Liftoff - how to launch Agile teams and projects
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Fabio Armani, CEO of Openware, emphasizes the importance of effective project kick-off workshops to align teams and clarify project goals. Key elements for success include team participation, trust-building, defining roles, and maintaining communication. Project chartering is highlighted as a crucial process to establish purpose, alignment, and criteria for success within the team.
Liftoff - how to launch Agile teams and projects
- 1. openware #Li%off | @fabioarmani
- 2. About me • Fabio Armani • CEO of OpenWare • Artistic Director of Different Lands • @fabioarmani • f.armani@open-ware.org • armani.fabio@gmail.com
- 3. Success = High Value Delivery #Li%off | @fabioarmani
- 4. Li%off • What the customer wants and values • That creates value for the business • That the customer will accept & exchange value for • In a Hmeframe that suits the customers’ needs • Easily maintainable and supportable a%er deployment • In a way that leaves team members ready and eager to work on the next deliverable
- 6. What do you do to help project teams get off to a good start?
- 7. Start with a Booster #Li%off | @fabioarmani
- 8. Features & Success Factors • The term kick-‐off designates an internal workshop at the beginning of a project or at the start of a project phase • A kick-‐off at PSE usually lasts for 1-‐2 days • Features: – Whole Team parHcipates and contributes – Agenda with variety of acHviHes, presentaHons by different people, & moderated discussions – Higher awareness of and aVenHon to risks
- 9. Features & Success Factors • Success Factors: – Facilitator/Leader contracHng – Establishing Trust – Whole Team involvement – Recording Minutes (digital camera) – Offsite LocaHon
- 10. Plan to Promote Team Forming • Provide structure, informaHon, and support • Dra% an Agile Charter • Focus on the “do-‐able” • Define “done” • IdenHfy roles and responsibiliHes • IniHate iteraHon retrospecHves • Acknowledge feelings of newness or confusion • Manage parHcipaHon so everyone has a voice Set a tone of openness and trust
- 11. Project Li%off AcHviHes • CollaboraHve Chartering • Kick-‐Off Workshops • IteraHon 0 • Boot Camps • RetrospecHve & FutureSpecHve • Open Space
- 12. Which of these have you tried?
- 14. One area most agile methods are completely silent on is project chartering
- 15. Agile Chartering
- 16. Chartering the Product Team Purpose InspiraHon & meaning Alignment Context Create an alliance Understand fit with organizaHon
- 17. Living Charter = Chartering #Li%off | @fabioarmani
- 18. Project Chartering helps people answer quesHons like: • Is the idea for the project worthwhile? • How does the project further the organizaHon's vision/mission? • How would we know if the project is a success? • Who is part of the project's Project Community?
- 20. Li%Off Model Purpose Alignment Context
- 21. InspiraHon and Meaning Purpose Alignment Context
- 22. Purpose Value to obtain Vision P Mission Mission Test Result to Criteria for success accomplish
- 23. Vision
- 24. Vision The vision defines the “Why” of the project. This is the higher purpose, or the reason for the project’s existence
- 26. Mission
- 27. Mission This is the “What” of the project and it states what will be done in the project to achieve its higher purpose
- 29. Criteria
- 30. Criteria The success criteria are management tests that describe effects outside of the soluHon itself
- 31. What’s your current project purpose?
- 32. Create an Alliance Purpose Alignment Context
- 33. Alignment Value & Principles -‐ Beliefs & Ideals Values about Work A Core WA Team Working Agreements Cross-‐funcHonal -‐ OperaHonal group with a Guidelines common purpose
- 34. Values
- 35. Values Values & Principles Beliefs & Ideals about Work
- 37. Core team
- 38. Core team Cross-‐funcHonal group with a common purpose
- 46. Agreements
- 47. Agreements Working Agreements OperaHonal Guidelines
- 52. What’s one working agreement that would help your team work beVer together?
