TDD: Seasoned <-> Starting Out Automated Testing: Every Story Always <-> Once in a while Refactoring: ditto Degree of cross-functional: Helping Culture <-> Specialists Sprint Planning: Questions & Answers <-> Commands Retrospectives: Fixing the problem <-> Listing problems Planning: Relative Points <-> Ideal Working Days <-> Man-hours Product Owner:...

19 Variations in techniques Scrum Master: Coach <-> Team Lead Daily Standup: Focus Progress/Impediments <-> 3 Questions TDD: Seasoned <-> Starting Out Automated Testing: Every Story Always <-> Once in a while Refactoring: ditto Indicators of Degree of cross-functional: Helping Culture <-> Specialists Agile Culture Sprint Planning: Questions & Answers <-> Commands Retrospectives: Fixing the problem <-> Listing problems Planning: Relative Points <-> Ideal Working Days <-> Man-hours Product Owner:...

20 There is Shu in Agile! Agile Ri Ha Shu

21 Stages of the Agile flight Taxiing - trying to find the runway Learning, searching, stability, hard rules Building trust, in you, in your team, from the surrounding organization Finding any way techniques can be applied Take-off - apply full power Building speed, applying the technique to the max Helping, focusing according to common,visible, view of priority Adding techniques and tweaking to get more out of them Knowing the direction Climbing - rotate and maintain speed Using the speed to deliver value Make sure you don t lose speed or waste fuel Cruising Continuously and consistently delivering value and improving

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23 Flight of the developer Is it about me?

24 Flight of the team Are we on the runway yet?

25 Flight of the organisation Flow, Pull, Innovate

26 Flight of the Agile! It s not what you do, but how! Thomas Nilsson

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