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27 Agile White Book – AXA Emerging Markets EMEA-LATAM
Chapter 2
LAUNCHING AGILE IN A TEAM
V1.0
28 Agile White Book – AXA Emerging Markets EMEA-LATAM
Contents
WHAT I WILL LEARN IN THIS CHAPTER?............................
29 Agile White Book – AXA Emerging Markets EMEA-LATAM
Launching Agile in a Team
Agile requires certain stages in order to ...
30 Agile White Book – AXA Emerging Markets EMEA-LATAM
What I will learn in this chapter?
AGILE IMPLEMENTATION
I know the c...
31 Agile White Book – AXA Emerging Markets EMEA-LATAM
These are some of the Agile benefits I see:
THE AGILE framework
We a...
32 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
Let’s try to understand why and where to place t...
33 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
Team morale - people prefer Agile because they c...
34 Agile White Book – AXA Emerging Markets EMEA-LATAM
Agile values are all about individuals and
interactions, working sof...
35 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
After the values and principles have been shared...
36 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
MITIGATE RISKS
A number of risks need to be miti...
37 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
As you can see, Agile place a different and new ...
38 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
USE THE AGILE READINESS OF THE TEAM CONTEXT
To b...
39 Agile White Book – AXA Emerging Markets EMEA-LATAM
You don’t need to start with a perfect
context; you can fix it durin...
40 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
GET THE SPONSORSHIP OF AN AGILE CHAMPION
You kno...
41 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
OUR CHOICE: THE SCRUM FRAMEWORK
Our approach is ...
42 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
SCRUM VALUES
Scrum reflects the spirit of the Ag...
43 Agile White Book – AXA Emerging Markets EMEA-LATAM
THE AGILE framework
It is now time for you to take a look at them an...
44 Agile White Book – AXA Emerging Markets EMEA-LATAM
FIND the right people
In this stage, you need to identify the differ...
45 Agile White Book – AXA Emerging Markets EMEA-LATAM
All right, this is what I do:
- I am a coach only and not part of th...
46 Agile White Book – AXA Emerging Markets EMEA-LATAM
I am the only representative of all stakeholders, I regularly
meets ...
47 Agile White Book – AXA Emerging Markets EMEA-LATAM
These are some of my responsibilities:
- Empowering and shepherding ...
48 Agile White Book – AXA Emerging Markets EMEA-LATAM
We do the work of developing the product. We are
programmers, tester...
49 Agile White Book – AXA Emerging Markets EMEA-LATAM
I am an expert who collaborates on part-time
basis and have direct c...
50 Agile White Book – AXA Emerging Markets EMEA-LATAM
I am everyone who has a real interest in the project. I can be a
dir...
51 Agile White Book – AXA Emerging Markets EMEA-LATAM
ORGANISE the awareness sessions
All people involved in the project r...
52 Agile White Book – AXA Emerging Markets EMEA-LATAM
ORGANISE the awareness sessions
TECHNICAL TRAINING
Lack of technical...
53 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
It is essential that Business and IT s...
54 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
ENVISION THE PROJECT
Product Owner and...
55 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
CREATE THE ROADMAP
Once P.O. and Stake...
56 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
This is what a Roadmap contains:
- Ide...
57 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
HIGH LEVEL VIEW BACKLOG
Once the previ...
58 Agile White Book – AXA Emerging Markets EMEA-LATAM
START with the baseline stage
PREPARE LOGISTICS
As there are organis...
59 Agile White Book – AXA Emerging Markets EMEA-LATAM
Vocabulary, business values and practices need to be aligned
across ...
60 Agile White Book – AXA Emerging Markets EMEA-LATAM
RUN a phase zero
A phase zero sets the foundation for the project an...
61 Agile White Book – AXA Emerging Markets EMEA-LATAM
The item will be ready to be
developed by us if it passed the
Defini...
62 Agile White Book – AXA Emerging Markets EMEA-LATAM
RUN a phase zero
DEFINITION OF DONE
A Definition of Done (DOD) is an...
63 Agile White Book – AXA Emerging Markets EMEA-LATAM
RUN a phase zero
BUSINESS VALUE DEFINITION
Before the Product Backlo...
64 Agile White Book – AXA Emerging Markets EMEA-LATAM
RUN a phase zero
These are some of the activities/outcomes I expect ...
65 Agile White Book – AXA Emerging Markets EMEA-LATAM
RUN a phase zero
YOUR VERY FIRST RELEASE PLANNING
Finally, a release...
66 Agile White Book – AXA Emerging Markets EMEA-LATAM
TAKE AWAY
REMEMBER
 Identify what is the shared need for the change...
67 Agile White Book – AXA Emerging Markets EMEA-LATAM
Understand the change
Checklist 2.1
Version 1.0
DATE: __________
Aud...
68 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments
Understand the change

I worked/organise some chats t...
69 Agile White Book – AXA Emerging Markets EMEA-LATAM
Find the right people
Checklist 2.2
Version 1.0
DATE: __________
Aud...
70 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments
Find the right people

I have identified the Agile Ch...
71 Agile White Book – AXA Emerging Markets EMEA-LATAM

I have checked the development team has
relevant knowledge about t...
