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Agile Transformation 101

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Agile Transformation 101

  1. 1. IBM Marketing Services Center (MSC) IBM Watson AI Dotcom Agile Transformation Presented by Beverley Sutherland June 2019
  2. 2. Agenda 2 What is Agile? Why Agile? Common Misconceptions What Agile Is, Is Not Agile, Scrum – What’s the Difference? What’s a Sprint? What’s a Self-Organizing Team? Good Communication is Critical to Success What are FROCC Values? Where does the Scrum Team fit? Roles & Responsibilities Artifacts Ceremonies Appendix – Priorities Matter – Why Is Change So Hard? – How are we using Jira? – Jira Dashboard – How to Create a Jira Ticket
  3. 3. What is Agile? 3
  4. 4. Why Agile? 4 Less Busy Work, More Innovation Output measures quantity, velocity, release cycle time. Outcome is focused on impact and business value, quality, whether a hypothesis was validated, and whether an customer-delight was achieved. Outcome suggests that not everything is of equal value. As a matter of fact, value becomes a byproduct of three key things: • Revenue generation • Cost savings • Customer satisfaction Because if we don’t take care of our customers someone else will.
  5. 5. Common Misconceptions… (there are many) 5
  6. 6. What Agile Is, Is Not Agile is… Upheld by values Guided by principles People-centric Value-driven Collaborative Self-organizing Agile is not… New Fast Without planning Without documentation An excuse for poor quality Undisciplined Unproven A silver bullet 6
  7. 7. Agile, Scrum – What’s the Difference? Scrum is one way to implement agile. Using an iterative approach in the form of 1-4-week sprints that follows a set of roles, responsibilities, and meetings. The 12 principles of Agile 1. Customer satisfaction is of highest priority which is achieved through the continuous delivery of valuable software. 2. Accommodate changing requirements even in later phases of development. 3. Deliver working software frequently in a shorter timescale. 4. Business team and developers must collaborate on a daily basis throughout the project. 5. Higher autonomy is given to the team members with greater support and trust. 6. Face-to-face interaction is critical for conveying information within a development team. 7. The progress of the project is measured by working software. 8. Promote sustainable development by maintaining a constant pace indefinitely. 9. Technical excellence and good design should be the main focus. 10. Simplicity is essential for progress. 11. Self-organizing teams are required for the best architectures and designs. 12. The teams should reflect on how to become more effective regularly and adopt the changes to increase effectiveness. Agile is a philosophy. Scrum is a methodology. 7
  8. 8. What’s a Sprint? 8 Inputs from Customers, Team, Managers, Executives Prioritized list of what is required: features, specs… Sprint end date and team deliverable do not change Team selects starting at top as much as it can commit to deliver by end of sprint Task Breakouts that are clearly articulated and with content ready to go. Daily Standups meeting Sprint Review Finished work What & Why Retrospectives Delivery Critical to continuous improvement: KPI measurement When How Scrum teams commit to ship working software through set intervals called sprints. They use learning loops to quickly gather and integrate customer feedback.
  9. 9. What’s a Self-Organizing Team? 9 A group of motivated individuals who work together toward a common (team) goal Have the ability and authority to take decisions and readily adapt to changing demands
  10. 10. What’s a Self-Organizing Team? 10
  11. 11. What’s a Self-Organizing Team? 11 o Tasks always come from top-down o Timeframe set o Project manager responsible o Project manager rules o One-way communication o Tasks defined by themselves o Timeframe committed o Team responsible o Scrum Master facilitates o Brainstorming from all team members
  12. 12. What’s a Self-Organizing Team? 12 (Hint, not this.)
  13. 13. Good Communication is Critical to Success 13 Open, productive conversation is critical to problem solving. Documentation of our shared understanding helps us align and remain on track. Choose simple, plain English, free of jargon, for increased efficiency and better alignment. This is even more important when teams have different ways of communicating. How did this team do? https://youtu.be/uNGka2u1eiw
  14. 14. What are FROCC Values? 14 Focus Everyone focuses on the work of the Sprint and the goals of the Scrum Team. Respect Scrum Team members respect each other to be capable, independent people. Openness The Scrum Team and its Stakeholders agree to be open about all the work and the challenges. People personally commit to achieving the goals of the Scrum Team. Commitment Courage Scrum Team members have courage to do the right thing and work on tough problems. Also known as the “misspelled FROG”
  15. 15. Where does the Scrum Team fit? 15
  16. 16. Where does the Scrum Team fit? 16 Leadership Michelle BB Joe Marchesi Betsy Schaefer Demand Generation Amanda Thurston Lizzie Caplan Ben Gardner Dan Russo Digital Strategy Jonathan Zeller Lydia Herrera Diamond Team Leads Laura Donaldson, Applied AI Emma Powers, Growth Jim Young, OpenScale With Watson Erin Gabrielson Michelle Reid Michele Cooper Scrum Master Vacant Product Owner Beverley Sutherland Analytics Jennifer Peterson Product Marketing Emily Winchurch Lindsay Wershaw Caitlin Leddy Katelyn Rothney Paid Media Rachel Mahler Social Tania Rahman Editorial Jeremy Hodge Tim Suzor Tim Mucci Design Annmarie Avila Alex Ku Tamar BB Vanesha Patel Blog Mary Reisert Scrum Dev Team Jina Yoon, Designer Kristie Swift, Designer Dave Hayward, Tech Mgr Henrique Poloni, Developer Weine Oliveira, Developer Vacant, QA Content Strategy Brenna McCarthy Christie Schneider Alan Drummer SEO Phil Buckley Drupal Dennis Dolliver Note: Subject to change and may not reflect all recent or influx organization changes.
