Agile Teams
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The document provides an overview of agile concepts, principles, frameworks and challenges for agile teams. It discusses agile planning, estimating, reporting and tracking processes. Key topics covered include working in agile teams, factors affecting them, team dynamics and challenges along with solutions. Continuous improvement, governance and questions from participants are also addressed.
Agile Teams
- 1. Agile Team CONCEPTS, GREAT TEAMS & CHALLENGES HAMMAD AHMAD
- 2. * 2 Before We Begin Engage and interact Think about your questions Take Notes Have you tried Agile...and failed? Remove distractions (phone, email etc). To get the most out of the session: PLEASE SWITCH MOBILE PHONES OFF OR SILENT
- 3. * 3 - About Me - Agile Overview - Agile Principles - Agile Frameworks - Planning, Estimating, Forecasting, Reporting & Tracking - Working in a Team - Manifesto of Agile Software Development - Factors Affecting Agile Teams - Agile Team Dynamics - Challenges & Solutions - Continuous Improvement Process - Governance - Q & A Agenda
- 4. * 4 About Me ProgramManager–Microsoft Solutions Niteco,Hanoi,Vietnam MCSD, MCAD,MCSA, MCITP,MCDBA,MCSE, MVP(2011,2012,2014) CertifiedScrum Professional CertifiedScrum Master ContactDetails: Email: hammad.ahmad@niteco.se LinkedIn:https://vn.linkedin.com/in/hammadahmad990
- 6. * 6 Agile Overview Traditional Project Management Model
- 9. * 9 Agile Overview Agile Principles 1. Our highest priority is to satisfy the customer through earlyand continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer'scompetitive advantage. 3. Deliver working software frequently, from a couple of weeksto a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work togetherdaily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need and trust them to getthe job done. 6. The most efficient and effective method of conveying information to and within a development team isface-to-face conversation.
- 10. * 10 Agile Overview Agile Principles 7. Working software is the primary measure ofprogress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and gooddesign enhances agility. 10. Simplicity -- the art of maximizing the amount of work notdone -- is essential. 11. The best architectures, requirements, and designs emergefrom self-organizingteams. 12. At regular intervals, the team reflects on how to becomemore effective, then tunes and adjusts its behavioraccordingly.
- 12. * 12 Agile Overview 20 mins max Agile Frameworks
- 13. * 13 Agile Overview Agile Frameworks Lean Kanban
- 14. * 14 Agile Overview Agile Frameworks Value Added Value Added • Task time is typically 10% of total process time (lead time). • Less than 30% of the tasks in a process add value from the customer’s perspective
- 16. * 16 Agile Overview Planning & Estimating
- 17. * 17 Agile Overview Planning & Estimating ✓ Well defined objective & goals ✓ Identified Minimum Valuable Product (MVP) ✓ Availability of team for estimating ✓ Prioritised backlog ✓ Idea of key milestones/releases and completion dates ✓ Known team velocity (ideal)
- 18. * 18 Agile Overview Planning & Estimating Backlog will contain varying sizes of work - this is natural
- 19. * 19 Agile Overview Planning & Estimating
- 20. * 20 Agile Overview Planning & Estimating
- 21. * 21 Reporting&Forecasting Daily Stand-up 15mins maxAgile Overview
- 22. * 22 Agile Overview Reporting & Forecasting Daily Stand-up - 15mins max
- 23. * 23 Agile Overview Reporting & Forecasting
- 24. * 24 Working in a Team
- 25. * 25 Working in a Team Manifesto of Agile Software Development Individuals and Interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan
- 26. * 26 Working in a Team Factors Affecting Agile Team Customers Distances Time zones Environment Tools People
- 27. * 27 Working in a Team FactorsAffectingAgileTeam People • Most important factor • Skills • Collective responsibility • Self organizing team • Relationships • Aspirations
- 28. * 28 Working in a TeamFactorsAffectingAgileTeam Customers • Partners • Sponsors of innovation • Sponsors of growth • Relationship affects team morale • Part of the team
- 29. * 29 Working in a Team FactorsAffectingAgileTeam Distances • Create hurdles for • Communication • Collaboration • Feedback • Relationship • Team work
- 30. * 30 Working in a Team Time zones • 24x7 work culture • Affects collaboration • Cultural issues FactorsAffectingAgileTeam
- 31. * 31 Working in a Team Tools • Right tool for the job • Tools forced top down • fail on the ground • Let the team choose • Shared toolset FactorsAffectingAgileTeam
- 32. * 32 Working in a Team Environment • Open work environment • No artificial barriers • Freedom of expression • Encourage innovation • Encourage “fail fast” • Positive energy
- 33. * 33 Working in a Team Agile Team Dynamics • Challenges faced by the team • Practices and Processes evolved to solve challenges • Just “ the way an agile team works ” Forming Storming Norming Performing Tuckman’s Group Development Model Adjourning
- 34. * 34 Working in a Team Challenges & Solutions Freelancer One man Army (must play all roles) Takes up all roles, Learns from mistakes & failures Independent Decisions (might remain unchallenged) Takes opinion and support from the community Single point of failure (increased risk to delivery) Hires more freelancers or switches to a vendor