72 Agile White Book – AXA Emerging Markets EMEA-LATAM
Awareness sessions
Checklist 2.3
Version 1.0
DATE: __________
Audien...
73 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments
Awareness sessions

An awareness session have been ca...
74 Agile White Book – AXA Emerging Markets EMEA-LATAM
Create a Roadmap
Checklist 2.4
Version 1.0
DATE: __________
Audience...
75 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments
1. Vision and alignment

Stakeholders passed the elev...
76 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments
2. High Level View Backlog
creation

Some very high l...
77 Agile White Book – AXA Emerging Markets EMEA-LATAM
Preparing Logistics
Checklist 2.5
Version 1.0
DATE: __________
Audie...
78 Agile White Book – AXA Emerging Markets EMEA-LATAM
Task Comments

Common space where the Development
Team can sit toge...
79 Agile White Book – AXA Emerging Markets EMEA-LATAM

Access to ALM tools integrated with
Continuous Integration and aut...
80 Agile White Book – AXA Emerging Markets EMEA-LATAM
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AWB - 02 - Launching Agile in a Team

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AWB - 02 - Launching Agile in a Team

  1. 1. 27 Agile White Book – AXA Emerging Markets EMEA-LATAM Chapter 2 LAUNCHING AGILE IN A TEAM V1.0
  2. 2. 28 Agile White Book – AXA Emerging Markets EMEA-LATAM Contents WHAT I WILL LEARN IN THIS CHAPTER?...................................................................................................................................................................... 30 THE AGILE FRAMEWORK ..................................................................................................................................................................................... 31 THE BENEFITS .......................................................................................................................................................................31 AGILE VALUES AND PRINCIPLES ................................................................................................................................................34 MITIGATE RISKS ....................................................................................................................................................................36 USE THE AGILE READINESS OF THE TEAM CONTEXT ......................................................................................................................38 GET THE SPONSORSHIP OF AN AGILE CHAMPION.........................................................................................................................40 OUR CHOICE: THE SCRUM FRAMEWORK ....................................................................................................................................41 SCRUM VALUES.....................................................................................................................................................................42 FIND THE RIGHT PEOPLE ....................................................................................................................................................................................... 44 LOCATE AN AGILE COACH (AC)................................................................................................................................................45 FIND A PRODUCT OWNER (PO)...............................................................................................................................................46 FIND A SCRUM MASTER (SM).................................................................................................................................................47 LOCATE PEOPLE FOR THE DEVELOPMENT TEAM (DT)...................................................................................................................48 LOCATE PEOPLE FOR THE EXTENDED TEAM (ET) .........................................................................................................................49 CLEARLY IDENTIFY WHO YOUR STAKEHOLDERS ARE......................................................................................................................50 ORGANISE THE AWARENESS SESSIONS .................................................................................................................................................................... 51 ORGANIZATIONAL ROLES ........................................................................................................................................................51 CORE ROLES .........................................................................................................................................................................51 TECHNICAL TRAINING .............................................................................................................................................................52 START WITH THE BASELINE STAGE ........................................................................................................................................................................... 53 ENVISION THE PROJECT...........................................................................................................................................................54 CREATE THE ROADMAP ..........................................................................................................................................................55 HIGH LEVEL VIEW BACKLOG....................................................................................................................................................57 PREPARE LOGISTICS................................................................................................................................................................58 RUN A PHASE ZERO ............................................................................................................................................................................................. 60 TEAM WORKING AGREEMENTS.................................................................................................................................................60 DEFINITION OF READY............................................................................................................................................................61 DEFINITION OF DONE.............................................................................................................................................................62 BUSINESS VALUE DEFINITION ..................................................................................................................................................63 PRODUCT BACKLOG CREATION.................................................................................................................................................63 YOUR VERY FIRST RELEASE PLANNING .......................................................................................................................................65 TAKE AWAY.................................................................................................................................................................................................... 66 CHECKLIST 2.1.................................................................................................................................................................................................... 67 CHECKLIST 2.2.................................................................................................................................................................................................... 69 CHECKLIST 2.3.................................................................................................................................................................................................... 72 CHECKLIST 2.4.................................................................................................................................................................................................... 74 CHECKLIST 2.5.................................................................................................................................................................................................... 77
  3. 3. 29 Agile White Book – AXA Emerging Markets EMEA-LATAM Launching Agile in a Team Agile requires certain stages in order to assure success. The ground has to be prepared in advance and individuals to be aware how agile works and be ready for the change.
  4. 4. 30 Agile White Book – AXA Emerging Markets EMEA-LATAM What I will learn in this chapter? AGILE IMPLEMENTATION I know the clear steps to create a product people love. BENEFITS OF IMPLEMENTING AGILE LEARN HOW TO - create the right context. - Locate an Agile Coach. - Find people for the project. - Identify stakeholders. KNOW WHAT AWARENESS SESSIONS TO ORGANISE KNOW HOW TO START A PROJECT I know the emphasis for a successful Agile project. project.implementationI know what the baseline & phase cero stages are.
