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Overcome the 6 Antipatterns of Agile Adoption

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Presented at Global Scrum Gathering Orlando 2016

Because of benefits like predictability, better quality of products, and faster delivery, many companies have adopted or in the process of adopting Agile. However, there are challenges.

David Hawks, CST and Agile Evangelist, explains the common antipatterns of Agile adoption.

Published in: Software
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Overcome the 6 Antipatterns of Agile Adoption

  1. 1. OVERCOMETHETOP 6 ANTI-PATTERNS OF AN AGILE ADOPTION David Hawks @austinagile
  2. 2. DAVID HAWKS CEO @AUSTINAGILE AGILE VELOCITY AUSTIN,TX
  3. 3. 64% of Features are Rarely or Never Used 45%$ 19%$ 16%$ 13%$ 7%$ Never$ Rarely$ Some5mes$ O8en$ Always$ From:A Standish Group study Feature/func+on usage in the so2ware industry Find a Partner and Discuss the following Question: What causes us to build features which are rarely or never used?
  4. 4. PROBLEM #1 WE MAKETOUGH DECISIONSTOO EARLY AND LOCKTHEM IN Image Credit: http://i.qkme.me/3unlv7.jpg
  5. 5. Smartest Point??
  6. 6. Smartest Point??Dumbest Point
  7. 7. Smartest Point??Dumbest Point
  8. 8. Smartest Point??Dumbest Point
  9. 9. Smartest Point??Dumbest Point
  10. 10. Smartest Point??Dumbest Point
  11. 11. Smartest Point??Dumbest Point
  12. 12. Smartest Point??Dumbest Point
  13. 13. Smartest Point??Dumbest Point
  14. 14. Smartest Point??Dumbest Point MAXIMIZE VALUE!
  15. 15. Smartest Point??Dumbest Point MAXIMIZE VALUE! Learning trumps Managing to the Plan
  16. 16. PROBLEM #2 THETEAM DOESN’T HAVE A SHARED UNDERSTANDING OFTHEIR PURPOSE
  17. 17. EFFECTIVE COMMUNICATION EXERCISE
  18. 18. We want to Shift away from a Requirements Delivery Process…
  19. 19. We want to Shift away from a Requirements Delivery Process… False Assumptions:
  20. 20. We want to Shift away from a Requirements Delivery Process… False Assumptions: 1. The customer knows what they want
  21. 21. We want to Shift away from a Requirements Delivery Process… False Assumptions: 1. The customer knows what they want 2. The developers know how to build it
  22. 22. We want to Shift away from a Requirements Delivery Process… False Assumptions: 1. The customer knows what they want 2. The developers know how to build it 3. Nothing will change along the way
  23. 23. …To a Requirements Discovery Process
  24. 24. …To a Requirements Discovery Process Reality: 1. The customer discovers what they want 2. The developers discover how to build it 3. Many things change along the way
  25. 25. PROBLEM #3 LONG FEEDBACK LOOPS (OR NONE AT ALL)
  26. 26. Idea
  27. 27. Build Idea
  28. 28. Build Idea Product
  29. 29. Build Feedback? Idea Product
  30. 30. Build Feedback? Idea Product How do you know you are building the right thing?
  31. 31. Build Feedback? Idea Product When do you find out if you are right?
  32. 32. ExecutionDiscovery
  33. 33. Execution • Agile • Scrum • Predictability • Velocity • Test Automation • Continuous Integration
  34. 34. Discovery • Lean Startup • User Story Mapping • Design Thinking • Lean UX
  35. 35. Validated Learning BuildLearn Measure
  36. 36. Validated Learning BuildLearn Measure 1) What do we need to learn?
  37. 37. Validated Learning BuildLearn Measure 1) What do we need to learn? 2) How can we measure it?
  38. 38. Validated Learning BuildLearn Measure 1) What do we need to learn? 2) How can we measure it? 3) What is the simplest thing to build to measure it? (MVP)
  39. 39. Assume the team was working in value order, when would you release this product? What would be the benefit of releasing early? 45%$ 19%$ 16%$ 13%$ 7%$ Never$ Rarely$ Some5mes$ O8en$ Always$
  40. 40. PROBLEM #4 DROWNING IN A SEA OF OPPORTUNITY
  41. 41. Working on many items in parallel 10 20 30 40 Limiting WIP Can Cut Cycle Time in Half!
  42. 42. Working on many items in parallel Working on items one at a time 10 20 30 40 Limiting WIP Can Cut Cycle Time in Half!
  43. 43. Solution Stop Starting, Start Finishing
  44. 44. PROBLEM #5 NOT GETTINGTO “DONE DONE”
  45. 45. ILLUSION OF PROGRESS Requirements Design Development Test Release
  46. 46. ILLUSION OF PROGRESS Requirements Design Development Test Release 80%done??
  47. 47. WORKING SOFTWARE ISYOUR PRIMARY MEASURE OF PROGRESS Requirements Design Development Sprint 1 Test Requirements Design Development Sprint 2 Test Requirements Design Development Sprint 3 Test Requirements Design Development Sprint 4 Test Potentially Shippable Product Increment
  48. 48. The PSPI is the Key
  49. 49. The PSPI is the Key It requires:
  50. 50. The PSPI is the Key It requires: • Focus
  51. 51. The PSPI is the Key It requires: • Focus • Breaking Work Down
  52. 52. The PSPI is the Key It requires: • Focus • Breaking Work Down • Swarming
  53. 53. The PSPI is the Key It allows us to:It requires: • Focus • Breaking Work Down • Swarming
  54. 54. The PSPI is the Key It allows us to: • Deliver Often It requires: • Focus • Breaking Work Down • Swarming
  55. 55. The PSPI is the Key It allows us to: • Deliver Often • Accelerate Learning It requires: • Focus • Breaking Work Down • Swarming
  56. 56. The PSPI is the Key It allows us to: • Deliver Often • Accelerate Learning • Pivot It requires: • Focus • Breaking Work Down • Swarming
  57. 57. PROBLEM #6 EVERYTHING IS IMPORTANT
  58. 58. How we Normally Assign Work Carter Alex James Camryn Janet Will
  59. 59. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will
  60. 60. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will
  61. 61. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will
  62. 62. How we Normally Assign Work Project 1 Carter Alex James Camryn Janet Will
  63. 63. How we Normally Assign Work Project 1 Project 2 Carter Alex James Camryn Janet Will
  64. 64. How we Normally Assign Work Project 1 Project 2 Carter Alex James Camryn Janet Will
  65. 65. How we Normally Assign Work Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will
  66. 66. How we Normally Assign Work Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will
  67. 67. How we Normally Assign Work Project 1 Project 2 Project 3 Everything is a High Priority. How does Alex decide what to work on First? Carter Alex James Camryn Janet Will
  68. 68. How we should prioritize work in Agile Carter Alex James Camryn Janet Will
  69. 69. How we should prioritize work in Agile Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog
  70. 70. How we should prioritize work in Agile Project 1 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog
  71. 71. How we should prioritize work in Agile Project 1 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog
  72. 72. How we should prioritize work in Agile Project 1 Project 2 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog
  73. 73. How we should prioritize work in Agile Project 1 Project 2 Project 3 Carter Alex James Camryn Janet Will Agile Team Prioritized Team Backlog
  74. 74. David Hawks Agile Velocity Agile Coach david@agilevelocity.com Role Name Company 10 yrs Email Address If you would like to receive a White Paper on the top 10 pitfalls of an Agile Transformation Please leave a card Years of Agile Exp
  75. 75. THANK YOU! David Hawks @austinagile

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