Bridging the gap between HR dept. & agile project teams of your org. - Thushara Wijerwadena - Agile SG 2013

Presented in Agile Singapore 2013 Conference

Today, software companies adapt agile concepts for their development teams rapidly. However, the lack of understanding of such concepts by other facilitating entities of the organization including supporting departments , such as HR department, may create complexities and slow down the expected return of such agile transformation by its production staff. Further with current dynamic business climate, the entire organization is challenged to deliver more with less. This session will discuss such challenges in the context as well as the solutions to overcome them.

Transcript

1. Bridging  the  gap  between  your  Agile   Project  organiza8on  and  the   tradi8onal  HR  department   _________________________   Thushara  Wijewardena   CPO@  ExilesoE   Presented  @  Agile2013-­‐  Singapore  
2. Organiza8on   CEO  
3. Production/ Project organization Sales Other Facilitating organizations h  
4. Production/ Project organization Sales Other Facilitating organizations h  
6. (2  min.  pause)  
8. h"p://www.versionone.com/state-­‐of-­‐agile-­‐survey-­‐results/  
9. h"p://www.versionone.com/state-­‐of-­‐agile-­‐survey-­‐results/  
11.   ISBN-­‐10:  1591846447   ISBN-­‐13:  978-­‐1591846444  
12. “Agile  Mindset”  
14. Case  Study  
15. Case  Study:  Agile  adop8on  at  ExilesoE  
16. 2008   2009   2010   2011   2012   15  people   40  people   More  and  more   Evolving  with  agility…   D   S   70  people  
17. Organization culture was challenged Control  culture   Collabora8on  culture   Competence  culture   Cul8va8on  culture  
18. Day to day functions were challenged
19. 1. Beware  of  individual  performance  reviews     2. Pair-­‐programming  is  a  great  way  of  recruiAng  developers   3.  CerAficates  are  not  that  important    for  soEware   developers   4.  Shorter  feedback  loops  than  once  a  year  formal  appraisals   5.Don’t  worry  …  Developers  are  exposed.  They  cannot  hide   their  in  abiliAes.   5.  Job  DescripAons  may  create  confusion  among  the   developers   6.  NO  NO  they  don’t  report  to  the  scrum  master…  
20. Created disrespect
21. Effect: organization wide performance drop. Everyone felt the “stress”
22. Looking at the organizational picture
23. Fact finding & Root Cause analysis Common patterns and causes Covered  under:  Sec8on    II  The  problem     and       Sec8on  III  The  causes     E-­‐ISBN:  978-­‐0-­‐7695-­‐4370-­‐3     Print  ISBN:  978-­‐1-­‐61284-­‐426-­‐8    
24. ISBN-­‐10:  1849284911     ISBN-­‐13:  978-­‐1849284912  
25. Findings - Isolation and lack of transparency - The meaning of “agile” - Requirements are thrown over the wall - Too much of working progress tasks - Lack of recognition and trust     Customer   Project   Organiza8on   Human   resource  
26.        Focus  on  Speed  and  Customers                                                Focus  on  Control  and  Alignment     Tradi8onal  HR   New  Agile  HR  
28. Steps forward Improve  the  knowledge  of     agile  concepts  among  HR  staff     Agile  implementa:on     Observing  the  Results    
29. Transition
30. Feasibility of implementing KANBAN over Scrum
31. Looking  at  Scrum   •  Time  boxing   •  Scheduled  releases     •  Story  point  es:ma:on   •  Sprint  burn  down     •  Team  consistency    
32. Looking  at  KANBAN  
33. KANBAN  wall  
34. Backlog
35. Definition of “Done” Done  =    
36. Complexities
37. We are no more a software factory Mindset change
38. Before..
39. After..
40.    ISBN-­‐10:  0201741571      ISBN-­‐13:  978-­‐0201741575  
41. Twicer  :  @thush   twi@exilesoE.com