- 53. Understand fit with organizaHon Purpose Alignment Context
- 54. Context Boundaries & InteracHons -‐ Seeing the Systems Boundaries C Analysis Resourses ProspecHve CommiVed Analysis -‐ IniHal Resources -‐ ProjecHons OrganizaHon Support
- 55. Boundaries
- 56. Boundaries Boundaries & InteracHons Seeing the Systems
- 58. Boundaries To discover the boundaries of your project, explore the areas of: • decision-‐making authority • Hme limit • organizaHonal/departmental relaHonships • communicaHon needs • system interfaces
- 59. Inputs Outputs Inputs Our Project Outputs Inputs Outputs Inputs
- 60. Resources
- 61. Resources CommiVed Resources OrganizaHon Support
- 64. Analysis
- 65. Analysis ProspecHve Analysis IniHal ProjecHons
- 66. ProspecHve Analysis #Li%off | @fabioarmani
- 67. IniHal ProjecHons #Li%off | @fabioarmani
- 68. What difference would it make to understand more about project context from the beginning?
- 69. WHaW • We want the community that is delivering our product and/or project to understand the why, how, and who of the iniHaHve
- 70. Why
- 71. Why Why are we building this product?
- 72. How
- 73. How How will we know if it is successful?
- 74. Who
- 75. Who Who is the project community?
- 76. Project Community Luigi CUSTOMER Maria Stefano Nicola Lorenzo BUILDER Anna SPONSOR Enrico Francesco
- 77. Chartering Session • By having a Chartering session, we bring the team together to create a common understanding of the product, its vision, and its goals.
- 78. Chartering Session • This leads to a higher level of engagement for the team members and provides a richer context for all involved.
- 79. Living Charter = Chartering #Li%off | @fabioarmani
- 80. IncepHon
- 81. IncepHon IncepHon Deck
- 83. IncepHon deck
- 84. IncepHon Why are we here? deck
- 86. Why are we here? • This is a quick reminder about why we are here, who our customer are, and why we decided to do this project in the first place
- 87. IncepHon Create an elevator pitch deck
- 89. Create an elevator pitch • If we have thirty seconds and two sentences to describe our project, what would be say?
- 91. IncepHon Product Box deck
- 92. Design a product box • If we were flipping through a magazine and we saw an adverHsement for our product or service, what would it say, and, more importantly, would we buy it?
- 94. IncepHon Create a NOT list deck
- 95. Create a NOT list • It’s preVy clear what we want to do on this project. Let’s be even clearer and show what we are not doing
- 98. IncepHon Meet your neighbors deck
- 100. Meet your neighbors • Our project community is always bigger than we think. Why don’t we invite them over for coffee and introduce ourselves?
- 104. UX CoP IC-‐ IC-‐ Meth Tech Focus Group Dev CoP
- 105. IncepHon Show the soluHon deck
- 106. Show the soluHon
- 107. Show the soluHon • Let’s draw the high-‐level blueprints of the technical architecture to make sure we are all thinking of the same thing
- 109. IncepHon What keeps us up at night deck
- 110. What keeps us up at night
- 111. What keeps us up at night • Some of the things that happen on projects are downright scary. But talking about them, and what we can do to avoid them, can make them less scary
- 112. Scrum Zombies … Yesterday I zoodled Yesterday I zoodled Today I’ll zoodlle Today I’ll zoodlle No problem No problem Yesterday I zoodled Today I’ll zoodlle No problem
- 114. IncepHon Size it up deck
- 115. Size it up
- 116. Size it up • Is this thing a three-‐, six-‐, or nine-‐month project? Vision Strategy TacHcs Release
- 117. IncepHon Be Clear on What’s Going to Give deck
- 118. IncepHon Tradeoff sliders deck
- 120. Be clear on what’s going to give • Projects have levels like Hme, scope, budget and quality. What’s the most and least important for this project at this Hme?
- 122. IncepHon Show What It’s Going to Take deck
- 124. Show what it’s going to take • How long is it going to take? How much will it cost? And what kind of team are we going to need to pull this off?
- 127. It’s About Geong the Right People on the Bus
- 129. thanks
- 130. Fabio Armani www.open-‐ware.org @fabioarmani f.armani@open-‐ware.org