Part 1: Sometimes Change is Really, Really Hard

Or Can This Client be Saved?

I know that I haven’t blogged for a while. My move from Portland, OR to Austin, TX was a big change for me and it took more energy than I anticipated. I’m finally settled and working on a new contract. My current client moved to scrum without training or fully understanding the agile method. Therefore, they transitioned themselves into a bigger problem than any I’ve had in my move half way across the country.

We like to think that businesses hire consultants at the beginning of their agile transition, to ensure everyone understands how to practice scrum and to reinforce the shift to an agile mindset. But, we know that many businesses just start practicing what they call agile or scrum, and they don’t hire consultants until some aspect of their process is so painful they must change or face even more declines in productivity.

I am usually up to the challenge. I’ve been practicing agile scrum for over 10 years now, and I’ve seen many forms of practice. However, in my new back yard, I find myself in the middle of the biggest mess that I’ve faced in my decade long career.

As change agents, we hope to be brought in at the highest levels of the organization, so we can lead with the support of upper management. However, in reality, we are brought in as scrum masters or coaches, working at the team level without access to upper management. Until now, this has not been much of an issue. Scrum is a team sport right?

Right…but…scrum is an application development method. I’ve written many times about how product management, project and program management, and even release management are Forces outside the team. Yet, these Forces impact the team’s ability to practice scrum in the manner necessary to predictably get stuff done and allow them to leave work by 5 pm and not work evenings and weekends.

The Force is not conspiring to ensure my teams can successfully practice scrum.

Here’s my challenge:

  • We don’t have the right team organization. In this case, the Product Owner is not at the right level of authority.
  • The Project Management Office (PMO) processes are at odds with agile methods: project sizing in Dev Days, story sizing in Story Points (maybe) and tracking task work in Hours.
  • Release Management is chaos. Releasing code to Production after acceptance is so time consuming that velocity is drastically impacted.

It’s easy to recognize the root cause of problems and offer suggestions. It’s not so easy to influence upward and convince senior management that the pain of change is less painful than their current situation where almost every project is yellow or red, with unpredictable delivery and disappointed customers.

Is the problem too big for me to solve from the lowly level of scrum master for 2 scrum teams in Austin while working for a major international company? Maybe. We’ll see.

I heard many times that we aren’t given challenges we can’t handle. So for now, I accept.

I continue to train and encourage my own scrum teams to correctly practice scrum in a way that allows them to be successful in this crazy environment. I am helping them learn how to write better stories, size in story points, use their voice to accept or not to accept a story for sizing or into the sprint backlog, and to time box. Our goal is determine a realistic sprint velocity.

I work with the local Engineering Manager and the PMO Director to outline symptoms, root cause and potential solutions to problems. This is the first step to influencing upward.

I have offered to train as many teams as possible in the GSD Scrum Method, our real world application of scrum. None of the teams have received formal training or coaching.

This is my first in a series of posts outlining my journey.

Hopefully, it’s not too late and I am truly up to the task.

I appreciate any and all suggestions.

Cynthia Kahn

Cynthia Kahn

 

Cynthia Kahn
CynthiaK@gsd.guru
503.799.5500

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Why Your Team is Not Agile

Maybe Your Team is not Agile because They Don’t Know How to Be Agile

Many Scrum Masters feel frustrated when their team is not agile enough or they don’t practice scrum the “right way.” Probably every Scrum Master feels this way at some time in their career.

So, why is this happening?

We could list an infinite number of reasons for this, but if you look past the symptoms, we can group the team’s lack of commitment or poor performance to 3 root causes: 1) Inadequate training, 2) No consequences and 3) We forget that we are servant leaders.

Inadequate Training

Maybe the team doesn’t know how to be agile.

It never ceases to amaze me how many companies transition to agile without training everyone involved: management, the engineering staff and (oh yes) the business team members too. Agile methods are more than ceremony. To be agile, you must change the way you think. To truly transition, everyone involved must understand not only how to practice, but also the theory behind why the practice works.

Companies that train their staff may only train the Scrum Masters and maybe the engineering staff. I’ve never understood why management feels exempt from training too. If their entire staff is transitioning to a new approach to application development, won’t their approach to managing their staff need to change too? How can anyone manage and support what they do not truly understand?

One of the major benefits of scrum is Product Owner membership on the team. This precious customer representative influences timing and impacts quality. Their vision has direct impact on customer satisfaction. If the Product Owner is an integral part of the team’s ability to deliver, then why is it that the Product Owner rarely receives training before joining the team? How can we expect someone to write stories when they do not understand the concept and they haven’t been trained how to plan or how to write story requirements and acceptance criteria?

If your team does not know how to be agile, as the Scrum Master, remove this blocker by requesting training for those who need it.

No Consequences

What happens when the team misses their commitment?

