Setting and Measuring Individual Performance in Agile Teams

AT11
Agile Metrics
6/8/2017 3:00:00 PM
AT11 Setting and Measuring Individual
Performance in Agile Teams
Presented by:
Tina Rusnak
First Class Agile, LLC
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
888-‐268-‐8770 ·∙ 904-‐278-‐0524 - info@techwell.com - https://www.techwell.com/

Tina Rusnak
First Class Agile, LLC
A student of life, Tina Rusnak has a gift for seeing what others don't see in
themselves. Tina has been helping others learn how to reach their full potential
through personal awareness for more than twenty-five years. Currently a
practicing master coach, since 2007 she has trained and coached thousands of
team members, leaders, and HR business partners on what agile really is-a
mindset! Tina is an author, a speaker, and currently director of agility
transformation at ADP and founder of First Class Agile.

6/14/2017
1
Set & Measure Individual
Performance in Agile Teams
Tina Rusnak, Director Agility Transformation ADP
TechWell Agile Dev West June 2017
Welcome &
Thank You For
Joining My
Session
2Tina Rusnak TechWell Agile Dev West June 2017

6/14/2017
2
It’s June! You
Know What
That Means…
3
“What you resist…persists.”
‐ Carl Jung
Tina Rusnak TechWell Agile Dev West June 2017
What’s Wrong
ith
Goals are
Unclear &
Stagnant
with our
Performance
Goals?
Just some
Feedback is
Inadequate &
Inconsistent
Expansion of
Knowledge &
Roles
examples…
Performance
Review is
Irrelevant
Tina Rusnak TechWell Agile Dev West June 2017 4

6/14/2017
3
Focused
Decisions
Faster,
Results
Inspire,
Trust &
Ownership
Emphasize
Culture of
Learning
Rapid
Growth &
Innovation
Why Create
Goals ?

6/14/2017
4
Improved performance management execution
will result in
higher levels of employee engagement
leading to
more creative & innovative solutions
that have an
HYPOTHESIS
awesome impact on business outcomes
What I’m About to Share is a Lie…and
a Work in Progress…
8

6/14/2017
5
CONTENT
• Part 1 ‐ F.A.C.T.S. Goal Model
• Part 2 ‐ Expansion of Roles
• Part 3 ‐ Putting it All Together
Key Concepts
Setting the Foundation

6/14/2017
6
Key Concept 1:
Agile is a Agile is a
Mindset
Beliefs, People,
Growth, Results
11Image credit: https://www.mindsetworks.comTina Rusnak TechWell Agile Dev West June 2017
“Neurons that fire together, wire together.”
‐ Dr. Carol Dweck, Mindset Works
Key Concept 2:
The Agile The Agile
“Leader”
”What do you
want to be
when you when you
grow‐up?”
12Image credit: http://www.hercampus.com/school/notredame/what‐do‐you‐want‐be‐when‐you‐growTina Rusnak TechWell Agile Dev West June 2017

6/14/2017
7
Key Concept 2:
The Agile G
Grow The Agile
“Leader
Grow
Yourself
Grow Your
Grow
The
Business
13
Grow Your
Teams
Key Concept 3:
Building Great Building Great
Teams is
Crucial
”But I don’t know
what to do ”
what to do.
‐ IT Manager

6/14/2017
8
Key Concept 3:
Building Great
Culture
Transformation
Leaders can role
model the new
culture
Remove barriers;
collaboration &
empowerment
Messaging that
emphasizes
cultural
expectations
g
Teams is
CrucialPeople
Development
Continuous
development of
people is critical
Recognize people
& teams who
produce results &
impact
Communities of
practice,
innovation &
ownership
Hiring criteria Flexible job Individually
15
Agile Talent
Requirements
Hiring criteria
that identifies &
attracts desired
skills & behaviors
Flexible job
descriptions that
meet changing
needs
Individually
negotiated
performance
system
Create an organization that constantly builds its capacity by
building the capacity of its people.
Agile mindset to look at things in a new
Key Summary
Agile mindset to look at things in a new
way; change old beliefs
Leaders/managers/influencers are
growth focused
Teams that are supported & consist of
I i d i di id lInspired individuals
16

