Mature Agile Leadership Essential Patterns v7 Half Day Workshop

Essential Patterns of
Mature Agile
Leadership
Bob Galen
President & Principal Consultant
RGCG, LLC
bob@rgalen.com
Introduction
Bob Galen
n
Independent Agile Coach (CSC) at RGCG, LLC
Principle Agile Evangelist at Velocity Partners
Somewhere north of 30 years overall experience J

Wide variety of technical stacks and business domains
Developer first, then Project Management / Leadership, then
Testing
Senior/Executive software development leadership for 20 years
Practicing formal agility since 2000
XP, Lean, Scrum, and Kanban experience
From Cary, North Carolina
Connect w/ me via LinkedIn and Twitter @bobgalen
n
n
n
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Bias Disclaimer:
Agile is THE BEST Methodology
for Software Development
However, NOT a Silver Bullet!
Copyright 2014 RGCG, LLC
First, lets explore

Your current Leadership Maturity assumptions
n
From your experience or within your company context,

what do think are indicators (patterns) of Agile
Leadership Maturity?
Lets rank order some of them; I.e. what do you think are
the more impactful patterns? Or the ones whose
absence would do the most harm in an agile
transformation?
Introduction
n
VersionOne 2011 Survey, Barriers to further agile adoption:

1.
2.
3.
4.
5.
52% - Organizational Culture

40% - Availability of personnel with right skills
39% - General resistance to change
34% - Management support
30% - Project Complexity
Three of the top five factors for agile failure can be attributed to
culture and leadership issues / challenges
Three Common
Meta-Patterns
n
Achieving Agile Maturity

q
q
q
Simplicity of the Methods

q
q
Many teams seem to have a false sense of over-maturity

Teams become complacent or plateau; often regressing over time
Can you have too much self-direction?
doing Agile is easy; being Agile is much harder and continuous
Organizations, teams, and individuals often wait till the last minute to ask
for help
Internally - retrospectives are the key; Externally - get a compatible
coach
Culture seems to be the largest failure factor

q
q
q
Scrum can be quite disruptive; Kanban can be less so

All-in vs. incremental? Salesforce.com as a commitment model?
Generally, how do we handle the term Commitment?
Doing Agile vs.

Being Agile?
n
One debate in the agile community surrounds agile maturity. A way

of characterizing it surrounds
q
Doing Agile focusing towards is tactics, ceremonies, and techniques

vs.
Being Agile focusing towards team mindset, leadership mindset,
behaviors, organizational adoption, etc.
As an entry exercise, can we brainstorm aspects of Doing vs. Being

to capture how you view the differences?
The Mature Patterns workshops sort of crosses both, with an

emphasis towards the Being-side of the equation.
Introduction
Scott Downey: Hyper-productivity ?
Agile 2007 workshop

Defined setup constraints for Hyper-productive teams
Sutherland, etc. have shared on these sorts of teams
First, these teams have infrastructure in place
n
n
q
q
q
Automated testing, continuous deployment capabilities

Legacy code support; marginalized
Tooling support
http://scrum.jeffsutherland.com/2012/01/scrum-shock-therapy-how-tochange-teams.html
Introduction
n
The Entry Rules

q
q
q
q
q
q
Everyone on the team attends a Scrum training class

1-week sprints
Clear, team-based definition of Done
Estimate in story points
Information radiators
Sprint planning will be 4 hours, each week
n Demonstration
n Retrospective
n Product Backlog Presentation
n Estimation & Negotiating
n Sprint Backlog Commitment
Multi-tasking forbidden during sprint
Introduction
n
Very prescriptive approach Shock Therapy
Outsider In approach; Expert Agile Coach
Usually major impediments come out quickly for resolution
Why Scott thinks its successful:

