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DISCIPLINED AGILE
SCRUM MASTER
(DASM)
CERTIFICATION
WORKSHOP
1
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Day 1:
•
All About Agile
•
15-Mi nute Break
•
Agile and Beyond
•
30-Mi nute Lunch Break
•
Building a Disciplined Agile Team
•
15-Mi nute Break
•
Choosing Your WoW!
Schedule
Day 2:
•
Tailoring Your Practices:
Inception Phase
•
15-Minute Break
•
Tailoring Your Practices:
Construction Phase
•
15-Minute Break
•
Tailoring Your Practices:
Transition Phase
•
30-Minute Lunch Break
•
Tailoring Your Practices:
Ongoing
•
15-Minute Break
•
Influence Outside the Team
Welcome and Good Morning!
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Before
We Get
Started
Silence your mobile phone and pager.
If you have a smart phone, turn off alerts as well.
Plug in your laptop, tablet, or phone.
Eliminate distractions.
Turn off your Tamagotchi.
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Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
Choose Your WoW is organized into six sections:
•
Disciplined Agile in a Nutshell (an overview of Disciplined
Agile)
•
Successfully Initiating Yo u r Te a m
(process goals associated with the Inception phase)
•
Producing Business Va l u e
(process goals associated with the Construction phase)
•
Releasing into Production
(process goals associated with the Trans i ti on phase)
•
Sustaining and Enhancing Yo u r Te a m
(Ongoing process goals)
•
Parting thoughts and back matter.
Working
with
Choose
Your WoW!
These sections
contain the process
goal diagrams and
related material
we’ll be using.
Note: The page numbers used in the PDF version of the book can differ
from those in the paper copy of the book by as many as ten pages.
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Getting to
Know Each
Other
Virtual Edition
My name is ____________________ .
My role at work is ____________________.
One thing you don’t know about me is ____________________ .
What will make this class a success for me? ___________________ .
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Lesson 1
All About Agile
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1. What Is Agile?
2. The Agile Manifesto
3. How Does Agile Work?
• The Iterative Process
• Planning an Iteration
• Agile Ceremonies and Artifacts
• User Stories
• Iteration Demonstration
4. Information Radiators
Agenda
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Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
What Is Agile?
8

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Agile is an iterative approach to project management
and software development that helps teams deliver
value faster and with fewer headaches.
Instead of betting everything on a big launch, agile
teams deliver work in small, consumable increments.
There are numerous widely used agile methodologies,
including Scrum, Extreme Programming, and the
Dynamic Systems Development Method.
What Is
Agile?
9
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Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
The Agile Manifesto
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“We are uncovering better ways of developing software
by doing it and helping others do it. Through this work
we have come to value:
•
Individuals and interactions over processes and tools
•
Working software over comprehensive
documentation
•
Customer collaboration over contract negotiation
•
Responding to change over following a plan
That is, while there is value in the items on the right, we
value the items on the left more.”
The Agile
Manifesto
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•
Our highest priority is to satisfy the customer through early and
continuous delivery of valuable software.
•
Welcome changing requirements, even late in development. Agile
processes harness change for the customer's competitive
advantage.
•
Deliver working software frequently, from a couple of weeks to a
couple of months, with a preference to the shorter timescale.
•
Business people and developers must work together daily
throughout the project.
•
Build projects around motivated individuals. Give them the
environment and support they need, and trust them to get the job
done.
•
The most efficient and effective method of conveying information
to and within a development team is face-to-face conversation.
The
Principles
Behind the
Agile
Manifesto
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•
Working software is the primary measure of progress.
•
Agile processes promote sustainable development. The
sponsors, developers, and users should be able to maintain
a constant pace indefinitely.
•
Continuous attention to technical excellence and good
design enhances agility.
•
Simplicity—the art of maximizing the amount of work not
done—is essential.
•
The best architectures, requirements, and designs emerge
from self-organizing teams.
•
At regular intervals, the team reflects on how to become
more effective, then tunes and adjusts its behavior
accordingly.
The
Principles
Behind the
Agile
Manifesto
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How Does Agile Work?
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Agile
Breaks
Projects
into
Iterations
At its core, agile is a way to get organized and
navigate your way through a complex project.
Make a list.
Sit down with your customer and make a list of
features they ’d like to see. This becomes your To-Do
list for the project.
Size things up.
Size up your tasks, relative to each other, and come
up with a guess as to how long each one will take.
Set some priorities.
Ask your customer to prioritize their list so you get
the most important stuff done first.
Start working.
Start at the top of your list and start delivering value,
building, iterating, and getting feedback from your
customer as you go.
This is oversimplified, of course, but it should provide
a basic understanding. In the real world, the iterative
process is a bit more complex.
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The
Iterative
Process
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Planning an
Iteration
Work
T
h
e
r
i
g
h
t
a
m
o
u
n
t
o
f
w
o
r
k
1
3
2
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I will be the product owner.
You will each be team members.
Our task will be to pull those tasks with the most
immediate need from the product backlog into the
next iteration.
Try It Out:
Planning an
Iteration
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Planning an
Iteration
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Planning an
Iteration
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11
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Agile
Ceremonies
21
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Agile
Ceremonies
Iteration
Planning
pages
1-3
Coordination
Meeting
Iteration
Demonstration
Iteration
Retrospective
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Agile
Ceremonies
Iteration
Planning
pages
1-3
Coordination
Meeting
Iteration
Demonstration
Iteration
Retrospective
01, 04, 07,
11, and 19
03, 06, 10,
12, and 15
02, 05, 09,
14, and 18
08, 13, 16,
and 17
23
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Agile
Artifacts
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13
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User Stories
(Explore Scope >
Explore Usage)
25
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Effective
User Stories
26