  5. 5. 31 Agile White Book – AXA Emerging Markets EMEA-LATAM These are some of the Agile benefits I see: THE AGILE framework We are going to learn some clear steps to start an Agile project and create a product that your customers will love and enjoy. We have seen in the Chapter 1 that there are principles, values and practises, all of which are part of the framework. Now, we will see how to consolidate them by starting an Agile initiative. The idea of this chapter is to help you connect the dots and gain a clear understanding of the benefits and a concise way to make things happen. THE BENEFITS We first encourage people focusing on some key factors at the time of inspiring a shift to the Agile paradigm.
  6. 6. 32 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework Let’s try to understand why and where to place the emphasis to have a successful Agile implementation from the very beginning; we have chosen 7 areas that are critical: Focus in business value - the main motivator is Business Value; everything is prioritised by it and the main objective is placed on value creation. Quicker delivery and feedback - quicker feedback from clients and end-user (improving Time To Market) comparing to other traditional approaches. Working in iterations is a form of regular risk management. Quicker delivery increases customer satisfaction and minimise handoffs. Greater Return on Investment - ROI is improved by explicitly comparing different objectives in terms of value vs. cost. Increased productivity - increased speed of development and less rework thanks to collaboration between Business and IT and inside the development team, self- organization and synergies, focus on priorities and reducing Work in Progress, continuous improvement and automation of IT work. Higher quality - high quality, simplicity and maintainability are achieved through techniques such as Continuous Integration (see more on chapter 12) with developer regression testing, test-first development, pair reviews and refactoring.
  7. 7. 33 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework Team morale - people prefer Agile because they can collaborate and self- organize with others to create better products, they can be more creative in finding solutions and bring results in a shorter time, creating a product they love. Constant learning – the most effective organizations promote a learning- oriented and continuous improvement environment for their staff and it is a key factor in Agile.
  8. 8. 34 Agile White Book – AXA Emerging Markets EMEA-LATAM Agile values are all about individuals and interactions, working software, customer collaboration and responding to change. Agile values give you an answer in times of uncertainty. THE AGILE framework AGILE VALUES AND PRINCIPLES There are many drivers in the modern business environment to rethink how we work and start following values to keep individuals aligned with the same goals and objectives. We have seen many cases where people were doing some practices (like iterations, automated regression testing, pairing, etc.) and with relatively good communication inside the team but the problem was many times that even everyone believed they “were already Agile”, they were not delivering valuable and potentially shippable increments frequently and consistently (iteration after iteration), nor were changing the way of working in order to improve (not adapting to the changing business needs, working Business and IT together or keeping everyone´s motivated). That is why is critical that the Agile values and principles are understood and set in place in order for people to go ahead (read more about them in Chapter 3).
  9. 9. 35 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework After the values and principles have been shared by everyone, the focus should be placed on certain areas to make sure Agile implementation is successful. This is what we call the Agile Star. Based in The Agile Star concept, www.proyectosagiles.org These 8 areas in here are important to discuss in order to start moving the wheel and making people aware of the parts to improve.
  10. 10. 36 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework MITIGATE RISKS A number of risks need to be mitigated before implementing Agile. Most of them are cultural or people factors - a typical outcome when approach changes. I generally spend energy on these actions to minimise the impact/risks and positively re-focus people on good practices/behaviours: - Make sure management understand what Agile is and actively sponsor it. In order for Agile to work, you need support from certain key stakeholders of the company. - Have a strong reason to justify why you want to use Agile. Know clearly the problems to solve or how the company can benefits from implementing it. - Analyse people and idiosyncrasy, especially in the first areas to start, find early adopters and make sure they align to the Agile principles. - Remember that Agile requires the people´s willingness to move in that direction, it can’t be dictated (but can be influenced). - Find open minded people as they are needed in order to change things. Individuals curious about new things, willing to learning and collaborate is a must. - Be sure that the project is relevant for the Business, as you’ll need guaranteed dedication and commitment from the person who will hold the Product Owner role. - Be careful of dependency on third parties as they can add risks and tension. Understanding them in advance can give you an integral vision of the problem.
  11. 11. 37 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework As you can see, Agile place a different and new challenge to the individuals and organisation to be addressed; there is exactly there where the values and principles come into place. That is why we strongly advise you to involve an experienced Agile Coach to help during this initial stage. He can bring expertise and ideas on board and simplify the whole process. A good idea is to start with an Agile methodology pilot, but if you do so, make sure you don’t select a project that will be extremely difficult with high probabilities to fail as your purpose is “test & learn” on the methodology and start with a successful experience you can communicate. Look for a Business individual and an IT team with a previous track of positive collaboration between them, in business fields and technologies they already know, open minded and willingness to try new things.
  12. 12. 38 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework USE THE AGILE READINESS OF THE TEAM CONTEXT To be sustainably responsive you need to balance the way you work, the Team you have, the business you are partnered with, and the technology you use. To connect all the dots between practises and reality, you can use the following principles to assist you identifying the more important aspects to remediate in an initiative. You can use the previous Readiness criteria as a chechlist and score the initiative from 5 (fully “Agile-ready”) to zero (not recommended to be developed under Agile principles). Note that not all criteria need a “high ranking”; though improving them will produce better results and impacts.
