7. Positive
Very incremental
(Emperic approach)
Investment needs to
generate value
Promotes
Improvement
Striving along the
pathway illuminates
new
benefits/learnings
Inclusive
Supports any
method or
framework
Founders thoughts when creating Agile Fluency
14. Organizational level:
• Dedicate team members to stable teams
• Co-locate teams
• Make Product Owner availble to Team
• Adress behavior/actions that dicourage
team work
• Focus on removing impediments to teams
success
Team level:
• Transparency (Deliveries)
• Sharing Information
• Aware of Cross Functionality benefits
• Clear buisness priorities/PO
• Actively seeking to improve practices
• Understand how tehir work contributes to
the whole
Shift Team Culture
October November
15. Outcomes:
Focus on value
• Everyone sees progress from a buisness
& team perspective
• Redirect Teams direction when needed
• We start working on the most valuable
thing
• Trust is groving in the team, between
team and managers and team and
users/customer
Focus on Value: 2-6 mo.
October November
20. Focus on Value: Key Metrics ideas only
Key Metric: ask the one you would like to meassure
• Does the team talk/plan/delivering value?
• Can anyone in the organisation/customer see progress
23. Organizational level:
• Patience and support
• Accept productivity will dip (team is
learning)
• Hire agile developer (Specialists)
Team level:
• Deep commitment to upholding
practices
• Keep working towards Cross Fuctionality,
Include new team member/devOps/UX…
• Technical mentoring
• Open minds to the unsual: Pair
Programming, Shared Ownership, ZERO
bugs, XP – Software Craftmanship –Clean
Code…
Shift Team Skills
2016 2017 2018
24. Outcome:
• Dev Team owns and deliver quality in
their increments/products
• Deliver at the cadence of the market or
business needs
• Organisation capture value frequently
• Reveal obstructions early before they
become big (less costly)
Shift Team Skills: 5-18 mo
2016 2017 2018
25. Deliver Value: Key Metrics find your own
Key Metric: ask the one you would like to meassure
• Is continuos delivery the norm
• Does the team know the cadence of market/needs
• Does the team have the right skills to deliver value and quality CONSISTENTLY
28. Organizational level:
• Minimal Management oversight
• Incorporate buisness experts in the
team
• Transfer responsibility as hire, budgets,
plans
• Organizational Champions that will
work to keep this change.
Team level:
• Buisness expertise in the team
• Management shift
• True Cross Functional team
• Remain patient for organization change
• Trust is pure between team, managers
and buisness/customer
Shift Organizational Structure
2017 2018 2020
29. Outcome:
• Dev Team delivers excellent
/increments/products decisions
• Eliminate handoffs and wait time (Lean)
• Innovation some times disruption
Shift Organizational Structure: 1-3 YR
30. Optimize Value: Key Metrics?
Key Metric: ask the one you would like to meassure
• Does the Scrum team talk/plan/delivering
value?
• Can anyone in the organisation/customer see
progress
• The Buisness and the team use a shared
language to talk about goals and progress
• Teams have access to all the information they
need to deliver value
• Team is empowered to make product decisions