  17. 17. Roles & Responsibilities – Scrum Team 17 Close Collaboration Product Owner Vision Product strategy Prioritization Stakeholder management Scrum Master Process Coaching Facilitation Collaboration Dev Team UX Design Development QA A scrum team needs 3 specific roles: product owner, scrum master, and the development team. And because scrum teams are cross-functional, the development team includes strategists, testers, designers, UX specialists, and ops engineers in addition to developers. Agile processes distribute the traditional project manager’s responsibilities: o Task assignment and day-to-day project decisions (Team) o Responsibility for scope/schedule trade-offs (Product Owner) o Quality management (Team, Product Owner, Scrum Master)
  18. 18. Roles & Responsibilities – Scrum Team 18 Scrum Master Keeper of the process Responsible for ensuring the team has everything they need to deliver value o Facilitate meetings o Coach the team o Remove impediments o Provide feedback o Help write stories Product Owner Owns “what” & “why” Represents the client and the business in general for the product on which they’re working o User Stories o Acceptance Criteria o Product Vision o Prioritization o Stakeholders Scrum Dev Team Owns the “how” A group of cross-functional team members all focused on the delivery of quality outcomes o Performs the work o Adapts to change o Decomposes stories o Size stories o Shippable features
  19. 19. Roles & Responsibilities – Product Owner 19 o Create and maintain a product backlog in Jira and ensure tasks are prioritized based on user needs and business value o Advise stakeholders to create clear requirements with high business value, aligned to business goals o Translate business requirements into clear, actionable user stories for development team o Communicate with internal clients regularly to gather requirements and priorities o Understand and communicate to the web scrum team the problems to be solved and the desired outcomes o Create and manage the backlog, ensuring user stories are appropriately defined and prioritized o Collaborate with the web scrum team on a daily basis, clarifying details and answering questions about direction and strategy o Review work with internal clients and stakeholders, keeping them apprised of status and gathering feedback for the web scrum team o Accept or reject all work completed by the agile team Owns “what” & “why” The Product Owner in the Marketing Services Center (MSC) of IBM is responsible for delivering digital properties that provide value to web visitors and support the business strategy. The Product Owner represents the needs of stakeholders (internal clients) from the marketing team and is responsible for working with the agile scrum team to ensure a clear understanding of goals and priorities. The Product Owner is empowered and expected to push back on plans and requests that are not in line with the business goals. The Product Owner is a problem solver, helping to sort out content issues, offering advice to campaign managers, and partnering with others on the web scrum team to work through the backlog of requirements.
  20. 20. Roles & Responsibilities – Scrum Development Team 20 o They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality o Development Teams are cross-functional, with all the skills as a team necessary to create a product Increment o Scrum recognizes no titles for Development Team members, regardless of the work being performed by the person o Scrum recognizes no sub-teams in the Development Team, regardless of domains that need to be addressed like testing, architecture, operations or business analysis o Individual Development Team members may have specialized skills and areas of focus, but accountability belongs to the Development Team as a whole Owns the “how” The development team are the people who do the work. Strong scrum teams are self-organizing and approach their projects with a clear ‘we’ attitude. All members of the team help one another to ensure a successful sprint completion. Roles generally include UX specialists, designers, writers, developers, QA engineers, etc.
