Analytical-Mind

As a follow up to my previous posts (part 1 and part 2), this third post in a series of 4 short articles written in collaboration with my colleagues Stéphane Lécuyer, Jean-René Rousseau, Sylvie Trudel, Joël Grenon, and Eric Laramée, addresses the impact of an Agile transition on the functional and people managers.

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Transforming the Managers

In an Agile transition, it is necessary to work closely with the various people managers to help them truly understand and assimilate the principles related to Agile so they can integrate them into their actions. Based on our experience, in addition to team coaches we recommend the use of organizational coaches to help managers change some of their management approaches and use a leadership style that is more appropriate for the new Agile teams.

The transition to a new style of leadership is not limited to software development teams, it also applies to the interactions and relationships with the managers of the business groups – typically the product owners.

Getting managers to become more Agile requires changing behaviors and using a more democratic approach to management. More specifically, the people managers need to:

• behave more Agilely by transferring certain power to the teams members themselves and to let them determine how best to accomplish their tasks;
• empower their teams through self-organization and commitment to results;
• transfer decision-making to individuals who are closest to the activities;
• demonstrate greater receptivity to ideas and innovation emerging from their teams;
• clearly define the desired vision;
• adapt to the context of each team to ensure alignment with the overall objective;
• ensure cohesion between the teams and their members;
• capture the strategic objectives of the transition in order to demonstrate the importance of the project;
• support the sense of urgency;
• provide the necessary resources so they can position themselves as leaders in this transition;
• accept and publicly endorse the idea that the status quo is not acceptable and that the old methods are no longer adapted to the new reality.

In this context, the managers themselves become change agents within their department and in the organization to;

• integrate those who are convinced to take part in the center of expertise;
• systematically involve business people in the transition;
• adapt their style of management when necessary to use an inclusive and democratic approach.

In this perspective, the ‘command and control’ management style needs to evolve into a servant leadership so that contributors can take responsibility and demonstrate stewardship. The intend is to be supportive through tangible measures so the team members can quickly adopt new ways of doing things.

It is worth asking what approach will be used to achieve such a transition for managers. With the experience gained during our previous mandates, we recommend to use the following means to achieve the desired results:

• awareness of the managers of the requirements related to an Agile transition through appropriate training;
• creation of groups (communities) of interest to share learning, fear, reactions, etc.;
• implementing individual meetings or group meetings with different stakeholders to understand the fears, their challenges, their resistance and provide the necessary support to help;
• provide an organizational coach to individuals or groups who require special attention during the transition;
• identification of committees where the presence of the coach is required to help move the transition forward;
• establishing and defining the parameters required to support new objectives related to the transition;
• preparation and dissemination of communications about the progress of the project.

In next week’s post, we will explain in Part 4: Why a coach is useful for a successful Agile transition.

• Managers Are Clueless http://is.gd/9LeEV #
• Are You Managing Resources Or Building Knowledge? – http://bit.ly/aHAUAs #
• Eight Things Your Employees Want From You – http://bit.ly/aJRMcL #
• What consultants don’t tell you before you begin an agile transition – Part 2: Impact on some of the traditional roles (http://ping.fm/XgwG1 #
• Netflix : Reference Guide on our Freedom & Responsibility Culture – http://bit.ly/5WQ1BU #
• Gartner Predicts 2010: Agile and Cloud Impact Application Development Directions (http://ping.fm/3RmQk) #
• NINE QUESTIONS TO ASSESS TEAM STRUCTURE – http://bit.ly/cGSpOp #
• ScrumMaster Certification in Montreal on May 27 & 28 – http://bit.ly/cXXI6o #
• How To Be An Agile Leader – http://bit.ly/cuWcip #
• What happens when a dad pays his kids to play videogames? – http://bit.ly/aYSQUo #

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Gartner studied the market and attempt to predict trends in their latest report: Predicts 2010: Agile and Cloud Impact Application Development Directions.

