knowquestion :: agile team management
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The document outlines an agile approach to managing teams through a combination of Scrum and Kanban methodologies, emphasizing holistic management that integrates technology, business processes, and organizational culture. It describes key concepts like backlog, user stories, and sprints, and provides a structured process for backlog management, sprint objectives, execution, and reviews. The goal is to maximize team focus and deliver high-value products efficiently while allowing for flexibility in changing priorities.
knowquestion :: agile team management
- 1. An agile approach to managing teams
- 2. About knowquestion A specialist Information & Knowledge Management (IM/KM) consulting company We take a holistic view of organisations, instead of just small pieces of the puzzle Our expertise lies in understanding how technology, business process, and organisational culture intersect and interact We join the dots and bring people together
- 3. Services offered strategic governance knowledge management policies and plans organisational change management EDRMS, CRM & CMS implementation and integration systems / architecture design and review external and in-house skills workshops one-on-one mentoring
- 4. What is “agile management”? just in time planning & design key is to always deliver highest value products first maximises team focus and minimises distractions relies on self-managing teams
- 5. Big picture story traceability
- 6. What is “Scrum”? Three key delivery concepts: Backlog A prioritised list of incomplete user stories User stories A piece of work explicitly defined in terms of the value being delivered Sprint A fixed period for teams to self-manage the delivery of a pre-agreed set of user stories
- 7. When Scrum works Scrum is a fixed methodology with a formal assessment and certification processes Works well for dedicated project teams with a single overarching goal Lacks some flexibility ◦ for teams with multiple goals ◦ for teams who also have BAU work to do in addition to progressing change initiatives
- 8. The alternative Adopt a hybrid of Kanban and Scrum Kanban = just-in-time “pull” of work Key to success: limiting work in progress Typical limits: ◦ no more than two active stories owned by an staff member ◦ no more than 10 active team stories in total ◦ no more than 3 active stories with impediments
- 9. Hybrid agile approach Scrum processes aid cohesion and transparency Incorporate Kanban “work in progress” (WIP) for dynamic changes in priority while retaining
- 10. Hybrid agile approach 1. Backlog management Create or update list of ranked user stories 2. Set sprint objectives Agree on scope to be targeted in next sprint 3. Run sprint Complete agreed stories &/or notify of impediments 4. Review and retrospective Demo of achievements and discussion on possible improvements
- 11. Backlog management Stories are ranked by manager (product owner) in order of value To be ready for execution, stories should be small enough to complete within a single sprint Stories for later sprints need “just enough” definition to be reflective of scope A backlog “grooming” meeting mid-sprint to review/update stories can make planning faster
- 12. Set sprint objectives Based on estimated complexity, propose what is in scope for completion in next sprint Product owner and team agree on appropriate “definition of done” for each user story Finalise scope of sprint depending on outcome of discussions relating to “definition of done”
- 13. Sprint execution Project team self-manage to deliver the stories in scope for the sprint Regular status updates are provided to the product owner Any impediments to story completion are immediately flagged for resolution
- 14. Sprint review and retrospective At the end of each sprint, a review and retrospective is conducted Review stage ◦ demo of outcomes for each user story ◦ review against agreed definition of done Retrospective stage ◦ what worked? ◦ what could have been done better?
- 15. An indicative sprint cycle Meetings are run by team, not by the manager Stand up meetings are no more than 15 minutes Manager becomes product owner – sets
- 16. To learn more Contact Stephen Bounds Email sb@knowquestion.com.au Phone 0401 829 096 http://knowquestion.com.au