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.

Transcript

1. Agile Analysis Liftoff
   January
   
   2013
   
   

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

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

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

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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
   
   ☐
   ☐
   ☐
   

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6. Disclaimer
   
   This presentation is
   NOT about how to
   organise analysis in an
   agile environment
   
   

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7. Once upon a time there was a
   large organisation…
   
   

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8. …using Rational Unified Process
   
   

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9. Anyone worked with RUP?
   
   

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10. RUP defines many roles…
    
    

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12. The System Analyst
    
    

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13. ?
    what’s a BA

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14. Time for a change
    
    

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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.
    
    

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17. ?
    How do analysts

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

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19. “Responsible  for  valida0ng  
    and  transla0ng  user  
    requirements  gathered  by  
    IT  Business  Analysts  into  
    technical  solu0ons.    
    SA Job Spec
    
    

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20. let’s dissolve
    
    the team
    
    

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21. your  projects  
    will  fail  
    without  us
    
    

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22. In strides…
    
    César Idrovo
    
    

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23. Perhaps

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24. Team charter (from III)
    
    1.  Understand your context
    
    2.  Create a vision
    
    3.  Create a mission
    
    4.  Select values and principles
    
    

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25. So we met in posh places
    
    

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26. We analysed our past
    
    

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27. drew spheres of influence
    
    

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28. We even played with Lego
    
    

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30. We established

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32. And finally created…
    
    

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33. a single page
    
    

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35. Vision statement
    
    Project analysis is
    recognised as an essential
    element in the delivery of
    quality solutions that
    maximise business value.
    
    

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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.
    
    

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37. Mission statement
    
    We look for opportunities
    for improvement and
    acquisition of new skills to
    remain a dynamic and
    versatile team.
    
    

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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
    
    

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39. Values and Principles
    
    
    
    Relationships
    
    We proactively collaborate
    with our customers and
    stakeholders, striving to
    build an open, honest and
    trusting relationship
    
    

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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
    
    

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41. Values and Principles
    
    
    
    Team Work
    
    We value the success of the
    Project Analysis team and
    support each other
    
    

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42. Values and Principles
    
    
    
    Respect
    
    We respect the viewpoints
    of others and are open-
    minded to new ideas
    
    

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43. Values and Principles
    
    
    
    Courage
    
    We are not afraid of
    difficult challenges
    
    

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

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

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46. Values and Principles
    
    
    
    Documentation
    
    We recognise the
    importance of
    documentation that adds
    value
    
    

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47. “And  when  a  group  is  small  
    enough  and  has  a  shared  
    purpose,  we  may  call  it  a  
    team.  
    Management 3.0
    
    

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48. to make it a reality

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49. ?
    So how did it all

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51. Who is doing retrospectives?
    
    

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52. When
    
    a re yo u p re p a r i n g
    
    for your retrospectives?
    
    

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53. How
    
    are you closing
    
    the feedback loop?
    
    

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54. Deming-Shewhart cycle
    
    P
    
    D
    A
    
    C
    
    

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55. Now you

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56. Run liftoff

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58. purpose
    alignment
    
    context
    
    

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

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60. Alignment
    
    •  shared values and
    principles
    
    •  core team forming and
    cohesion
    
    •  working agreements
    
    

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61. Context
    
    •  boundaries
    
    •  resources
    
    •  prospective analysis
    
    

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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
    
    

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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
    
    

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64. So Thank You
    
    

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65. Follow-Up
    
    •  Catch me, stop me, talk to me
    
    •  Contact me on twitter @mfloryan
    
    

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66. License
    
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    Attribution - Share Alike 3.0 Unported License
    
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    You are free
    
    Under the following conditions
    
    Attribution — You must attribute the work in the manner specified by the author or licensor
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