Agile Vietnam Five Core Concepts
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This document presents five core concepts for competing with change: 1) Team Teams which emphasizes shared work and responsibility, 2) Self-managing Teams which have authority over their work, 3) Cross-functional Teams with all needed skills, 4) Short Iterative Full-Cycle Feedback with frequent feedback, and 5) Lowering Cost of Change through strategies like reducing work in progress. It also introduces the presenters, Steven Mak and Stanly Lau from Odd-e, and provides resources on agile, scrum, technical practices, teams, and scaling.
Agile Vietnam Five Core Concepts
- 1. www.odd-e.com Competing with Change with Five Core Concepts Sunday, October 23, 11
- 2. Who am I? • Name: Steven Mak • Agile Coach at Odd-e • Lives in Hong Kong • Agile, TDD Coaching • I love coding - Java, C/C++, PHP, Perl, and some weird ones • I speak English, Cantonese, and Mandarin 2 Sunday, October 23, 11
- 3. Who am I? • Name: Stanly Lau • Originate & lives in Singapore • Works for Odd-e • Agile coach, SW developer • Insurance, Mobile Safety & Education • Java, .Net 3 Sunday, October 23, 11
- 4. 5 Core Concepts 4 Sunday, October 23, 11
- 5. Perfection Vision Create the organizational ability to respond to changes by being able to to deliver or change direction at any time without additional cost 5 Sunday, October 23, 11
- 6. 1. Team Teams • Shared work product • Interdependent work • Shared responsibility • Set of working agreements • Responsibility for managing the outside-team relationships • Distributed leadership 6 Sunday, October 23, 11
- 7. Shared Responsibility 7 Sunday, October 23, 11
- 8. 2. Self-managing Teams • The team together has the authority to: - Design, plan, and execute their task - Monitor and manage their progress - Monitor and manage their process 8 Sunday, October 23, 11
- 9. Empowerment 9 Sunday, October 23, 11
- 10. Text from: “Leading teams” By Richard Hackman Authority Matrix Setting overall direction Management Designing the team and Responsibility its organizational context Monitoring and managing work process and progress Team’s Own Responsibility Executing the team task Manager- Self- Self- Self- led Managing Designing Governing teams teams teams teams 10 Sunday, October 23, 11
- 11. 3. Cross-functional Teams • All skills needed to build the product • Balancing specialization with generalization • Close cross-functional collaboration 11 Sunday, October 23, 11
- 12. Multi-learning 12 Sunday, October 23, 11
- 13. 4. Short Iterative Full-Cycle Feedback • Feedback - For improving product - For improving ways of working • Iterative - repeating same activities • Full-cycle - not phased • Short - typically 2 weeks Thanks to Jeff Patton 13 Sunday, October 23, 11
- 14. Inspect-adapt 14 Sunday, October 23, 11
- 15. 5. Lowering Cost of Change • Make responding to change economical • Common strategies: - Lower work in progress - Remove duplication - Lowering complexity - Automation 15 Sunday, October 23, 11
- 16. Improvement 16 Sunday, October 23, 11
- 17. Resources 17 Sunday, October 23, 11
- 18. Discuss Training in workshop Develop in concurrence Deliver for acceptance 18 Sunday, October 23, 11
- 19. Articles • Scrum Primer: - http://www.scrumprimer.org • Lean Primer: - http://www.leanprimer.com • Feature Teams Primer: - http://www.featureteams.org/ • Acceptance Test-Driven Development with Robot Framework - http://www.a-tdd.org 19 Sunday, October 23, 11
- 20. Books - Agile 20 Sunday, October 23, 11
- 21. Books - Scrum 21 Sunday, October 23, 11
- 22. Books - Technical Practices 22 Sunday, October 23, 11
- 23. Books - Teams 23 Sunday, October 23, 11
- 24. Books - Scaling Practices for Scaling Lean & Agile Scaling Lean & Agile Development Development Thinking and Organizational Tools Large, Multisite, and Offshore Products for Large-Scale Scrum with Large-Scale Scrum Craig Larman Craig Larman Bas Vodde Bas Vodde 24 Sunday, October 23, 11
- 25. Thank you steven@odd-e.com stanly@odd-e.com 25 Sunday, October 23, 11