Many scrum teams operate without a team contract. Agile is about self-managing teams. Self-management is an awesome responsibility. As the first step, the team needs to define how they want to work together. If the team skips this step, then there is no commitment to practice scrum and it’s no surprise that anarchy ensues.

The team contract should acknowledge mandatory attendance at ceremonies like Daily Standup, Story Grooming, Sprint Planning and Retrospective. The contract should also include expectations when a team member cannot attend. The team contract should be prominently displayed on wiki or SharePoint pages. Consistent disregard for aspects of the contract should be escalated to management by the Scrum Master in the same manner as any blocker to team success. For more information about team contracts, check out Chapter 1 of the GSD Scrum Handbook.

Many teams cannot seem to time box their sprints or meet their story commitments. This common problem has roots in many different aspects of practice. As Scrum Master, do not let these problems languish. Discuss them at Retrospective. Let the team identify the root cause and then let them decide how to change their behavior. At the beginning of every Retrospective, review practice changes from prior Retrospectives to see if the team has actually changed. Holding the team accountable for walking their talk is an important aspect that is often overlooked.

We Forget that We are Servant Leaders

Servant leaders are not task masters.

In the age of agile, many project managers have transitioned to Scrum Masters. In our past waterfall world, the project manager works with the team to create a work breakdown structure and then creates a plan with tasks that must be completed to complete the project.

In scrum, the Scrum Master must know scrum, but the Product Owner decides what the team works on and when the work is complete. The Development Team decides what they can commit to. Everyone decides how they want to work together. Then, the Scrum Master clears the path and removes roadblocks.

For many Scrum Masters, it’s hard to give up control. When your team is not agile enough, first look inward. Are you part of the problem? Scrum Theory prescribes 4 events: Sprint Planning, Daily Scrum (Standup), Sprint Review (and Demos) and Sprint Retrospective. If your team practices these events, they practice scrum.

Coach your team and arm them with knowledge about best practices, yet give them freedom to practice scrum in the way that works for them. If it’s not working, review at Retrospective and let them decide how to change.

Providing team training, allowing the team to define their own rules and consequences, and ensuring the team has freedom to practice within the boundaries of scrum are the recipe for self-managing teams that are most likely to meet their commitments.

Do you have any experiences that you’d like to share?

Cynthia Kahn

Cynthia Kahn

 

Cynthia Kahn
CynthiaK@gsd.guru 503.799.5500

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How Agile Does Your Team Need to be When You First Transition to Scrum?

Your First Transition to Scrum May Need to Evolve in Stages

Are you having trouble with your transition to scrum? Is it difficult to get everyone on board with the agile mindset? Sometimes it’s better to just dive in, do what you can and work out the kinks as you go along. We’re agile, right? Don’t overthink it. We can help our co-workers become more agile as we work through the process.

However, just because you don’t practice every aspect of scrum at start of your team’s transition, does not mean we advocate a hybrid approach. We recognize that ripping off the waterfall bandaid can be painful. So, sometimes you have to start without 100% understanding and buy in.

Don’t wait. Keep your eyes on the prize. The ultimate goal is to practice all aspects of scrum, but first recognize that scrum is a continuous learning method.

I recently worked on a project where the development team complained that the business kept changing their minds about requirements, even through final user acceptance testing. Sounds familiar, right? We all know that in the waterfall world change should be avoided this late in the game. The first phase of the project wound up delivered 6 months late. And guess what? The business still wanted more changes.

I suggested to the team that the second phase begged for an agile approach. So, for the next round of enhancements, which were significant, we went agile. Phase 2 was already underway when we made this decision, but we scrambled anyway to transition to scrum.

We set up Jira as the tool to manage the work. We planned for our first sprint by walking through the high-level requirements and defining the epics and potential stories. To be honest, it wasn’t pretty. The team kept trying to create stories out of tasks instead of deliverables. I spent a lot of time reiterating the concept of slices rather than layers (check out Chapter 3 of the GSD Handbook about story writing).

Our first sprint actually took us about 4 weeks to adjust to the new 2-week sprint format. We didn’t close any stories for the first 4 weeks. However, it was amazing how the daily standups served to bring the team together and smooth the work into an efficient rhythm. The product owner was engaged, the tester stayed involved with everything that was going on, and the development team began to flourish. A forum to ask questions and receive immediate answers to questions saved a ton of rework. In the end, implemented a significant number of large enhancements in almost half the time it took us with the original effort.

Now, as we begin to prepare for our next project together, we are formalizing our team contract and retrospectives. We now are ready to practice the scrum ceremonies as intended. Phase 2 was considered a success and the team is excited about scrum and agile.

Everyone agreed that jumping in (kicking and screaming) to become agile helped the team transition to scrum and adopt and agile mindset, which now everyone can see pays great dividends.

