The Agile Hammer

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The document summarizes the author's experience with adopting Agile practices within her team. Initially, the team struggled with a partially ad-hoc Agile implementation that resulted in slow, poor quality work and budget overruns. Over time, as the team recomposed their practices to more closely align with Agile principles such as short stand-up meetings, estimating in story points, and continuous flow, they saw improvements in quality, time to market, and flexibility. Business stakeholders also reported benefits like increased visibility into work being done and opportunities to provide feedback. The author concludes by reflecting on further refinements to Agile practices in her current role, supported by a dedicated Agile center of excellence, external coaching, and executive sponsorship.

Mariya Breyter, Ph.D., PMP, CSP, CSM, PMI-ACP

NY SPIN, April 17,2012

Decomposition
Imagine you need to put a nail down and decide to use a hammer, but you do not
see the value or just don’t know how to use a hammer? So you decide to
decompose the tool…

* “Important Words about Scrum and Tools” by Mishkin Berteig at
http://www.agileadvice.com/2012/01/17/scrumxplean/importantwords-about-scrum-and-tools/

It started in 2005…
In 2005, Forrester found Agile software development processes were in use at
14% of North American and European enterprises, and another 19% of enterprises
were either interested in adopting Agile or already planning to do so*.
However, 49% of these projects were “ad hoc” initiatives not fully following Agile
framework.**
What happened in the trenches?

* C. Schwaber and R. Fichera, Forrester Research, "Corporate IT Leads
The Second Wave of Agile Adoption", Nov. 2005
* * http://www.slideshare.net/rallysoftware/agile-adoption-trends

Challenges
Slow, poor quality, over budget.
This is not what we want!

What?
Business stakeholders change
requirements in the end
During UAT, business is
using their own test scripts

And then one day…
Why would we invest time to be
available to the team?

What?

How do we know whether
business is satisfied?

Early phases of our Agile adoption
Sit down meetings, 1 hour long
Change of direction midsprint
Detailed issue discussions at scrum
meetings
Estimation in hours
Mini-waterfall within each sprint
(2 overlapping teams)

Wrote detailed test cases

Preparation for demos took
hours
User stories were long,
ambiguous, and acceptance
criteria were missing

* C. Schwaber and R. Fichera, Forrester Research, "Corporate IT Leads
The Second Wave of Agile Adoption", Nov. 2005

And then one day…
We can now see what is being
done and give our feedback!
This is my
team!

Quality improved, TTM
improved. Flexibility - we are
more competitive.

After sprint 5…
Stand up meetings, 15 minutes long
Scope of a sprint does not
change once committed
3 standard questions asked at a
standup
Estimation in story points
No demo prep – show
working software

Continuous flow
Crisp user stories with welldefined acceptance criteria

Happy people
No test cases necessary – QA
are spending time doing
actual testing

Help each other

WHY IS THIS NOT THE END OF THE PRESENTATION?

Because Agile is all about inspection and adaption
Now I am part of another Agile implementation, at Kaplan Test Prep. What is
being done differently this time?
Independent opinion: “After eight months they had achieved a score of 144
out of 220, according to Dr. Laurie Williams’ framework (Gold Star!)”*
What contributed to this?
•Dedicated Agile CoE - “The Agile center of excellence had four full-time and
three part-time members, who were training, coaching, marketing the Agile
transformation. This level of support meant the Teams (15 teams with
approximately 100 total headcount) were getting sustained assistance as they
adopted the different practices. “
•External expertise – External coach’s experience in seeing practices applied
at several companies, allowed to implement suggestions for improvement.
•Engaged executive management - The CEO, the COO, the CTO and several
lines of business executives would regularly go to demos. This showed the
Teams that they are interested and expecting good work. The Teams are very
motivated.
This is the Agile hammer in action!
* http://etechsuccess2.blogspot.com/

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SDEC15: Help the Scrum Master *IS* the Impediment

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The Agile Hammer

1. Mariya Breyter, Ph.D., PMP, CSP, CSM, PMI-ACP NY SPIN, April 17,2012

2. WHY THE HAMMER?

3. Decomposition Imagine you need to put a nail down and decide to use a hammer, but you do not see the value or just don’t know how to use a hammer? So you decide to decompose the tool… * “Important Words about Scrum and Tools” by Mishkin Berteig at http://www.agileadvice.com/2012/01/17/scrumxplean/importantwords-about-scrum-and-tools/

4. THIS IS WHAT HAPPENED TO ME AND MY TEAM

5. It started in 2005… In 2005, Forrester found Agile software development processes were in use at 14% of North American and European enterprises, and another 19% of enterprises were either interested in adopting Agile or already planning to do so*. However, 49% of these projects were “ad hoc” initiatives not fully following Agile framework.** What happened in the trenches? * C. Schwaber and R. Fichera, Forrester Research, "Corporate IT Leads The Second Wave of Agile Adoption", Nov. 2005 * * http://www.slideshare.net/rallysoftware/agile-adoption-trends

6. Challenges Slow, poor quality, over budget. This is not what we want! What? Business stakeholders change requirements in the end During UAT, business is using their own test scripts

7. And then one day… Why would we invest time to be available to the team? What? How do we know whether business is satisfied?

8. HOW DID IT GO?

9. Early phases of our Agile adoption Sit down meetings, 1 hour long Change of direction midsprint Detailed issue discussions at scrum meetings Estimation in hours Mini-waterfall within each sprint (2 overlapping teams) Wrote detailed test cases Preparation for demos took hours User stories were long, ambiguous, and acceptance criteria were missing * C. Schwaber and R. Fichera, Forrester Research, "Corporate IT Leads The Second Wave of Agile Adoption", Nov. 2005

10. WHAT DID THE BUSINESS STAKEHOLDERS SAY?

11. And then one day… We can now see what is being done and give our feedback! This is my team! Quality improved, TTM improved. Flexibility - we are more competitive.

12. After sprint 5… Stand up meetings, 15 minutes long Scope of a sprint does not change once committed 3 standard questions asked at a standup Estimation in story points No demo prep – show working software Continuous flow Crisp user stories with welldefined acceptance criteria Happy people No test cases necessary – QA are spending time doing actual testing Help each other

13. WHAT DO YOU THINK HAPPENED?

14. We recomposed the hammer!

15. WHY IS THIS NOT THE END OF THE PRESENTATION?

16. Because Agile is all about inspection and adaption Now I am part of another Agile implementation, at Kaplan Test Prep. What is being done differently this time? Independent opinion: “After eight months they had achieved a score of 144 out of 220, according to Dr. Laurie Williams’ framework (Gold Star!)”* What contributed to this? •Dedicated Agile CoE - “The Agile center of excellence had four full-time and three part-time members, who were training, coaching, marketing the Agile transformation. This level of support meant the Teams (15 teams with approximately 100 total headcount) were getting sustained assistance as they adopted the different practices. “ •External expertise – External coach’s experience in seeing practices applied at several companies, allowed to implement suggestions for improvement. •Engaged executive management - The CEO, the COO, the CTO and several lines of business executives would regularly go to demos. This showed the Teams that they are interested and expecting good work. The Teams are very motivated. This is the Agile hammer in action! * http://etechsuccess2.blogspot.com/

17. THANK YOU maria_breiter@yahoo.com http://www.linkedin.com/profile/view?id=12307528 http://agilecoachingforteams.blogspot.com

The Agile Hammer

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