  13. 13. 39 Agile White Book – AXA Emerging Markets EMEA-LATAM You don’t need to start with a perfect context; you can fix it during the project. For example, don’t wait for electronic boards, a Scrum task board and some excels are enough to start. THE AGILE framework Agile is a journey where you learn and improve continuously. Readiness to assessment can make visible to everyone where they are and to decide what is the next to improve and what the steps will be. Lack of skills & open spaces, team members continuously shifting, extremely busy people doing multitasking or not having the right cohesion between IT and business can be important risks to target and mitigate. Open the checklist “Understand the change” to help you do all the work to understand the Agile mindset.
  14. 14. 40 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework GET THE SPONSORSHIP OF AN AGILE CHAMPION You know enough about the initiative context and are convinced that it can be a reality. The next logical step is to focus on making sure that it can be achieved considering the organisational context. For that, you would need to locate a Sponsor who believes in the change and is able to make things rolling and real; we call this individual Agile Champion. Are you wondering what an Agile Champion does? o He is a high level Manager in charge of the Agile Adoption success. He makes things happen at an organizational level, so he has the authority to work with the leadership team and middle management and aligns them. He intervenes with potential people to alleviate their fears and concerns. o He is an experienced person in identifying the tasks or changes that might be required to transform the organization, i.e. identifying potential stakeholders. o He creates and communicates the transformation vision and strategy and aligns them with the change drivers. o He establishes a timeline for affecting the change. An Agile Champion also helps managers understand why the change is important. He sells the concept and is an Agile evangelist (showing more than telling). He also works with management to remove roadblocks, reduce complexity and unnecessary activities that don’t help to produce value. Finally, he makes sure people get use to ask for help/support when they need.
  15. 15. 41 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework OUR CHOICE: THE SCRUM FRAMEWORK Our approach is based on Scrum as it is the most widely Agile framework adopted in the world, it is the “de facto standard” for project management, with lots of knowledge resources and experiences in various fields. Something important for you to know is that Scrum offers a whole set of the values and practices that are fully needed from the very beginning and never optional. What we do is little by little improving the practices and here the support of an Agile Coach that knows how to work in this way is critical.
  16. 16. 42 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework SCRUM VALUES Scrum reflects the spirit of the Agile manifesto, its support for individuals and interactions, working software, customer collaboration and quickly responding to change. Scrum values are used at Team level and promote inclusiveness of people to work together as a single unit moving towards a common goal and a shared commitment, it focuses on rapid cycles, time to reflect and improving what is done. Everything we do is based on Agile values and principles. Scrum also provides a clear set of additional values to be followed when developing a product and help mitigating risks resulting from erratic behaviours on the system. Scrum values Focus Courage Openne ss Commit ment Respect
  17. 17. 43 Agile White Book – AXA Emerging Markets EMEA-LATAM THE AGILE framework It is now time for you to take a look at them and think how they can be implemented in the whole team/people around you: Focus - because you focus on only a few things at a time, you work well together and produce excellent work. In this way, you always deliver valuable items sooner. Courage - as you are not alone, you feel supported and have more resources at your disposal. This gives you the courage to undertake greater challenges. Openness - as you work together, you practice expressing how you're doing and what's in your way. You learn that it is good to express concerns so that they can be addressed. Commitment - because you have great control over your own destiny, you become more committed to success. Respect - as you work together, sharing successes and failures, you come to respect each other and to help each other become worthy of respect. It is generally a good practise to encourage discussion –but never to impose it- to allow people to know their benefits.
  18. 18. 44 Agile White Book – AXA Emerging Markets EMEA-LATAM FIND the right people In this stage, you need to identify the different roles and find the right people that will work on your product (collaborative, open minded, eager to test & learn, with willingness to try the change and with enough product knowledge and technical skills). Be aware that some of the roles do not exist in the same way as in the traditional approach.
  19. 19. 45 Agile White Book – AXA Emerging Markets EMEA-LATAM All right, this is what I do: - I am a coach only and not part of the team. I am not in charge of project delivery but team development under Agile principles, in order to get the expected benefits. - I am often from outside the delivery organization and objective in guidance without personal or political considerations. - I am experienced in change management as well as in methodical implementing Agile techniques and monitoring progress. FIND the right people LOCATE AN AGILE COACH (AC) It is highly recommended you get the support of an Agile Coach –at least- in the initial stages. She is the “living book” of Agile. She can bring assistance in many areas and help everyone develop not only new expertise but gradually changing mindset and breaking inertia. An Agile Coach can also provide valuable feedback and advice to you or people you are involving in the project. The support of an Agile coach is particularly useful from the beginning of the implementation to identify adoption risks, assess the context readiness, help to find the right people, do the awareness sessions & training, and facilitate the Product Backlog inception (in order to foster value generation) and other specific Scrum meetings, before transferring the responsibility to the Scrum Master. If the team is already working in some projects, the Agile coach is also useful as helps Teams and members with values, practises and techniques to make sure the product development is successful.
  20. 20. 46 Agile White Book – AXA Emerging Markets EMEA-LATAM I am the only representative of all stakeholders, I regularly meets customers and also invite developers to do so. I have deep business knowledge and the authority&recognition to the last decision about the product through the Backlog and enough availability to collaborate with the development team. I am always looking to maximise the ROI. FIND the right people FIND A PRODUCT OWNER (PO) This role owns the product on behalf of the company and is a single person, not a group or board. This is crucial step as Product Owner is the responsible of getting agreement on business needs of the project.