As organizations seek to improve productivity and reduce application operating and maintenance costs, we will continue to see an evolution of software development tools, platforms and practices. To take advantage of this, organizations must shift structures and practices while embracing new technologies — a challenging proposition.

Gartner’s analysts (Thomas Murphy and David Norton) predict that by 2012 “agile development methods will be utilized in 80% of all software development projects”. The authors explain that although Scrum will continue gaining in popularity over the coming years, organizations will not be successful in their transition unless they move toward a team-focused culture. As was mentioned in their previous report, very few organizations use a pure-Scrum approach and most rely on an hybrid approach (waterfall and Agile).

The report highlights that organizations struggle to implement true collaboration in the context of globally distributed teams. A situation that has amplified in recent years with outsourcing and off-shoring of software development projects.

In the other hand, the report confirms that teams who have successfully moved to Agile do see productivity improvements especially in “the flexibility of the development team to respond to shifting requirements”. This is especially true for web-based application developments where rapid responses to a changing environment is critical.

The authors point out that organizations need to properly invest in such a transition in order to achieve success.

Organizations that do not make use of key agile practices and do not invest in training and supportive tools’ infrastructure will find that a shift to pseudoagile, while potentially delivering a short-term productivity bump, will end in long-term declines in quality and productivity (…) the promise of four times the improvements in overall productivity has been and will be achieved by select organizations.

Gartner’s report highlights that “development organizations have been making a shift toward agile methods, but this is still slow to move beyond development, and often is a mixture of waterfall practices utilizing an agile or iterative project cycle”. The authors also recommend to “look for opportunities to utilize agile development practices, but recognize that it requires changes and commitment on the part of business and IT”.

Gartner concludes with a few recommendations to help organizations maximize their return from an Agile transition.

• Recognize the cultural changes that are at the heart of agile.
• Don’t allow agile excitement to drive cowboy-coding practices.
• Agile requires discipline.
• Recognize that scrum is only a partial solution, and focus on a collection of practices.
• Find tools that enable collaboration and help automate repeatable, consistent practices.

Related documents:

• Don’t Let Short-Term Agile Create Long-Term Pain
• The Current State of Agile Method Adoption

As a follow up to my previous post, this second post in a series of 4 short articles written in collaboration with my colleagues Stéphane Lécuyer, Jean-René Rousseau, Sylvie Trudel, Joël Grenon, and Eric Laramée, addresses the impact an Agile transition typically has on some of the traditional software development roles: the project manager, the architect, the business analyst, and the QA specialist.

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One of the first obstacle we routinely encounter in coaching teams through their Agile transition is the mapping of the Scrum roles to the traditional roles. Since Scrum only has three roles (product owner, scrum master, and scrum team), what happens to the project manager, to the architect, to the business analyst, and to the QA specialist after the transition?

Based on our experience, here are possible strategies to properly map the traditional roles to the three roles defined by Scrum.

The Project Manager

Traditionally, the project manager is responsible for determining who, what, and when activities need to be performed and then to ensure the team complies with the plan that was prepared to meet the budget, time and scope constraints.

With the traditional approach, project management is based on compliance with the plan while Agile and Scrum propose a different approach where maximizing the business value is the main vector of project management. Under this new approach, the product manager needs to collaborate with the team members and delegate to them some of his traditional responsibilities since they will determine who does what, and when within the constraints of the project.

In this context, the role of the Scrum Master is to enforce the process and seeks to build an efficient self-organized team. To the question “do we still need a project manager in Agile?”, experience shows us that in most organizations, the answer is yes.

The need for accountability, regulatory compliance and alignment with the framework and IT governance are not covered by the role of the Scrum Master and as such remain the responsibility of the project manager.

However, the project manager needs to adapt its management style and use leadership rather than authority with the team to get things done. In the context of a multi-team organizational structure, the presence of a project manager is also valuable, where he is coordinating the teams and the synchrony between them and between entities external to the project teams.