1. Get impediments out quickly
2. Team vs. him; can be more prescriptive (Bad Cop) in lieu of later Scrum
Master
3. Foster an environment of honest and open dialogue; call out bad
behavior
10
The Patterns
11
Outline
Leadership Maturity Patterns
1. Leading with V-M-G-T
2. Leading with Training &
Coaching
3. 3-Tier Adoption Strategy
4. Agile Team Staffing
5. The Place for Tooling
6. Trusting Your Teams
7. Always Remembering The
TEAM
8. Champion Your Teams
Results
9. Coaching Towardsbeing
Agile
10. Continuously Reinforce
Accountability
11. Foster Innovation and Slack

Time
12. Reacting to Impediments or
Requests for Help
13. Agile @ Scale Models
14. Saying NO as a Leader
15. Personally Engage Agility
16. Organizational Leadership
Alignment
17. Servant-Leader Mindset
18. Fostering FUN!
19. Roles Matter
20. Congruent Agile Measurement
21. Agreement-Based Culture
12
For each pattern

workshop discussions
n
For sets or groups of patterns, well pause and discuss the patterns
in small groups
Looking for examples where youve seen the pattern in operation

and have a story to tell
OR
n Examples where youve seen related anti-patterns in operation and
have a counter-story to tell
n
Either way, well be looking for group-based discussion around the

ways and means of achieving agile maturity
13
#1, Leading with

V-M-G-T blog
n
Mission & Vision

q
q
Goals
q
q
q
q
Release Goals / Criteria

Sprint Goals / Criteria
Done-Ness Criteria; Acceptance
Standards; Meta Requirements
Transparency
q
Competitive Landscape
Why behind everything
Straight-talk
n They can Handle the Truth
Sharing stories about Being Agile
14
Motivating Your Team

Stephen M. R. Coveys
book
13 Behaviors that
Foster & Increase
Trust
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
15
#2, Leading with Training & Coaching

blog
n
Agility is deceptively simple;

however do not under invest in
team training
q
Coaching is a strong part of this

particularly in the beginning
q
Role training for Scrum Masters

& Product Owners
New hire Agile Onboarding
Get a Coach for the teams AND

for management / leadership
Consider shorter iterations for

reflection & continuous
improvement
Considering team maturity

(Shu-Ha-Ri) at all levels within
your adoption
16
Center of Excellence (CoE) or

Community of Practice (CoP)
n
Establish Guidelines or
Guardrails
q
q
q
Done-Ness Criteria
Establish standard agile method
Roles & Responsibilities
Select / prescribe to your own

Methodology
Coaching the Scrum Masters

& Product Owners
If you do have scorecards or

agile maturity evaluations, do
them with a light-hand
q
Example artifacts
q
Stories, backlogs, designs,

plans
No grades or Stack Ranking

Focus on team-based results
& behaviors
Agile Journey Index - Krebs
17
#3, 3-Tier Adoption Strategy

n
Establish an adoption tempo

that is organizational-wide, not
Technology-wide
q
q
q
Teams
Mid-level Management
Senior Leadership
HR plays a significant role
Middle management the

most critical part of your
adoption
q
q
q
Typically undermine the teams n

Uncomfortable with the role shift
Command-and-control
continues
Its not a methodology

Its an organization-wide
transformation play
18
#4, Agile Team Staffing

blog, part 1 of 5
n
Staff teams with skills for

success
q
Towards business / backlog

work
No magic ratios!
Take team transfers seriously

q
Keeping Core Teams

together as long as possible
n
Team-based interviewing
q
Auditioning
Remove artificial silos wherever

possible
q
q
Limit multi-tasking wherever

possible
Architecture, UX, documentation

Work is delivered THRU the team
People are NOT fungible!

19
Discussion Team
Performance & Compensation
n
Clearly moving to agile approaches

Self-directed, x-functional,
q Accountable for results - Teams
Changes some things from our traditional view towards individual
performance, recognition, and compensation
q
What changes do you anticipate (or currently adopt) in your agile

journey
q
q
Is HR on board with understanding and changes?