6/14/2017
9
Part 1: F.A.C.T.S.
Setting & Measuring Goal Model
“All models are
Frequent Agreed‐to Concise“All models are
wrong, some
are useful.”
‐George Box,
St ti ti i
(inspect &
adapt/measure)
Agreed to
(negotiated)
Concise
(K.I.S.S.)
Thoughtful
h
Satisfaction
(f l f )Statistician
18
(why?) (feeling factor)

6/14/2017
10
BIG GOAL:
 Frequent: Each day I will log my sleeping, eating and
walking habits & each night before bed I will review
my day & plan for the next
 Agreed to: My husband has agreed to help with the
“I want to feel
and look my
best at the
next TechWell
 Agreed‐to: My husband has agreed to help with the
kids after dinner because that is the best time for me
to commit to completing this goal
 Concise: In 30 days I will increase my walks from 30
minutes 3 days a week to 60 minutes 5 days a week
 Thoughtful: I will gain higher levels of energy & be
conference.”
Thoughtful: I will gain higher levels of energy & be
more productive.
 Satisfaction: On a scale of 1‐5, achieving this goal
would be a 5 because I will feel motivated to do more
19
FREQUENT:
Have a schedule
to set, check &
measure
f f
19
Care for your goals, even if they change.

6/14/2017
11
Negotiate
AGREED‐TO:
Whose goals
are these?
Plan Propose Debate Bargain
are these?
“Seek first to understand and then to be understood.”
‐ Stephen Covey
Clear
Concise
CONCISE:
Get specific to get
results sooner &
build momentum
Clarify
“THE WHAT”

6/14/2017
12
THOUGHTFUL:
Find your
inspiration
Image credit: https://www.linkedin.com/pulse/finding‐your‐why‐how‐makes‐life‐melissa
SATISFACTION:
On a scale from 1‐5
how awesome will
achieving this goal
Autonomy Mastery Purpose
achieving this goal
make me feel?
"Carrots & Sticks are so last century…we need to
upgrade to autonomy, mastery & purpose.”
‐ Dan Pink

6/14/2017
13
FACTS Model: Outcomes
Clear
ExpectationsWhat are p
Ongoing
F db k
Growth &
D l t
What are
Some
Outcomes of
Getting the
F.A.C.T.S.?
FeedbackDevelopment
18
BIG ORG
ORG
Consider the
Levels of Goal
Contribution
TEAM
26
YOU

6/14/2017
14
C id
Time to
Market
• Decide time
frame
Business
Value
• Decide
method to
Quality
• Decide
definition &
Velocity
• Team level
only
Consider
Metrics
Some
examples
frame
• Right thing
at right
time
• Technical
blocks
identified
quickly
method to
define or
measure
• Decide
where to
measure
sprint or
release
definition &
scope
• Defects
found in
“hardening”
• Defects
reported in
production
only
• Learn
average
rate of
delivery
• Learn in
context
• Technical p q y
• Silos/walls
identified
level?
• Post
production
measures
p
• Automation
• CI/CD
Technical
blocks &
skill,
knowledge
gaps
27
Part 2: Expansion of
Roles
Agile Increases the Challenge

