Scrum_BLR 10th meet up 13 sept-2014 - Challenges of Transformation to Agile - Padma Sathyamurthy

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challenges of transforming to agile–the teamvis-à-vis project manager
Padma Satyamurthy
12 September 2014

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challenges of transitioning to agile – the team vis-à-vis project manager
•thank you
•for the opportunity

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Padma Satyamurthy
challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transforming to agile– the teamvis-à-vis project manager

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what is agile–mind setor methodology?
challenges of transitioning to agile – the team vis-à-vis project manager

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doing agile vs. being agile
agile thinking
agile manifesto
•Individuals and interactions over processes and tools
•Working software over comprehensive documentation
•Customer collaboration over contract negotiation
•Responding to changeover following a plan
Remember –Agile mind set believes that we are ALLWork in Progress 
agile is a mind set
challenges of transitioning to agile – the team vis-à-vis project manager

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why agile?
challenges of transitioning to agile – the team vis-à-vis project manager

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Source: Erik Qualman, Author, Socialnomics
challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transitioning to agile – the team vis-à-vis project manager

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challenges of transitioning to agile – the team vis-à-vis project manager

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speed
at which innovations can reach
global audience
challenges of transitioning to agile – the team vis-à-vis project manager

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customersare driving innovations
challenges of transitioning to agile – the team vis-à-vis project manager

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if this is the speedat which product & service innovationsare happening, then the needfor innovations in project managementnow is greater than ever before !!
challenges of transitioning to agile – the team vis-à-vis project manager

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technology & toolskeeping pace with the business needs
challenges of transitioning to agile – the team vis-à-vis project manager

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agileis the way to go
challenges of transitioning to agile – the team vis-à-vis project manager

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but before we transitiontoagile….we need to answer few questions…. challenges of transitioning to agile – the team vis-à-vis project manager

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before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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why your organization is making the move
before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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agile is nota silver bullet
before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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beginning is always tough
before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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get help, internal& external
before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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marketing& branding
before transitioningto agile
challenges of transitioning to agile – the team vis-à-vis project manager

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challenges

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the Challenges
Organization
•Management
•Senior Leadership
•Stakeholders
Team
•People
•Org Change Management
•Engaging and Motivating
Process
•Existing Framework
•Measuring success
•Building Trust
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deep dive –team challenges
challenges of transitioning to agile – the team vis-à-vis project manager

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where to start?
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team challenges –the change
challenges of transitioning to agile – the team vis-à-vis project manager
Fixed Reqs
EstCost
Quality
EstTime
a
Fixed Cost
Quality
EstReq
Fixed Time
Risks subject to cost, time and reqs
Risks decline as project progress
Waterfall
Agile
Moving from defined model to empirical model
Linear lifecycle to evolving lifecycle
Responding to complex and unpredictable requirements
Pull requirements vs Push requirements

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team challenges -collaboration
Continuous collaboration and transparency with customers and internal stakeholders -Not just Top down and Bottom up but side ways too!
Impact of not collaborating –Prioritizing requirements; delayed deliveries;
Team, senior leadership and customer unrest
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team challenges –self organizing
Hackman’s leading team
Decentralized, less supervised, self organizing teams –
Empowered team vs direction seeking team
Facilitating Manager vs micro managing tasks
Coaching and mentoring vs feedback and action
Responsibility
Set overall direction
Designthe team and overall context
Monitor and ManageProgress
Execute/ Perform
Manager-led teams
Manager
Manager
Manager
Team
Self-directed teams
Manager
Manager
Team & Manager
Team
Self-organizing teams
Team
Team
Team
Team
Self-managing teams
Manager
Team
Team
Team
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essentialsof self organising teams
Skill and Competency:To ensure confidence within the team, it’s essential to make the team competent with right set of skills.
Interdependent vs Independent:Team should be encouraged to work with interdependency to achieve team benefits. Teams believing in collective ownership can go that extra mile
Motivation:Answering “What is in it for me”? Helping find answer to this question can keep the team motivated all the time.
Collaboration, Mutual Trust and respect: Only trust and respect can bring the team spirit
Continuity:The team should be together for a reasonable duration; changing its composition often may disturb the bigger goal and objective
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Purpose and goal unclear
Varying degree of commitment
Team dependent on leadership
Forming
Build common purpose & goal
Clarify accountability
Provide direction
Confusion /differences on R&R
Members act independently
Team unclear on dealing issues
Storming
Conduct all team discussions
Take feedback frequently
Raise difficult issues and coach
Team gains confidence
Team builds trust & relationship
Members grow interdependent
Norming
Develop lean process on R&R
Forums for problem solving
Leader transforms to facilitator
Team clear on purpose and goal
Team self facilitate
Team works for team benefits
Performing
Continuous improvement
Assess results against goals
Reward and recognition
TuckmanModel
Cultural and global sensitivity -Managing global diversity issues, Time zone differences
team challenges –global issues
Behaviour
Tasks
Result
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role of theproject manager
shield from diversions
focus on leadership- collaboration
championand communicate the vision
emphasis on team selection, development, coachingand mentoring
creatingan environment of high-trust
remove obstacles
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what doesproject manger not do
managethe team
directteam members
assigntasks
make decisionsfor the team
overruleteam members
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Measure your transformation
Listen
Assess
Engage
Measure
Improve
Sentiments
Compliments & Questions
Future state
Goals & Objectives
Roadmap
Skill & Competency
One to one
One to many
Many to many
Return of Investment
Impact assessment
Customer Feedback
Learn
Refine
Move Forward
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Thank You