Have you had any experiences like this? I’d love to hear them!

Gerri Slama Grove

Gerri Slama Grove

 

Gerri Slama Grove
GerriG@gsd.guru

 

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Ensure Project Success by Getting Formal Commitment from your Extended Team

Get Commitment from all Extended Team Resources at Start of your Next Project

In today’s business, organization boundaries blur. When you form a new scrum team, you may not get all the desired resources assigned to your Development Team. This is quite common in today’s business, where budgets are tight and resources are stretched thinly across the organization. At GSD Mindset, we propose that when you organize a new scrum team, in addition to identifying and gaining commitment from the Product Owner, Scrum Master and members of the Development Team, you also gain a level of commitment from what we refer to as the GSD Extended Team.

The required commitment to attend Daily Standup, Story Grooming, Sprint Planning and Retrospective may be too much for Subject Matter Experts (SMEs), Database Administrators (DBAs), Architects and others whose expertise is required by multiple teams across the organization. Just because these experts cannot commit to membership on your Development Team, doesn’t mean they cannot or will not participate on your project. They probably already do participate in some capacity.

The GSD Extended Team Contract

How do you ensure your team gets your fair share of the expert’s time, when you need it?

First, start with a Release Plan. When you know what your deliverable commitment is, you then have a better understanding of how much time you need from each extended team member.

Then, meet with each resource, negotiate the required commitment and document it as part of your Team Contract. If you have a project Kickoff, invite them, because they are a valued member of your team.

Provide Status to the GSD Extended Team

We are agile, so requirements can change, which means desired commitments can change too. Keep your extended team updated, so they can plan for and be available in the Sprint where their expertise is needed.

Keep in mind that even though they agreed to participate as an extended team member, your team priority is not always their priority:

  • Confirm availability before bringing in Story that requires their expertise
  • Escalate if the required team member is not available within reasonable timeframe
  • Provide regular status updates to keep your team’s needs on the experts’ roadmap.

Invite Extended Team Members to your Scrum of Scrums

If your project is large enough to warrant a Scrum of Scrums, invite the extended team to that meeting along with your partner Development Teams. If you keep to the intent of Scrum of Scrums by only focusing on upcoming cross-team commitments, all project teams have a better chance of bringing the right Stores into the next Sprint and having the right resources available to work on them.

Remember, your extended team members probably overlap with your partner Development Teams. Scrum of Scrums offers visibility into all the teams on your project. Openly discuss upcoming dependencies, honestly review priority and negotiate use of scarce resources in good faith to ensure those resources are used wisely.

Even if you do not practice Scrum of Scrums, regular communication across all project players ensures all Development Teams have access to the GSD Extended Team’s expertise when most needed.

I’d be interested to learn how your scrum team manages shared resources.

Cynthia Kahn

Cynthia Kahn

 

Cynthia Kahn
CynthiaK@gsd.guru  503.799.5500

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Story Identification for Newbies

Event Modeling is Easy Story Identification Technique

For those new to Scrum, Story identification can seem intimidating. Even if you follow our guidelines in Chapter 3 – GSD Gold Approach to Story Writing, you may still have writer’s block. Event modeling is one of my favorite go to methods that get my Story writing juices flowing.

Every Story has a beginning, middle and ending. The Event kicks off the beginning of the process we want implemented, the Story Description outlines the what’s and why’s of the process, and the Acceptance Criteria instructs the reader how to tell if the Story has a happy or sad ending.

Simple.

It all starts with the Event.

Once you know the highest priority Epics and Component deliverables that must be implemented first, then brainstorm and list all the reasons why the Customer accesses the online portion of your application. Because I’ve previously written about the Customer Account Maintenance Component of an Online Banking app in my post Write Better Stories, I’ll use that same example, but approach Story identification from an Event Modeling perspective.

Here are just a few Customer Account Maintenance Online Events:

  • Customer receives Welcome Letter and wants to setup Online Access
  • Customer wants to setup Mobile Access
  • Customer wants to update personal information, such as physical addresses, email addresses, phone numbers, etc.
  • Customer cannot remember password
  • Customer wants to change password

Each one of these Events represents at least one Story that starts with “As an online banking customer, I want to…so that I can…”

Once you’ve exhausted all the Events that describe reasons why the Customer wants access the application, then brainstorm all back-end processes needed to support the online ones.

Some back-end Events could include:

  • New Customer application approval generates Welcome Letter to access new account
  • Customer account password expires
  • Customer incorrect password attempts triggers online account lock
  • By viewing the application from the Customer perspective, isn’t it easier to identify what Stories to write?

What tips and techniques do you use to get your Story writing juices flowing? Do share!

Cynthia Kahn

Cynthia Kahn

 

Cynthia Kahn
CynthiaK@gsd.guru  503.799.5500

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