6/14/2017
15
d l
TRADITIONAL
Project Delivery
 Phases of requirement
definition plan build test &
SCRUM Project
Delivery
 Incremental & iterative
development where phases
How do Roles
Change When
Teams Move
From Waterfall
to Scrum?
definition, plan, build, test &
deploy
 Deliver the requirements
outlined in detailed
documentation
 Dev/test silo/different teams
development, where phases
of the process are revisited
 Importance is placed on
adapting to changing
requirements
 Dev/test on same team
toSc u
 Large testing cycle/squeeze
at the end
 Feedback late in project
 Testing begins early;
everyone tests
 Feedback within days &
throughout project
“With Scrum we
need team goals
now, no more
Communicate expectations with whole
team, then negotiate it individually
,
individual goal
setting! Yea!”
“How do we do
that?””
Gina:
Attend all
stand‐ups to
show my team
commitment
Larry:
Attend all
stand‐ups to
learn the
scrum master
role
Mike:
Attend all
stand‐ups as
an architect I
can assist the
team
Don’t take things
so literally….
30
You now have a team goal…

6/14/2017
16
TRADITIONAL SCRUM
 Code against defined
i t
 Collaborate with customer
to define requirements early
Example
Developer
Goals
requirements
 Troubleshoot reported
defects
 Work independent of
testers
 Up front system
to define requirements early
 Team responsible for testing
& quality
 Prevent defects w/high
levels of interaction with
testers
 Up‐front system
analysis & design
 Write & maintain
technical documents
 Just‐in time design
 More technical; build & test
automation
TRADITIONAL
 Responsible for testing
SCRUM
 Team responsible for
Example
Tester Goals
p g
 Test against defined
requirements late in
project
 Find defects
 Daily status & defect
reports
p
testing
 Collaborate with
customer to define
requirements early
 Prevent defects
 High levels of
interactionreports
 Guarantee quality;
“go/no go”
 Less technical
interaction
 Customer defines
quality
 More technical

6/14/2017
17
Part 3: Putting It All
Together
Developing Goals for Expanding Roles
Using The Agile Testing Quadrants
Build the Right Product & Build it Right
Agile: Quality
is a Priority & a
Team Effort
34Source: Brian Marick and Lisa Crispin, “Agile Testing”

6/14/2017
18
“Increase NPS from a 6 to 8 in 6
months”
Agile Tester
Areas of Focus/Contribution
Big Org: Lunch & Learn session(s)
Org: Partner with customer support
Team: Validate scenarios with PO
Self: Learn the automation tools
Concise (K I S S ):  In 30 days  will have given a lunch and learn to the all testers
BIG ORG GOAL
Concise (K.I.S.S.):  In 30 days  will have given a lunch and learn to the all testers
on X topic that has been impacting quality
Thoughtful (Why?): It’s important to share this knowledge so that other teams
can benefit as well as the customers
Satisfaction (Feeling Factor): On a scale of 1‐5, I rate this a 5 because I will feel
great about helping the larger org, practiced my presentation skills and build new
35
great about helping the larger org, practiced my presentation skills and build new
connections
Agreed‐to (negotiated): Team and leaders agree this is a great topic to raise
awareness
Frequent (inspect & adapt): In 2 weeks I will get feedback on my deck, make
adjustments; present the material and again ask for feedback
Try It Out!
‐Use the
Q d t   Quadrants as
Your Quality
Strategy Base
“Words don’t
teach.”
– A lot of people

6/14/2017
19
“Increase NPS from a 6 to 8
in 6 months”
Agile Developer/Product Owner
Areas of Focus/Contribution
Big Org:
Org:
Team:
Self:
Concise (K I S S ): Concise (K.I.S.S.):
Thoughtful (Why?):
Satisfaction (Feeling Factor):
37
( g )
Agreed‐to (negotiated):
Frequent (inspect & adapt):
Th k Y !
How to Reach Me:
 tinarusnak@me.com
 https://www.linkedin.com/in/tinarusnakfirstcl
asscoaching/
Thank You!
Please send
feedback or
suggestions…
 http://www.firstclassagile.com
 Cell: 770.549.2198
Scan to subscribe to
First Class Agilegg
38
First Class Agile

Setting and Measuring Individual Performance in Agile Teams

Recomendados

Recomendados

Mais conteúdo relacionado

Mais de TechWell

Mais de TechWell (20)

Último

Último (20)

Setting and Measuring Individual Performance in Agile Teams