  21. 21. 47 Agile White Book – AXA Emerging Markets EMEA-LATAM These are some of my responsibilities: - Empowering and shepherding the team. - Removing impediments. - Keeping the process moving. - Helping the Product Owner solve some questions about Scrum. FIND the right people FIND A SCRUM MASTER (SM) Scrum Master is responsible of developing a high performance, motivated and self-organized teams. She can come from any background or discipline (i.e., engineering, design, testing, product management, social work, etc.) but must have a great Scrum understanding and hold social skills. Check if there is any current Scrum Master in the organisation that can mentor a new Scrum Master, especially in the initial phases, when the Product Backlog is created.
  22. 22. 48 Agile White Book – AXA Emerging Markets EMEA-LATAM We do the work of developing the product. We are programmers, testers, designers, writers, and people who have hands-on roles in product development. These are some of our responsibilities: - Estimating size of backlog items and providing a solution. - Converting Product Backlog Items into “ready to ship” functionalities. - Tracking own progress. - Think on how to improve our process. FIND the right people LOCATE PEOPLE FOR THE DEVELOPMENT TEAM (DT) It is time now to focus on the people who will be in charge of analysing, designing, coding and testing the product and working hand-to-hand with Business. Members will be working in a team on consecutive initiatives or projects with their colleagues for months (preferably some years). Your first target should be individuals who are:  Fully available.  With previous experience on the product to be developed / business domain (or similar).  With wide knowledge of the technologies to be presumably used in the product and/or with the technical training needed.  Get along.
  23. 23. 49 Agile White Book – AXA Emerging Markets EMEA-LATAM I am an expert who collaborates on part-time basis and have direct communication with the Development Team. I am a permanent part of the Team. FIND the right people LOCATE PEOPLE FOR THE EXTENDED TEAM (ET) Identify experts that have to collaborate part-time and with direct communication with the Development Team (Architecture, Security, Infrastructure, User Experience, etc.). They will be your point of contact, you don’t want to re-explain our projects every time you contact a functional area and they will work with us from the beginning on the project. They will be “your friends” in other departments; they will help our team flow and get things done for us in their areas.
  24. 24. 50 Agile White Book – AXA Emerging Markets EMEA-LATAM I am everyone who has a real interest in the project. I can be a direct manager of the Team members, the people providing funding for the project, a group of users, etc. This is what I do: - Work with the Product Owner to bring ideas to the Product Backlog. - Attend Sprint Planning meetings to provide feedback and expertise. - Provide direct feedback to the Team during Sprint Reviews. - Avoid distracting the Team during a Sprint — after the Team has made a forecast of the achievable work in the Sprint. FIND the right people CLEARLY IDENTIFY WHO YOUR STAKEHOLDERS ARE You should clearly identify who the potential clients and initiative stakeholders are as it helps you determine a clear Vision, establish your Business Goals and define what Business Value is for them. Remember to get people take ownership on what each Scrum Role entails for them. Open the checklist “Finding the right people” to make sure you are not forgetting anything.
  25. 25. 51 Agile White Book – AXA Emerging Markets EMEA-LATAM ORGANISE the awareness sessions All people involved in the project require different kinds of initial basic explanation on their roles and the Agile Coach can do it. This is a crucial step as it maps Agile terminology and concepts on all participants, identifies worries, promotes initial alignment and helps build a successful culture. It is recommended that the awareness sessions are done even if some of the people were working using some Agile “flavour” before. ORGANIZATIONAL ROLES Workshop with the organizational part involved (Managers, HR, etc.) to make sure they understand the Agile concepts and foundations. CORE ROLES Workshop to align Business Stakeholders and P.O. with Agile benefits, values, principles, practices and their duties. Workshop for Scrum Master, Project Manager. Workshop for Development team.
  26. 26. 52 Agile White Book – AXA Emerging Markets EMEA-LATAM ORGANISE the awareness sessions TECHNICAL TRAINING Lack of technical skills should be detected and targeted in this stage as it can bring initial risk to the project. You should have in mind that Agile Development Teams are cross functional therefore they could require an additional training to make sure you have the require skills in the team. Complete the checklist “Awareness Sessions” to make sure you don’t forget any training.
  27. 27. 53 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage It is essential that Business and IT start working together to set a main goal and clearly establish what are the business objective and its context. This should be done in two steps: The project has to be envisioned by drawing a high-level list of ideas/goals. Ideas should slowly be taken down into more detail and it is here where the roadmap is created, generally following these parts:  A Roadmap, where high level-view goals are defined/reviewed with all the desired releases and a timeline (for example to help evaluate the Business Portfolio), is created.  A High-level View Backlog is created. Vision of the sequences of product features to be delivered on Epic level. You can also define milestones, which are significant events or achievements (for example to help start coordinating the initiative at a Portfolio level).