What about cross-department implications?
Care to share?
20
#5, The Place for Tooling

n
Dont Lead With tools, lead

with principles and people
Our tendency is to emphasize

tooling and reporting
q
q
KISS
Start as low-fidelity as possible
(cards, walls, etc.)
Dont let tools become your
collaboration platform
Dont ignore open source tools
Let your teams lead the way

q
q
Meet their needsask them?

Local teams vs. Distributed
teams are a key factor
Less focus on Project

Management & Reporting tools
More focus on collaborative

support for your teams
q
Especially remote teams!
21
#6, Trusting Your Teams

blog blog-2
n
Provide guidance & advice; but

trust the team to solve their
own problems & challenges
Foster an environment of
experimentation, trying new
things, and innovation
Fostering and embracing failure

q
Failing Forward & learning
Focus on Roles and the

endpoints of sprints
q
Accountable for their commitments

& results
22
Do you REALLY trust your Team?

Their estimates?
Their craftsmanship?
Their judgment & decisionmaking?
Their level of effort or work
ethic?
Their plans?
Their code quality?
Their recommendations?
Their motives?
Their skills?
Their preferred approaches?
Do you actively give them

feedback & coach them in
areas where you consider
them weak?
q In real-time; congruently
Its easy to trust when things

are going well.
q
How about when the going gets

tough?
Or when you feel theyre not doing
what you would do?
Remember: your words,

actions, and body language
need to align
23
Discussion Trusting your Teams

n
n
How much overall trust exists within your organization?

In what directions?
q
q
q
n
n
n
Up towards Management
Laterally across functions & Management
Down towards Teams
If there is distrust,
what are the top 5 producers or initiators?
How do you handle failure?
And how does trust change when youre Under Pressure?
What if I said to you that you MUST trust your teamsno matter
what! What would be your reactions?
Care to share?
24
#7, Always Rememberingthe TEAM

blog
n
Shifting from individual rewards

to team rewards
q
Ask the team to reward itself
Recognizing and
acknowledging the behavior
within teams
q
blog-2
Teamwork, collaboration, mutual

respect
Changing your language

q
q
Why didnt we find that in test?

Why arent the developers coding
right now?
Stop referring to developers vs.
testers
Holding the team accountable

to results, commitments, and
support of standards of
craftsmanship
25
5 Dysfunctions of a Team -- Lencioni
Inattention to
Results
Avoidance of
Accountability
Passionate
Debate about
the things
that
Truly Matter!
Lack of
Commitment
Fear of
Conflict
Absence of
Trust
26
The Bus
Jim Collins
n
Getting the right people on the

Bus
Ensuring the each Bus is going
in the right direction
Getting the wrong people off of
the Bus
Not everyone is comfortable

with an agile transformation, yet
they eventually need to get on
board
27
#8, Champion your Teams Results

blog
n
Always the cheerleader
Sharing agile stories of success

and learning everywhere
Look back at your progress

q
Contrast against historical

performance
The improvement journey
Defend your teams; defend your

agile journey
q
Focus on transparent RESULTS
28
Discussion Celebrating your Team

n
n
n
n
Privately make a list of the last 10 times you celebrated your team
in public?
What were the conditions?
What did you say? How did you say it?
In what directions?
q
q
q
n
n
Up
Laterally
Down
Reflect on these. Did you do a good job or miss opportunities?

If you missed some, what changes in your Celebratory Style might
you make?
Care to share?
29
#9) Coaching Towardsbeing Agile

n
Observing teams @ stand-ups,

planning, & reviews
Coaching team behaviors

q
Setting expectations for quality,

done, assistance, commitment,
and collaboration
Engaging with the Product

Backlogs and Roadmaps
Moving towards Team-based

recognition and performance
evaluation
Walking your talk
30
#10) Continuously Reinforce Accountability

blog
Influence at the Sprint /

Release endpoints
q
q
Goals, Commitment,
Quality, and Delivery
Call itsuccess or failure