- 35. * 35 Working in a Team A Dev Pair • Must be multi talented and multi functional • Team building starts • Easy collaboration with Customer • Introduction of Agile practices starts e.g. Pair Programming • Decisions get discussed/challenged • Sense of collective responsibility • Scaling issues begin to surface Challenges & Solutions
- 36. * 36 Working in a Team A Dev Pair Must be multi functional Pair splits, takes up different roles Scalability challenges Code generation, Test automation frameworks begin to emerge Lack of certain skills Forced learning happens, Specialists are hired for specific tasks Challenges & Solutions
- 37. * 37 Working in a Team Small Collocated Team • Team Structure • 2 Dev pairs • 1 BA • 1 QA Challenges & Solutions
- 38. * 38 Working in a Team Small Collocated Team • Collective ownership and responsibility • Direct collaboration with customer • Distribution of workload • No communication overheads • Immediate and direct feedback • Overlap of roles Challenges & Solutions
- 39. * 39 Working in a Team Small Collocated Team Need for team space Team and customer move into an office Open, highly collaborative environment Overlap of roles (confusion and conflicts) Roles get defined and assigned Challenges & Solutions
- 40. * 40 Working in a Team Small Distributed Team • Team Structure • 1 Dev pair (onsite) • 1 BA (onsite) • 1 Dev pair (offshore) • 1 QA (offshore) Challenges & Solutions
- 41. * 41 Working in a Team Small Distributed Team • Onsite team collaborates directly with Customer • Offshore team collaborates indirectly with Customer • Work gets done 24x7 • Collaboration challenges surface • Division of responsibilities • Lack of context begins to hurt • Communication overheads due to distance/time differences • Feedback cycles become larger • Cultural issues surface Challenges & Solutions
- 42. * 42 Working in a Team Small Distributed Team Collaboration challenges Collaboration tools emerge Working hours adjusted to create overlap Lack of context Rotation of people between locations Daily stand-up meetings and calls Larger feedback cycles Collective code ownership encouraged Continuous Integration is introduced Challenges & Solutions
- 43. * 43 Working in a Team Large Collocated Team • Team Structure • 8 Dev pairs • 2 BAs • 2 QAs • 1 IM/PM Challenges & Solutions
- 44. * 44 Working in a Team Large Collocated Team • Higher capacity to deliver • Collaboration with Customer gets indirect • Collective ownership begins to hurt • Difficult to roll out technical and process changes • Need for Managers become apparent • Need for Tracking tools felt Challenges & Solutions
- 45. * 45 Working in a Team Large Collocated Team Customer’s availability BAs become proxy customers User stories get larger – well defined requirements Collective ownership hurts Dev huddles, Dev lunches, Dev training Individual BAs start owning features Difficult to rollout changes (conflicts of opinion, lack of awareness) Leadership from Tech leads/Sr Devs Technology/Process coaches called in Challenges & Solutions
- 46. * 46 Working in a Team Large Distributed Team • Team Structure • 2 Dev pairs (onsite) • 1 BA (onsite) • 1 PM (onsite) • 6 Dev pairs (offshore) • 2 BAs (offshore) • 2 QAs (offshore) • 1 IM (offshore) Challenges & Solutions
- 47. * 47 Working in a Team Large Distributed Team • Collaboration becomes difficult • Customer availability and feedback becomes scarce • Collective ownership hurts more • Scaling challenges peak • High expectations from offshore team • Customers may not realize all the challenges • Localized groups of expertise begin to form • Difficult situations turn into ugly Blame Games • People become “email addresses” or “voices over phone” Challenges & Solutions
- 48. * 48 Working in a Team Challenges and Solutions Collaboration becomes difficult Tracking and collaboration tools used Time overlap b/w two teams increased Separation of responsibilities Daily hand off calls Scaling challenges peak High expectations of customer Specialized sub-teams created Showcases, Daily updates, Reports Frequent releases People become emails/voices, Blame games Video conferencing introduced Greater rotation between teams sought Team ambassadors Team building activities – Outings, Goodies Challenges & Solutions
- 49. * 49 Continuous Improvement Process Retrospectives 4 key questions: 1. What worked well 2. What didn’t work well 3. What puzzles me or is interesting 4. What we’re going to change Pick only 1 and DO it before the next Retro
- 50. * 50 Governance • Manage risk • Separation of business & project governance • Separation of stakeholders & decision making • Continued Business Case justification • Formal decision points or gates • Alignment to strategic pillars • Document & agree changes Agree governance points Monthly, each release (3 sprints etc) Agile reporting tool as input Re-baseline on agreed changes
- 51. * 51 Notes ✓ Planning fallacy - we naturally under estimate ✓ Law of deadlines works - but not too much ✓ Half Agile = Tragile ✓ Agile is a mindset - a way or working the frameworks help you DO Agile ✓ Learning Agile concepts is easy, living them is hard ✓ Governance still exists in Agile - just align it so there is no duplication ✓ Sprint deadlines are real and must be firm ✓ Measure & track your team’s velocity
- 52. * 52