  21. 21. Roles & Responsibilities – Scrum Master 21 Keeper of the process The Scrum Master in the Marketing Services Center (MSC) of IBM facilitates a cross-functional team using agile methodology to create Web deliverables. The Scrum Master may work with the team of designers, developers, UX, content, SEO and optimization in regular Scrum sprints or in Kanban to create, deliver and update the IBM.com web platform. The Scrum Master is involved with sprint planning, leads daily scrum standups, provides technical guidance, reassigns tasks as needed, leads retrospectives and reports sprint progress to the stakeholders. He or she helps the team reach consensus for what can be achieved during a specific period of time and during daily calls and empowers the team to complete the goals they have set. He or she also helps the team stay focused, removes obstacles impeding the team's progress, and protects the team from outside distractions. o Promote, support and help everyone understand Scrum theory, practices, rules, and values focused on outcomes over output o Facilitate daily scrum calls, bi-weekly backlog grooming sessions, bi-weekly sprint planning sessions, bi-weekly sprint reviews, bi-weekly retrospective meetings, as well as any other scrum events as needed o Coordinate with the Product Owner for stakeholder reviews of the deliverables along with key team members o Facilitate an atmosphere for collaboration, experimentation and transparency o Remove impediments to the Development Team’s progress o Maintain the delicate balance between sponsors’ needs and team members’ needs o Adhere to a defined sprint schedule to ensure minimal to zero scope creep o Coaching the Development Team in self-organization and cross-functionality to create high-value products
  22. 22. Roles & Responsibilities – Scrum Master 22
  23. 23. Scrum Artifacts 23 Some artifacts can include: o User Story – A tool to define type of user, what they want and why o Product Backlog – List of functional & non-functional requirements o Sprint Backlog – Prioritized list of stories for a given sprint o Impediment List – Anything that is slowing down the team
  24. 24. Sprint Ceremonies 24 Purpose Cadence Duration Desired Outcome Daily Scrum How are we doing? Daily 15 minutes Understanding of day’s priorities and path to clear any roadblocks Sprint Planning What do we do and How do we do it? Bi-weekly 1-2 hours Sprint Backlog based on team review of priorities, requirements, level of effort Sprint Review How did we do? Bi-weekly 1-2 hours Stakeholder and Team understanding of current MVP Retrospective Inspect and adapt. How can we do better? Bi-weekly 1 hour Action items to address what went well and what can be improved
  25. 25. Sprint Planning 25 FOR DISCUSSION PURPOSES ONLY Be mindful that any requirements not set in advance could qualify as scope changes. Allow the necessary time for the team to review the ticket and gather additional details and clarification. Well-formed and articulated project proposals that are received by the Wednesday (bi-weekly) before the start of each 2-week Sprint will be considered. Tickets received after Wednesday will be considered for the following sprint. Tickets are reviewed by the team on Thursday to determine level of effort, complexity, and feasibility.
  26. 26. Sprint Retrospectives 26 To follow our Retrospectives, go to https://ibm.ent.box.com/folder/64515766714 “I have not failed. I’ve just found 10,000 ways that won’t work.” -- Thomas A. Edison
  27. 27. Sprint Retrospectives – Health Monitor 27 To follow our Retrospectives, go to https://ibm.ent.box.com/folder/64515766714
  28. 28. Here to Help 28 Please feel free to reach out to Beverley Sutherland with any questions.
  29. 29. Get started today www.ibm.com/watson
  30. 30. 30 Appendix Priorities Matter Why Is Change So Hard? How are we using Jira? Jira Dashboard How to Create a Jira Ticket
  31. 31. Priorities Matter 31 Spend more time on the right things. The most important tasks move the work closer to long term goals. Prioritizing allows you to identify the most important tasks at any moment and give those tasks more of your attention, energy, and time.
  32. 32. Why Is Change So Hard? 32 Transformation and continuous improvement are not possible without openness to change.
  33. 33. How are we using Jira? 33 Workflow and management of the following DOTCOM project types: o Homepage (features, updates) o Content updates (copy, links, images) o Page Redesigns (Product, Pricing, Use Case) o New Page Types (webinar hub, video browse) o Campaign Landing Pages o Optimization (performance, mobile) o CMS Migration (e.g., HTML to Drupal) o Development Tasks (routing, redirects) Note: Offsite projects (Social, Paid Media, Sales Enablement, Events, etc.) are handled in Trello by Annmarie Avila.
  34. 34. Jira Dashboard 34 Your Dashboard is the main display you see when you log in to Jira. It provides a quick overview of: o All tickets Assigned to You o Activity Stream of team updates o Real-time reporting on all Assignees, Stakeholders, Components, Labels o Sprint Status o And more… Visit the IBMWATSON Dashboard at https://jsw.ibm.com/secure/Dashboard.jspa?selectPageId= 11858
  35. 35. How to Create a Jira Ticket 35 1. Go to https://jsw.ibm.com and click the Create button 2. Fill out the Form, providing the clarity, context, and details to communicate your ideas and needs 3. Click Create to submit and Jira will automatically assign the ticket to Beverley Sutherland to triage