q
Sprints and Releases
Expect significant &

continuous improvement
Reward Results, Effort,

and Attitude
31
#11) Foster Innovation & Slack Time

blog
n
Beyond reducing multitasking
Google, 20% time

q
q
Collaborative projects
q
Innovation Days
Hackathons
Immersion
Innovation & Creativity
Slack Time
q
Sign-up for what interests you
Time to think
q
Tom DeMarco (Peopleware

fame)
Flow Time
q
q
Mihly Cskszentmihlyi
in the flow
32
Creating Slack Time

Slack is the degree of freedom in a company that allows it
to change. Allowing people room to breathe, increase
effectiveness and recreate themselves.
--- Tom DeMarco
Be careful of too much multi-tasking across projects

q
n
n
Task switches take (waste) up to 20% of your time (per switch!)
Defining projects with 100% availability assumptions

Overloading key resources hard or soft overload
33
Discussion - Slack
n
n
n
Everyone seems to nod their heads when I discuss Slack Time

getting the importance of it
Thats the easy part, conceptually understanding the need. NOW,
does your organization actively provide Slack Time?
In what forms? To what trade-offs?
And if you dont, what would be a fair strategy (get specific) to start
supporting the concept within your teams?
Do you truly buy the connection to:
q
Creativity and Innovation?
Care to share?
34
#12) Reacting to Impediments

or Requests for Help
blog
n
Providing the team support is a

prime goal
q
Supporting Scrum Master

impediment list(s)
q
Transparency with your followup actions

Risks
Reacting quickly to team needs

q
q
Servant Leadership mindset
Same day response time

Example efforts
Always Pull vs. Push
35
#13) Agile @ Scale Models

blog
n
Scrum of Scrums S2
q
Scrum of Scrums S3
q
Agile Steering, COE
Feature or Component
Teams
System Teams
q
Agile Portfolio / Team &

Skills
Scrum of Scrums S4
q
Program Execution
Architecture, UX
Project Chartering
q
Agile Charters, Lift-off
Supporting an agile mindset

across teams and continents
Maintain the Basics!
36
Scaled Agile Discussions or Frameworks

n
Dean Leffingwell Scaled Agile Framework (SAFe)

q
q
Release Train, 3-Tier flow, RUP-like

Connection with Rally
Scott Ambler Disciplined Agile Delivery (DAD)

q
Focus on architecture and modeling
Mike Cottmeyer Agile Transformations
Larman & Vodde Scaling Agile Development books series
Patton & Hussman Visualization

q
q
Story Mapping
Release Visualization
37
Scaled Agile Framework Big Picture
38
#14, Saying NO as a Leader

n
Knowing when to say

q
Putting on the hat of the

observer; laying it on the table
for the team
q
Asking questions, trustfully

inquisitive
Courage to tell it like it is

q
Sometimes direction is required
Of Elephants and 800 lb.

Gorillas
Behind the scenes, 1:1

Coaching towards Agile
behaviors
39
Examples
Knowing when to step in, step out?

q
When have you stepped in as a leader and

realized that it was a mistake?
When have you stepped in and realized it was the right decision?
How do the core Agile Principles help or relate?
Self-directionhard or easy? Context-based?

q
What about fostering exploration? Or failure?
40
The One Thing

When it comes to risky, controversial, and
emotional conversations, skilled people
find a way to get all relevant information
out into the open.
Thats it. At the core of every successful
conversation lies the free flow of relevant
information. People openly and honestly
express their opinions, share their
feelings, and articulate their theories.
They willingly and capably share their
views, even when their ideas are
controversial or unpopular.
-- Crucial Conversations, Patterson, Grenny, McMillan, Switzler
41
#15, Personally Engage Agility

n
Start practicing agile

techniques at a leadership
level
q
q
q
Be coachable; be inquisitive
q
q
Stand-ups, Backlogs,
Transparency, and Information
Radiators,
Prioritization & Focus?
Collaboration & Teamwork
Become a student of agility

