Creating agile teams - from LAST Conference
- 1. Christian van Stom Creating Agile Teams
- 2. 01 Your Host Christian van Stom Agile Coach Global Payments
- 3. 02 Today’s Webinar 1. What is Agility? 2. How do you build an Agile team?
- 4. 03 About Global Payments ● Asia-Pacific Payments Group The opinions and information contained within are those of the individuals and do not necessarily reflect the standpoint of Global Payments
- 5. 04 What is Agile?
- 6. 05 Creating Agility Understanding agility Understanding the Customer 1 Understanding the Business 2 3 agile
- 7. 06 Understanding Agility Interpreting agile values, principles and concepts ● Collaborating with customers ● Responding to change ● Fast ● Simple ● Continuously improving ● Self-managing teams ● Prioritised ● Complex ● Sustainable ● Technically excellent
- 8. Educate everyone, have open discussions and drive out fear Select a cadence, embrace retrospectives & continuous improvement Strive for transparency, understand team competency, encourage volunteering Form an agile vision, be honest about the motivation, understand change dynamics agile 07 Agile Culture
- 9. AVAILA BILITY SECURI TY ecom merce Integra ted Payme nts Stable teams are 60% more productive 60% of the variation in team effectiveness is in the design of the team 30% is the way the team is launched 10% is coaching once the team is underway A finite but dynamic range of features at play in the team The assumption is that one dynamic is the most important i.e. co-location The reality is that it’s the complete “pizza” that matters If one slice decreases or is removed the others need to grow to fill its place TEAMDYNAMICS THETEAMPIZZA Self-managing Cross-functional Co-located Long-lived SharedBehaviours Team Culture Sharedgoals Thex factor 08 Creating Agile Teams
- 10. 10 Shared Teams are the core building block for organisational agility Team Structure has a huge impact on outcome Managing Stakeholder Relationships Work Interdependent distributed leadership Responsibility Having a shared work product a set of working agreements 09 Creating Agile Teams
- 11. Self-managing teams Authority to design, plan and execute their work The team has the responsibility of deciding how to work to deliver on their commitment Team members monitor and manage their own work process and progress CASH OPERATING MARGINS CASH EPS REVENUE The team has the ability to deliver end to end value to customers The team commits to learning or acquiring any needed knowledge and skill necessary to deliver end to end value to customers Team and managers collaborate to remove organisational barriers for the benefit of value delivery to customers Cross-functional teams Commitment Accountability Trust 10 Creating Agile Teams
- 12. The 5 dysfunctions of a team (Lencioni) ● The 5 dysfunctions are interrelated and reinforcing ● They are common to all teams ● Every team, no matter how great or small requires continuous effort and improvement to remain functional ● Agile teams are no different, not a silver bullet ● Agile principles and frameworks enable a culture that supports the growth of healthy team dynamics 11 Creating Agility
- 13. Self-managing team adoption roadmap ● Provides a framework to guide team maturity ● As the team progresses ownership and responsibility transfer to the team ● Self-selection is a high-maturity activity for teams that have already become self-managing 12 Creating Agility
- 14. 13 Case Study Jun 2014 Pilot Two Scrum Teams Global Payments AU/NZ Agile Journey Timeline Scrum Launch Dec 2015 DevOps Added 5 more teams added (largely component teams) Jun 2015 DevOps team added in order to accelerate automation framework Launch of Large Scale Scrum with 7 Product Development teams Jan 2016 LeSS Lauch eWAY acquisition by GPAU/NZ and Kanban Journey initiated eWAY Kanban Apr 2016 Apr 2016 Whole of enterprise agile journey commenced for GPAU/NZ GPAU/NZ LeSS
- 15. Global Payments AU/NZ Agile Vision ● Continuous pace of features ● Continuous improvement of process and quality ● Shared priorities across the business and delivery teams ● Resilience to changing requirements ● Focus on developing a learning mindset 14 Case Study “Teams that are as reactive as possible to the changing needs of Global Payments Customers”