  28. 28. 54 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage ENVISION THE PROJECT Product Owner and Stakeholders need to have a clear vision of the project. That vision might help stakeholders pass the elevator test - the ability to explain the project to someone within two minutes (including information about the customer, product name, key benefits and primary differentiation). Once everyone agrees and the vision is ready, all the parties should establish a concise definition of what is important for the company in the coming months or what we call Roadmap. Elevator Test Roadmap
  29. 29. 55 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage CREATE THE ROADMAP Once P.O. and Stakeholders have a vision and an initial business value definition, it is time to create a Roadmap. Extracted from http://www.romanpichler.com/blog/agile-product-roadmap/ This focuses on creating a very high level medium/long-term goals list that is useful to steer the direction of travel for your product, and to set expectations within your company/client. It also helps keep the balance between strategic developments and day-to-day requests and set clear expectations. We can build a roadmap simply by setting a time period for each high level goal, or strategic development initiative.
  30. 30. 56 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage This is what a Roadmap contains: - Identification of scope and High level Goals in the short, medium and long term. - Identification of milestones (and possible releases). - Have the items in a time-line following some order criteria. - Give a sense of proportional distribution. - Demonstrate where your people, resources and budget are being allocated. - Consider possible risks mitigation. Make sure everyone agrees with it and make it visible. The Roadmap is an excellent tool to manage expectations. Open the checklist “Creating a Roadmap” to make sure you know how to create a Roadmap.
  31. 31. 57 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage HIGH LEVEL VIEW BACKLOG Once the previous part is done, you need to start working on the second which is producing the High Level View Backlog. Extracted from http://www.romanpichler.com/blog/agile-product-roadmap/ The process is generally done incrementally and involves a number of meetings/workshops. The Roadmap and High Level View Backlog mitigates the conflict between viewing the roadmap features as commitments. A High Level View Backlog contains the following information: - A prioritised list of smaller goals to be achieved in the short and medium term (a relative value score can be used). - Most important features (high level requirements) for the company/client and/or that can be achieved quicker. - Indication of backlog items size: big, medium or small (a relative cost score can be used). - Some dependencies, risks and mitigations. - Some initial high-level metrics to make sure that everyone understands what is targeted/expected by each goal and to verify what has been achieved. - Elements blocking other areas of the company from moving faster.
  32. 32. 58 Agile White Book – AXA Emerging Markets EMEA-LATAM START with the baseline stage PREPARE LOGISTICS As there are organisational processes than can take time as team logistics, start asking for:  Physical space for the Development Team to sit together.  Scrum Taskboard to ease joint project view, facilitate communication and creation of synergies inside the team.  White Board for developing ideas.  Ability to book a specific room for meetings and workshops.  Access to ALM tools integrated with Continuous Integration and automated testing systems (If already available, not necessary for starting to work in Agile, but they help).  Prepare Agile Coach logistics (desk, internet connection, access to building, etc.). Open the checklist “Preparing Logistic” to make sure you know how to prepare the logistic.
  33. 33. 59 Agile White Book – AXA Emerging Markets EMEA-LATAM Vocabulary, business values and practices need to be aligned across the team. Cooperation of the team members with the business is the key factor of the success of the project. START with the baseline stage Get everyone into the Training Before starting with the next phase (phase zero), all members (P.O., S.M., Development Team, etc.) should do training on Agile values, principles and practises. Usually a one-day workshop is sufficient to start experimenting; games and simulations can be used as well. They will be strengthened by means of “training on the job” by the Coach during the first iterations in the own reality that the team has to face.
  34. 34. 60 Agile White Book – AXA Emerging Markets EMEA-LATAM RUN a phase zero A phase zero sets the foundation for the project and makes sure everyone is on-board, fully collaborating and aligned on what to build. This includes the rules for the coming initiative to be followed by everyone as well as the creation of the Product Backlog. First we will focus on the required agreements and later learn about the Product Backlog. TEAM WORKING AGREEMENTS The whole Team should state clearly, which rules/disciplines they agree to follow without fail, to become more efficient and successful. The Scrum Master may have to play the role of the meeting facilitator helping to come up with the agreements, but it is the whole team that decides on the agreements themselves. Some examples:  “Everyone should collaborate with each other”  “Everyone should ask for help if the problem is not solved after half an hour” The list should be noted down by the Team and placed in a visible space across the working area. As other sets of Agreements, rules and Definitions/good practises are typically evolved as a result of Sprint retrospectives and other improvement events.
  35. 35. 61 Agile White Book – AXA Emerging Markets EMEA-LATAM The item will be ready to be developed by us if it passed the Definition of Ready we previously agreed on. RUN a phase zero DEFINITION OF READY A Definition of Ready (DoR) is a criteria applied to every Backlog Element before it is accepted into the development workflow. It is something that every element must get over before the Development Team adds it to their to-do list. The Agile team (Product Owner and Development Team) should agree on what it means before starting to develop the Product Backlog.
  36. 36. 62 Agile White Book – AXA Emerging Markets EMEA-LATAM RUN a phase zero DEFINITION OF DONE A Definition of Done (DOD) is an agreed-upon set of things that must be true before any Backlog Item is considered complete; that might include:  Code is well-written, the code is checked in.  Code comes with automated tests at all appropriate levels.  Code has been either pair programmed or has been code inspected.  Diagrams or other documents where updated, etc. This is something as simple as a checklist of the criteria which must be met before a Business Feature or requirement is considered as "done". Typically it expresses what is expected to be done in terms of programming, testing and documentation.
