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Liftoff for Agile Teams - AP2013

Liftoff for Agile Teams - AP2013

Case study of a team of analysts using chartering to transition into an agile way of working. Presented at the Agile Practitioners 2013 conference in Israel.


Marcin Floryan

January 30, 2013


  1. Agile Analysis Liftoff January 2013

  2. I’m Marcin Floryan http://marcin.floryan.pl

  3. @mfloryan with Sergei You can find me at:

  4. The Conference: This presentation: #AP13 #liftoff

  5. Acceptance criteria You learnt about one example of an agile

    liftoff You can identify potential benefits of chartering You will consider an opportunity to apply chartering with your team ☐ ☐ ☐
  6. Disclaimer This presentation is NOT about how to organise analysis

    in an agile environment
  7. Once upon a time there was a large organisation…

  8. …using Rational Unified Process

  9. Anyone worked with RUP?

  10. RUP defines many roles…

  11. None
  12. The System Analyst

  13. ? what’s a BA

  14. Time for a change

  15. None
  16. The lean programme will result in more frequent and predictable

    delivery of higher quality solutions that more closely match the needs of the customer.
  17. ? How do analysts

  18. We don’t need system analysts in agile they only translate

  19. “Responsible  for  valida0ng   and  transla0ng  user   requirements  gathered

     by   IT  Business  Analysts  into   technical  solu0ons.     SA Job Spec
  20. let’s dissolve the team

  21. your  projects   will  fail   without  us

  22. In strides… César Idrovo

  23. Perhaps

  24. Team charter (from III) 1.  Understand your context 2.  Create

    a vision 3.  Create a mission 4.  Select values and principles
  25. So we met in posh places

  26. We analysed our past

  27. drew spheres of influence

  28. We even played with Lego

  29. None
  30. We established

  31. None
  32. And finally created…

  33. a single page

  34. None
  35. Vision statement Project analysis is recognised as an essential element

    in the delivery of quality solutions that maximise business value.
  36. Mission statement We give and share our expertise in analysis

    to enable rapid, focused and successful realisation of business value, working collaboratively, and always learning as we do this.
  37. Mission statement We look for opportunities for improvement and acquisition

    of new skills to remain a dynamic and versatile team.
  38. Values and Principles Continuous improvement We take every opportunity to

    reflect on, learn from and share in any success or failure to continuously improve our individual and collective performance
  39. Values and Principles Relationships We proactively collaborate with our customers

    and stakeholders, striving to build an open, honest and trusting relationship
  40. Values and Principles Flexibility We are open and adaptable in

    our attitude to the roles we are asked to perform and assist our colleagues when required
  41. Values and Principles Team Work We value the success of

    the Project Analysis team and support each other
  42. Values and Principles Respect We respect the viewpoints of others

    and are open- minded to new ideas
  43. Values and Principles Courage We are not afraid of difficult

  44. Values and Principles Delivery We focus on delivering business value

  45. Values and Principles Working Software We value working software over

    comprehensive documentation
  46. Values and Principles Documentation We recognise the importance of documentation

    that adds value
  47. “And  when  a  group  is  small   enough  and  has

     a  shared   purpose,  we  may  call  it  a   team.   Management 3.0
  48. to make it a reality

  49. ? So how did it all

  50. None
  51. Who is doing retrospectives?

  52. When a re yo u p re p a r

    i n g for your retrospectives?
  53. How are you closing the feedback loop?

  54. Deming-Shewhart cycle P D A C

  55. Now you

  56. Run liftoff

  57. None
  58. purpose alignment context

  59. Purpose •  product vision •  project mission •  mission tests

  60. Alignment •  shared values and principles •  core team forming

    and cohesion •  working agreements
  61. Context •  boundaries •  resources •  prospective analysis

  62. “For  most  efforts,  success  or   failure  is  in  the

     cards  from   the  moment  the  team  is   formed  and  the  ini0al   direc0ons  set  out.   Peopleware
  63. The Remember Slide • Chartering can give a team an identity

    essential to succeed • It creates a shared purpose • It completes the PDCA cycle • It’s the journey that matters not just the outcome
  64. So Thank You

  65. Follow-Up •  Catch me, stop me, talk to me • 

    Contact me on twitter @mfloryan
  66. License This presentation is provided under the Creative Commons Attribution

    - Share Alike 3.0 Unported License to Share — to copy, distribute and transmit the work to Remix — to adapt the work You are free Under the following conditions Attribution — You must attribute the work in the manner specified by the author or licensor (but not in any way that suggests that they endorse you or your use of the work). Share Alike — If you alter, transform, or build upon this work, you may distribute the resulting work only under the same or similar license to this one.