From our experience, some project managers are more willing to become product owners while others will feel challenged by the role of Scrum Master. In the end, it will be the responsibility of the organization to determine how to redefine the roles and their associated responsibilities.

The Architect

Similar to the project manager, the architect is known to play a different role post-transition compared to that required in traditional development teams. He must act as a consultant to the teams and provide them with the necessary support instead of dictating the rules and guidelines to be followed. The architect should also be familiar with the concepts of emerging architecture, where just enough architecture is planned to allow the team to innovate and find the optimal solutions.

The architect then acts as a catalyst for sharing best practices within the organization. Here is a list of practices summarizing the changes of behavior for the architect:

• Is an active member of the development teas, helping to build the right software and acting as consultant;
• Does not attempt to predict the future, he provides a coherent vision but knows that tomorrow’s problems will be easier to solve tomorrow;
• Is changing its architecture in an incremental way, leaving room for emergence;
• Does not seek to document everything to perfection, he focuses on a few relevant diagrams and documents the best practices based on his audience;
• Seeks to validate its concepts through concrete experiences.

Once again, although the role of the architect does change after an agile transition, it remains an important role to be filled.

The Business Analyst

The business analyst is another role that seems neglected by Scrum. To ensure close collaboration between the team and the Product Owner, Scrum ensures that the necessary elements are effectively communicated directly to the team without a formal and complex documentation. However, to ensure continuity of information, we know that functional documentation that is adequate and representative of the software to be developed is essential.

The business analyst becomes a valuable contributor to the Product Owner. The responsibilities of the business analyst are as follows:

• Supports the Product Owner in gathering and writing the required stories;
• Does just enough analysis for the functionality to be carried out during the next iteration;
• Prepares and updates documentation used at the end of each iteration;
• In collaboration with the QA Specialist, helps determine the quality assurance strategy.

In a multi-team context, the business analyst may be called upon to play the role of Product Owner. He then becomes responsible for core components of the product within the various sub-teams.

The Quality Assurance Specialist

Quality is a fundamental concern in Agile project management and each iteration should produce an increment of quality software. To do this, we recommend incorporating a quality assurance specialist within the Scrum teams, and right from the start of the project. A QA specialist assigned to a Scrum team has the following responsibilities:

• Participates in planning sessions to raise issues relating to quality;
• Helps clarify the definition of “Done”‘;
• Prepares plans for acceptance testing;
• Validates the increments of product delivered.

Other Roles

As will be presented next week in “Part 3: Impact on the functional and people managers”, managers also get impacted by an Agile transition.

• Analytical_Mind – Twitter Weekly Updates for 2010-02-28 – http://bit.ly/9FIRbV #Leadership #Coaching #Agile #
• What consultants don’t tell you before you begin an agile transition – Part 1: Imp… – http://bit.ly/9HroJg #Leadership #Coaching #Agile #
• What consultants don’t tell you before you begin an agile transition – Part 1: Impact on the organization (http://ping.fm/HokPA) #
• A FREE Worldwide Virtual Event for Coaches Who Want to Accelerate the Growth of Their Businesses … – http://bit.ly/9Q3RjS #
• 78 Things I Have Learned in 6 Years of Agile Coaching – http://bit.ly/a5OtGQ #
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• 2010 Executive Coaching Survey – http://bit.ly/blAxD1 #
• I have seen too many cases where an organization wants to adopt Agile, but believes that all they need is… http://bit.ly/aF1I0I #
• Tips to Not Get Shot Down When Introducing Agile – http://bit.ly/bk8fjE #
• RT @StartupPro Startup Professionals Musings: Traits of the Best Make all the Difference http://ow.ly/1pE7TW #
• HBR: Eight Things Your Employees Want From You: http://bit.ly/bMjrzY #

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If you have been reading about Agile for a while and are interested in a transition or if you have already initiated a transformation, you have previously heard all the benefits that Agile can bring to your organization but …

Are you aware of the impacts such a transition will have on your organization? On your team? And on yourself? Would you know how to deal with these impacts?