  37. 37. 63 Agile White Book – AXA Emerging Markets EMEA-LATAM RUN a phase zero BUSINESS VALUE DEFINITION Before the Product Backlog creation, a clear definition of Business Value has to be established. This includes prioritization criteria and forms of measuring how much business return will be obtained from placing a specific feature on the market or delivering a part of the system to end users. They also will help to determine what will be more important or “valuable” to be shipped next. Remember that Business Value must be expressed in the language of the business and that Stakeholders and Product Owner should fully agree with this definition. A relative value score can be used. PRODUCT BACKLOG CREATION At this point it is time for all the Agile Team to create a Product Backlog, which is a prioritised list of product needs and single source from which all requirements flow. The main objective of this workshop is to identify characteristics that might be developed in the project (having just the closest ones in greater granularity). The result is a Product Backlog which is a prioritized list where Potential Releases are marked containing each a set of functionality. This activity is done by very collaborative workshops using flipcharts, white boards, etc. It is important that this activity involves the whole team, stakeholders, additional technical people, etc. Remember that the facilitator of these meetings is usually the Scrum Master. Check chapter 6 “Agile Planning” for more details and specific techniques.
  38. 38. 64 Agile White Book – AXA Emerging Markets EMEA-LATAM RUN a phase zero These are some of the activities/outcomes I expect from these workshops:  Identify functional and non-functional requirements.  Estimate elements and know how much they will cost (a relative estimated score can be used). Small items which offer faster return are allocated first.  Identify any kind of dependencies and plan their resolution in specific Sprints.  Check if spikes or prototypes are going to be used to reduce uncertainty in terms of feasibility, estimation or expectations and where.  Create solution models (architectural maps, domain models, etc.) and Impact Maps.  Identify risks and mitigations.  Have some initial clues about the product Interface, Graphical guidelines and Navigation map.  Business and IT aligned with the releases scope and expected dates.  Check what a Minimum Valuable Product (MVP) is.  Establish the size of Sprints and an initial idea of what will be developed in each one of them.
  39. 39. 65 Agile White Book – AXA Emerging Markets EMEA-LATAM RUN a phase zero YOUR VERY FIRST RELEASE PLANNING Finally, a release planning workshop is run. It emphasises exclusively on the coming release and makes any other required adjustment to the future or Roadmap in order to represent reality. There is a catch in here which is that the First Release Planning has a special focus: preparing the foundations for the project and define their scope. As seen before, this can include creating solution Models and Impact Maps. Check Chapter 6 Agile Planning for more details.
  40. 40. 66 Agile White Book – AXA Emerging Markets EMEA-LATAM TAKE AWAY REMEMBER  Identify what is the shared need for the change to Agile.  Align middle management to the Agile principles getting support of an Agile Champion.  Accurately plan in detail only for nearby requirements/releases.  Make sure you always produce in short iterations.  Culture change management and Coaching are critical success factors. DEEPEN YOUR KNOWLEDGE Agile Implementation Large Scale Scrum (LESS) - Adoption BENEFITS Priorities are based on Business Value, which is directly driven by its natural owner, the Business (not IT). Time is spent only in crucial activities/important requirements Quick feedback and flexibility even in late phases of development. Early warning of problems, more visibility and more predictable delivery. Business and IT Development Team working together and face-to-face improves performance. Motivated people do incredible things.
  41. 41. 67 Agile White Book – AXA Emerging Markets EMEA-LATAM Understand the change Checklist 2.1 Version 1.0 DATE: __________ Audience Target audience of this checklist is quite wide. It is applicable to anyone who is initiating or participates in the change to Agile way of working. Context This checklist may serve as the roadmap for understanding the importance, mechanism and options to change organization to be aligned with Agile values and principles.
  42. 42. 68 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments Understand the change  I worked/organise some chats to promote the understanding of benefits of tight Business and IT collaboration and face to face communication.  I understand the advantages of a cross- functional, stable, self-organized and motivated teams.  I know the benefits of rapid feedback cycles and how they can impact business.  I understand how I can apply the concept of Simplicity in product and technology areas.  I know the advantages of Scrum values and I had a thought of how I could implement them.  I understand that changes are natural and acceptable (flexibility).  I have read and understand the different areas of the Agile Readiness tool.  I have read and understand the different areas exposed by the Agile Star.  I know and understand the risks when trying to implement Agile.
  43. 43. 69 Agile White Book – AXA Emerging Markets EMEA-LATAM Find the right people Checklist 2.2 Version 1.0 DATE: __________ Audience Target audience of this checklist is quite wide. It is applicable to anyone who is initiating or participating in the change to Agile way of working. Context This checklist helps to validate if all key-people needed to start transformation to Agile are available (or will be available by the beginning of the change implementation).