Ex: Personal Kanban
Demonstrate understanding that

agile isnt a speed play
42
How does Agile

Go Fast?
blog
1. Rework avoidance:
2.
3.
4.
Bugs, poor Design, poor Code, poor Requirements, poor

Performance, poor Usability
Waste avoidance: hand-offs, multi-tasking, resource sharing, project churn,
sign-offs/approvals, dependencies
Requirement avoidance: Gold Plating, establishing Minimal Marketable
Features or Products (MMFs and MMPs), focusing on value / prioritization, Its Good
Enough!
Leveraging the creativity / innovation of the team: Simple, just
enough solutions; creative solutions; solutions to the REAL customer problems &
challenges; Wisdom of the Crowd
n
n
Out of the box, agile is dependent on proper execution of the principles for efficient
delivery. For raw speed, you need to embrace the above in order of difficulty
Notion of Hyper-productive agile teams achieve 1.5x, 2x, up to a 3x productivity
over their traditional counterparts.
43
#16, Organizational Leadership Alignment

blog
n
SeniorMiddleLow level
leadership alignment with
agile principles
q
Balanced Level A, B, and C

leadership present
q
Training, operational
understanding
At least one C championing

agile
Projects, PMO, Regulatory

requirements, COE aligned
44
Asking the Right

Questions?
Right
n
Quality focused around

done-ness adherence and bug
repairs
Based on information
radiators; asking why?
In context, for example, at
Sprint Reviews regarding
features
Around priority and value of
delivered features
I dont hear typing / coding

going on
Why do we need to fix that

bug?
Why do we need to refactor
that now?
q
Wrong
Around raw speed; are we
there yet?
Particularly with teams who

dont
Why cant we cut those points

down? Whats so hard about
that?
45
Discussion Organizational
Alignment
n
At your groups, discuss your own organizational alignment towards

agile leadership and practices
Where are your teams?

Where are your middle management
Where are your senior leadership?
n
n
Is everyone roughly at the same level of adoption? If not, what are

you doing about it?
Organizational maturity presentation from Agile 2011 conference
46
#17, Servant Leadership Mindset

The servant-leader is servant first. It begins with the natural
feeling that one wants to serve. Then conscious choice
brings one to aspire to lead. The best testis this:
Do those served grow as persons? Do they, while being
served, become healthier, wiser, freer, more
autonomous, more likely themselves to become
servants?
--- Robert K. Greenleaf
Its NOT about the Leader, it IS about the team

47
#18, Fostering FUN!

n
Have a sense of humor; selfdeprecation

q
q
Be playful as a leader
Practical jokes
Find partners in your teams

that identify opportunities for
having fun
Dont allow the teams to get

too serious;
q
q
Take breaks, Team-building

Fund event ideas
Hire positive, can do people
48
#19, Clarity & Focus - Roles Matter!

blog
n
Dont overload core agile

roles
q
Managers make terrible Scrum

Masters and Product Owners
Managers should not go to the
retrospective
Even if youre a good leader
and loved, dont do itimpacts
can be quite subtle
Hire at least 1 full-time Scrum

Master and Product Owner
Conduct Roles and

Responsibilities training
q
Establish and post them
49
#20, Congruent Agile Measurement

blog
n
Dont focus too heavily on

metrics; instead on results
Look for measures

surrounding
q
q
q
q
Value Delivered & Customer

Delighted
Quality being Built-In
Team Health & Morale
Productivity & Predictability
1-2 measures per area

q
q
Focus on trending
Behaviors
Traditional measures can lead

to Metrics Dysfunction
q
Measure bugs for rewardget

more meaningless bugs
Measure LOC for rewardget
more meaningless LOC
50
Discussion - Measurement
At your groups, discuss your historical measures, the drivers for

them, and the culture / tactics they influenced.
Now within your Agile contexts:

q
q
q
Discuss the shift your metrics have made and/or need to make?
What will be some of the impediments to making this shift?
Brainstorm ideas for how to overcome them.
What would be a nirvana state for your agile metrics?

q
q
If you could only measure 5 things, what would they be?