If you believe that implementing Agile within a company simply means reducing documentation, standing up during daily meetings, using whiteboards and post-it notes, and getting rid of the project manager, you will certainly be shocked to see how profound the changes can be.

In a series of 4 short articles written in collaboration with my colleagues Stéphane Lécuyer, Jean-René Rousseau, Sylvie Trudel, Joël Grenon, and Eric Laramée, we aim to highlight some of the most common (and rarely described) impacts an Agile transition can have on an organization. The articles will be published weekly and will cover the following 4 impacts.

• Part 1: Impact on the organization
• Part 2: Impact on some of the traditional roles
• Part 3: Impact on the functional and people managers
• Part 4: Why a coach is useful

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Adopting Agile practices is not a trivial change; it requires support and time to become effective. The use of external coaches, training materials, and internal support groups can greatly increase the speed and success of adoption. - Forrester Reports “Agile Development: Mainstream Adoption Has Changed Agility”.

Many organizations rely on external consultants to help them successfully transition to Agile. Others initiate a small transition after having researched the best practices. Having gained experience from the implementation of Agile within organizations over the last 8 years, we can attest that the impacts related to the establishment of an Agile development approach affect many areas in the organization. Through our experience, we have prepared a high level description of potential impacts you may want to anticipate before getting deep into your transition.

Impact	Description
Organizational structure	Most large organizations have a traditional hierarchical structure. When launching a new project, project managers must draft team members from various functional departments. The Agile approach highly recommends restructuring project teams around a dedicated multidisciplinary team.
Decision making and governance	The Agile approach seeks to create autonomous and self-organized teams. It invites people managers to apply a different style of leadership to their teams and pushes the decision-making authority to the level closest to the activity being performed. Under such model, managers provide guidelines to support the decisions rather than act as the ultimate decision makers.
Compensation mechanisms	To support the team concept advocated by Agile, compensation mechanisms should avoid individual rewards and foster a compensation model that takes into account the results of the entire team. The compensation model must be aligned with the business objectives and the commitment to deliver value.
Relationship with customers	At the heart of the Agile approach, is the concept of working closely with the customer (Product Owner). The relationship with the business customers will be strongly affected by the Agile transition. The traditional form of contract and the expected availability of customers must be revised in order to ensure an effective transition.
Development processes	The standard development process used within the organizations must be revised and typically “trimmed-down” to match Agile values, principles and practices. The revision process should include the initial phases of implementation, deployment and operation.
Tools and technology	The acquisition of new tools to support Agile project management and software engineering practices is inevitable. Although the addition of new tools is not in the heart of an Agile transition, it is nevertheless important to maximize the effectiveness in implementing the new process.
Work space organization	To foster collaboration within teams, organizations may need to rearrange the workspace in “war room” or remove office partitions to consolidate all the team members. This in an attempt to improve communications and collaboration between stakeholders and develop a team spirit and strong collaboration. In addition, easy access to certain items such as whiteboards, removable flip charts, Post-it notes is often recommended.
Behaviors	In addition to practical project management and engineering approaches Agile also has a system of values and principles. In addition to ‘Do’ Agile development, individuals are asked to ‘Be Agile’, that is to say, to be collaborative and transparent, be committed and responsible and also to seek excellence. As Agile approaches are based on greater accountability of individuals and the self-organization of teams, the leadership style of managers and the need to clearly define a shared vision change every day’s actions.
Roles and responsibilities	All roles are affected by the arrival of an Agile approach. As will be presented in Part 2: Impact on some of the traditional roles, while some people might gain power, others will feel they are losing. New skills will be acquired as motivation and engagement of stakeholders will also be affected.

Next week’s post will address more specifically to impact on the role of the project manager, the architect, the business analyst, and the QA analyst.

• Analytical_Mind – Twitter Weekly Updates for 2010-02-21 – http://bit.ly/bCaKCq #Leadership #Coaching #Agile #

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As part of a market research for one of our customer, I came across this report published by Gartner in December 2008.