  44. 44. 70 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments Find the right people  I have identified the Agile Champion, confirmed his responsibility on managing the Agile adoption and have informed about my initiative.  I and the Agile Champion have identified key people who are able to help.  I have identified an Agile Coach and I have checked he has enough availability for this role in the project: 50% dedication during the 4 first months for a 5 people development team.  I have identified the Product Owner and I have checked she has relevant knowledge about the product or has worked in similar products before.  I have checked she is a collaborative person and she has the authority from Business to create an agreed ordered lists of priorities and she has the final say on what to do.  I have checked she has enough availability for this role in the project: has at least 20% dedication for a 5 people development team.  I have identified a Scrum Master and I have checked he has enough availability for this role in the project: has at least 50% dedication for a 5 people development team.  I have checked he has the required soft skills to grow a team, if he is not a person who will “direct” the team (instead of making them think together) and if he is open-minded.  I have identified the required cross-functional development team and his full dedication to constitute a team during several months (preferable some years).
  45. 45. 71 Agile White Book – AXA Emerging Markets EMEA-LATAM  I have checked the development team has relevant knowledge about the product or similar products (business domanain and technologies involved).  I have checked they get along and which domain & technical training they need.  I have identified the extended Team, stable experts that have to collaborate part-time from the beginning (Architecture, Security, Infrastructure, User Experience, etc.). I got the minimum dedication and commitment and it was confirmed.  I have worked with the Stakeholders to have a clear definition of Business Value. I have checked that Stakeholders have an idea about the following questions: - For (target customers) - Who (statement of the need or opportunity) - The (product name) is a (product category) - That (key benefit, compelling reason to buy) - Unlike (primary competitive alternative) your product (statement of primary differentiation)
  46. 46. 72 Agile White Book – AXA Emerging Markets EMEA-LATAM Awareness sessions Checklist 2.3 Version 1.0 DATE: __________ Audience and Context This checklist will help to person responsible for Agile change to ensure, that awareness sessions for all key-people were performed.
  47. 47. 73 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments Awareness sessions  An awareness session have been carried out for the Management and HR to align them with Agile values and principles and a high level view of Agile was explained.  An awareness session has been carried out for Business Stakeholders and Product Owner to align him with Agile values and principles and a high level view of Agile was explained.  An awareness session has been carried out for the Scrum Master and Project Manager to align them with Agile values and principles and a high level view of Agile was explained.  An awareness session have been carried out for the Development Team to align them with Agile values and principles and a high level view of Agile was explained.  I have talked to the development team and we have identified which skills are missing and the required domain and technical training sessions have been arranged for them.
  48. 48. 74 Agile White Book – AXA Emerging Markets EMEA-LATAM Create a Roadmap Checklist 2.4 Version 1.0 DATE: __________ Audience If the development team and Scrum Master are available, they can also assist in order to gain more visibility. Context Below you will find enlisted the steps to be run by Product Owner and stakeholders to elaborate the roadmap for software product.
  49. 49. 75 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments 1. Vision and alignment  Stakeholders passed the elevator test and have a clear vision about the product. This high level vision should answer the following questions: - For (target customers) - Who (statement of the need or opportunity) - The (product name) is a (product category) - That (key benefit, compelling reason to buy) - Unlike (primary competitive alternative) - Your product (statement of primary differentiation).  An order of importance has been defined and it is clear for everyone.
  50. 50. 76 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments 2. High Level View Backlog creation  Some very high level goals to be included in the Roadmap have been identified.  We have created a Roadmap and make it visible.  A list of high level goals has been created.  We have an idea of which elements are more important (a score can be used) and sorted them out using a defined criterion.  Most important features have been placed on a timeline.  Some initial high-level metrics have been identified.  The final collaborative High Level View Backlog is made visible and accessible to everyone.
  51. 51. 77 Agile White Book – AXA Emerging Markets EMEA-LATAM Preparing Logistics Checklist 2.5 Version 1.0 DATE: __________ Audience and Context This checklist will help to person responsible for Agile change to ensure, that all preparations were made and logistics for coaching activities was set-up
  52. 52. 78 Agile White Book – AXA Emerging Markets EMEA-LATAM Task Comments  Common space where the Development Team can sit together, including the Scrum Master. If possible, have an extra space for Product Owner visits.  One whiteboard per team. Minimum size: 100x140 cm.  A flipchart with sheets.  Whiteboard markers for each team. 4 colors: black, blue, red, green.  Sticky-notes of several colors – 4 minimum (preferably 3M). Sizes: 7,5 x 7,5 cm and 5 x 4 cm.  Adhesive tape per each team (preferably 3M Scotch tape).  Small round stickers like these.  A meeting room of 8 people capacity for team regular meetings-workshops: ~ 4 hours for Sprint Planning, 1-2 hours for Sprint review. 1-2 hour for Sprint retrospective and 1 or 2 Product Backlog Refinements sessions during the sprint. That means ~ 12h meetings / Sprint / team. If you have two teams: 3 work days of room bookings that will be spread in every 10 work days. This meeting room needs a big whiteboard and flipcharts. [If already available, not necessary for starting to work in Agile, but they help].
  53. 53. 79 Agile White Book – AXA Emerging Markets EMEA-LATAM  Access to ALM tools integrated with Continuous Integration and automated testing systems.  An order of importance has been defined and it is clear for everyone. Coach logistics  A desk for the coach, sitting together with the teams (e.g. in the same row of a team).  Internet access for the coaching days.  Access to building premises.
  54. 54. 80 Agile White Book – AXA Emerging Markets EMEA-LATAM

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