And why?
51
#21, Agreement-Based Culture

n
Amr Elssamadisy and Steve Peha

The CultureEngine
q
n
n
Trust
Focus on agreements
q
Safety, Respect, Ownership, Intention
Establishing, Holding, Confronting,

Renegotiating
The McCarthys Jim & Michelle,

The Core Protocols
q
q
q
q
q
http://www.mccarthyshow.com/the-core-protocols-online/
Pass, Check-in, Check-out

Ask for Help, Protocol Check, Intention
Check
Decider, Resolution, Perfection Game
Personal Alignment, Investigate
52
ASK, Dont Tell

did I say ASK?
n
In the end, you need to engage

agility; Make the Time!
Attend your teams collaborative

ceremonies
q
Respect the team dynamic, but

ask questions
Show honest interest, be

inquisitive
Look for opportunities to Help
Be interested in principles,
behaviors, and results
53
Patterns Review
Have you changed your mind in any way?
n
From your experience or within your company context,

what do think are indicators (patterns) of Agile
Leadership Maturity?
Lets rank order some of them; I.e. what do you think are
the more impactful patterns? Or the ones whose
absence would do the most harm in an agile
transformation?
Given your understanding and state of agility, whats

your Top 5 list of inspired patterns to work on?
54
How does Agile fail?

Jean Tabaka (Rally)
http://www.stickyminds.com/sitewide.asp?
ObjectId=12384&Function=edetail&ObjectType=ARTCOL
http://www.infoq.com/news/2009/10/agile-australia-tabaka
1.
2.
3.
4.
5.
Ineffective use of the Retrospective

Inability to get everyone into the planning meetings
Failure to pay attention to the infrastructure required
Bad Scrum Masters
Product Owner is consistently unavailable OR there are too many
Product Owners who disagree
6. Reverting to old habits; comfort zone
7. Obtaining only Checkbook Commitments from executive
management
55
How does Agile fail?

Jean Tabaka (Rally)
http://www.stickyminds.com/sitewide.asp?
ObjectId=12384&Function=edetail&ObjectType=ARTCOL
http://www.infoq.com/news/2009/10/agile-australia-tabaka
8. Teams lacking authority and decision-making ability

9. Not having an on-site evangelist particularly bad for remote teams
10.A culture that does not support learning
11.Denial is embraced instead of brutal truth
12.Culture doesnt support change
13.Not pulling testing forward
14.Holding onto traditional performance appraisals
56
Workshop
Wrap-up
n
What were the most compelling

patterns?
What essential patterns did I miss?
Final questions or discussion?
Thank you!
57
Contact Info
Bob Galen
Principal Consultant,
RGalen Consulting Group, L.L.C.
Experience-driven agile focused training,

coaching & consulting
Cell: (919) 272-0719
bob@rgalen.com
www.rgalen.com
bgalen@velocitypartners.net
www.velocitypartners.net
Blogs
Project Times - http://www.projecttimes.com/robert-galen/
BA Times - http://www.batimes.com/robert-galen/
Podcast on all things agile - http://www.meta-cast.com/
58
20 Qualities of an Agile Leader

Kelly Waters - blog
1.
2.
3.
4.
Strong communication storytelling and listening

Passion for learning and intense curiosity
Focus on developing people
Having fun and very energized
5. Strong self-belief, coupled with humanity and humility

Source: http://kw-agiledevelopment.blogspot.com/2007/07/20-qualities-of-agile-leader.html
59

Kelly Waters - blog
6. Committed to making a significant difference

7. Clarity of vision and ability to share it with others
8. Dogged determination and often relentlessness
9. Strong focus on priorities
10. Not afraid to show some vulnerability
60

Kelly Waters - blog
11. Regular use of reflective periods to think and learn

12. Real passion and pride in what they do
13. Confidence and trust in their teams, giving them real empowerment
14. Respect for all (team members, temps, customers, suppliers and directors
alike)
15. Clear standards of ethics and integrity; openness and honesty
61