As the pace of agile adoption increases, development organizations must understand the different levels of agile maturity. CIOs and product and development managers need to assess where they fit on the maturity scale, and which level offers the biggest return in their organizations.

The report presents the 6 levels (from 0 to 5) of Gartner’s Agile Maturity Model and corrects a few myths.

Agile adoption and penetration rates are being overestimated. Although the number of companies that are adopting agile practices is, indeed, reasonably high, most organizations use agile in a very small percentage of their overall work.

An agile maturity framework is necessary to help make the case for adoption, process improvement and benchmarking.

Current adoption rates for agile and iterative methods are between 15% and 25%, when taking into account penetration and maturity, with waterfall still the dominant approach. The pace of agile adoption is increasing.

The report concludes that :

As part of an agile readiness assessment, IT development organizations should access their current agile practice maturity at technical, project management and organizational levels. Practices should be assessed for, among other things, their effectiveness and adoption levels in the organization. Adoption should follow initial pilots, and should normally be Level 2, with the aim of developing a consistent set of agile practices at Level 3.

RECOMMENDED READING

• Maturity Model Overview: Application Organizations

Another monthly update on the books I read during the past month. For a complete a list, you can visit my virtual bookshelf.

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Coaching

As part of my coaching training, I have purchased this recommended book. The book is a great introduction to what it means to be a coach. It explains how to be an effective coach and provides an approach that can be used for various types of coaching.

Coaching for Performance

My Rating: 

A few words on the book: This is an introductory book to coaching. It provides enough material for people managers who wish to improve their management style by using a coaching approach without getting into too much details. Although the author frequently refers to sport, many of the examples provided and suggested approach do apply to a business context. The book is easy to read and pragmatic but it isn’t enough to completely change one’s management style.

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Leadership

Pleased with Collins’ previous books (Built to Last: Successful Habits of Visionary Companies and Good to Great: Why Some Companies Make the Leap… and Others Don’t), I decided to read the third book of the trilogy.

How The Mighty Fall: And Why Some Companies Never Give In

My Rating: 

A few words on the book: Contrary to the previous two books, “How the mighty fall” comes across as an hudge-pudge of simplistic conclusions derived out of the same series of data used for the previous books. Similar to his previous books, Collins introduces a 5 stages model to explain the failures. The problem I had with the book is that the conclusion do not seem to be based on lengthy analysis but on quick conclusions that are company specific – i.e. if a similar company applied the same actions, would they actually get to the same results? It seemed to me that the failures were related to many circumstances that were specific to the organizations – not at a macro level but within the organizations. In addition, the author put too much emphasis on the leader of the organizations and very little on the inner workings.

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Meditation

A friend of mine had told me about Deepak Chopra a few years ago and one day I stumbled upon this book. It seemed interesting …

The Spontaneous Fulfillment of Desire: Harnessing the Infinite Power of Coincidence

My Rating: 

A few words on the book: I must admit, I didn’t finish this book. The final chapters are exercises to help improve the SynchroDestiny and that was not what I was looking for. On the other hand, I enjoyed the “scientific” explanation behind SynchroDestiny. I realize that if you are – like many – a fan of Chopra, you will probably enjoy the book. For my part, I am still trying to figure out what was the “destiny” I was supposed to achieve by purchasing this book…

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You can download the audio version of these books from

• Why most managers need a #leadership #coach (http://ping.fm/BnPYz) leadership, coach, #manager #
• The “Best #Agile #Work Space” #Contest (The BAWS Contest) – http://ping.fm/3WlZk #
• Hewitt Associates' 2009 Top Companies for Leaders report – http://goo.gl/qHWW #
• The Mark of a Great Leader – http://bit.ly/ayFcDd #
• RT @ericdbrown Do you know your team? http://bit.ly/cz7Cv2 #
• Leadership styles – Using the right one for your situation (http://bit.ly/d4z0Bx) #

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