Kelly Waters - blog
16. Ability to drive, inspire and embrace change and continuous improvement
17. Positive attitude at all times and an innate ability to be diplomatic in any
circumstances
18. Lateral thinking and ability to find innovative ideas and solutions to
problems
19. Ability to inspire and motivate others
20. Willingness to take (calculated) risks
62
References
n
n
n
Salesforce examples http://rgalen.com/agile-training-news/2014/4/19/salesforce-as-an-agile-role-model

Role of management http://rgalen.com/agile-training-news/2014/4/14/were-going-agile-fire-all-the-managers
Bandwagons http://rgalen.com/agile-training-news/2014/4/13/bandwagons-the-good-and-the-bad
Ratios - http://rgalen.com/agile-training-news/2014/4/3/magic-ratios-silver-bullet-or-bunk
What does Agile solve http://rgalen.com/agile-training-news/2014/1/28/what-problems-are-executives-trying-to-solvewith-agile
Movement vs. Sustainable Pace http://rgalen.com/agile-training-news/2014/1/19/dont-confuse-movement-or-effort-withsustainable-results
Burnout? http://rgalen.com/agile-training-news/2013/9/16/the-agile-project-manager-can-agile-teams-getburned-out
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Mature Agile Leadership Essential Patterns v7 Half Day Workshop

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Mature Agile Leadership Essential Patterns v7 Half Day Workshop

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Essential Patterns of

Independent Agile Coach (CSC) at RGCG, LLC

Principle Agile Evangelist at Velocity Partners

Somewhere north of 30 years overall experience J

Copyright 2014 RGCG, LLC

Copyright 2014 RGCG, LLC

First, lets explore

From your experience or within your company context,

Copyright 2014 RGCG, LLC

VersionOne 2011 Survey, Barriers to further agile adoption:

52% - Organizational Culture

Copyright 2014 RGCG, LLC

Achieving Agile Maturity

Simplicity of the Methods

Many teams seem to have a false sense of over-maturity

Culture seems to be the largest failure factor

Scrum can be quite disruptive; Kanban can be less so

Copyright 2014 RGCG, LLC

Doing Agile vs.

One debate in the agile community surrounds agile maturity. A way

Doing Agile focusing towards is tactics, ceremonies, and techniques

As an entry exercise, can we brainstorm aspects of Doing vs. Being

The Mature Patterns workshops sort of crosses both, with an

Copyright 2014 RGCG, LLC

Agile 2007 workshop

First, these teams have infrastructure in place

Automated testing, continuous deployment capabilities

Copyright 2014 RGCG, LLC

The Entry Rules

Everyone on the team attends a Scrum training class

Copyright 2014 RGCG, LLC

Very prescriptive approach Shock Therapy

Outsider In approach; Expert Agile Coach

Usually major impediments come out quickly for resolution

Why Scott thinks its successful:

Copyright 2014 RGCG, LLC

Copyright 2014 RGCG, LLC

11. Foster Innovation and Slack

For each pattern

Looking for examples where youve seen the pattern in operation

Either way, well be looking for group-based discussion around the

Copyright 2014 RGCG, LLC

#1, Leading with

Mission & Vision

Release Goals / Criteria

Sharing stories about Being Agile

Copyright 2014 RGCG, LLC

Motivating Your Team

#2, Leading with Training & Coaching

Agility is deceptively simple;

Coaching is a strong part of this

Role training for Scrum Masters

Get a Coach for the teams AND

Consider shorter iterations for

Copyright 2014 RGCG, LLC

Considering team maturity

Center of Excellence (CoE) or

Select / prescribe to your own

Coaching the Scrum Masters

If you do have scorecards or

Stories, backlogs, designs,

Copyright 2014 RGCG, LLC

No grades or Stack Ranking

#3, 3-Tier Adoption Strategy