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Example
User Story
Writing User Stories
As a participant,
I want to learn how to write user
stories, so that I can use them in my
own team setting to enable our
agility.
27
Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
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28
Yay or Nay?
User stories are tools used in agile to capture
a description of a feature from the end user ’s perspective.
28

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29
Yay or Nay?
User stories are only written by the product owner.
29
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30
Yay or Nay?
A good user story is independent, valuable and complex.
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Estimating
User Stories
(Plan the Release >
Choose Estimation)
31
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Common
Estimation
Challenges
and
Solutions
Estimation Challenges
o Too much detail or precision
o Designing while estimating
o A reluctance to commit
Estimates are
o best guesses
o based on current information
o refined as we go and gain more information
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Team
Estimation
Steps
Starting Point
As a <user> I
want
<capability>
As a <user> I
want
<capability>
As a <user> I
want
<capability>
As a <user> I
want
<capability>
33
Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
Team
Estimation
Steps
Starting Point
Ending Point
As a <user> I
want
<capability>
As a <user> I
want
<capabi lity>
As a <user> I
want
<capability>
As a <user> I
want
<capability>
As a <user> I
want
<capabi lity>
As a <user> I
want
<capabi lity>
As a <user> I
want
<capability>
As a <user> I
want
<capability>
As a <user> I
want
<capabi lity>
1
2
5
13
20
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18
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How do we know the user story is done?
How do we know we have completed it and can move on
to the next story?
Knowing
When the
Story Is
Done
(Explore Scope >
Explore Quality
Requirements)
Think About It
35
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When the
Story Is
Done
o Acceptance criteria
unique for each user story
o Definition of done
a checklist of what makes a story
“done,” in general, for all user stories
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Pros and
Cons of
Acceptance
Criteria
Benefits
Risk
Motivates teams to think through
detailed requirements
Many quality requirements are
cross-cutting aspects of several
functional stories, so relying on
acceptance criteria alone risks
missing details, particularly in
new requirements identified
later in the life cycle
Dovetails nicely into a behavior-
driven development (BDD) or
acceptance test-driven
development (ATDD) approach
Acceptance Criteria
37
Copyright © 2020 Project Management Institute, Inc. All rights reserved. This material is being provided as part of a PMI Disciplined Agile Workshop.
Example
Acceptance
Criteria
Acceptance Criteria
We have covered the topic
of user stories
We have watched a video
on user stories
User Story
As a participant,
I want to learn how to write user stories,
so that I can use them in my own team
setting to enable our agility.
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20
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Defining
“Done”
Accelerate Value
Delivery > Verify
Quality of Work
Definition of Done:
an agreed upon set of items that
must be satisfied before a user story can be
considered complete
39
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What’s Your
Definition of
“Done” ?
Done.
What is a definition of
“done” for the work in
this lesson?
What points do we need
to check off before we
can consider each topic
finished?
Think About It
40

21
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Definition of
Done
Example
The acceptance criteria are met.
Our online training standards are met.
Content has been vetted by subject matter
experts.
Content has been reviewed by editorial staff.
Changes or updates have been
Documented.
Content has been pilot tested.
41
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Iteration
Demonstration
Produce a Potentially
Consumable Solution
> Ensure
Consumability
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What Is the
Purpose of the
Iteration
Demonstration?
• Demonstrate each story: how
features function.
• Ensure consumable solution.
• Focus on value delivered.
• Gather feedback from
stakeholders.
The purpose of
iteration demo...
Think About It
43
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How a
Demo
Works
NOà
Return to
backlog
YES à
Release
• Is it ready for release?
• Does it meet
customer needs?
• Is it free of issues
requiring more work?
1. Does it meet the definition of
done?
If yesà
2. Demonstrate features.
3. Solicit feedback.
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Poll: Demos
Question 1
Does your team conduct demos?
a. Yes
b. No
45
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Poll: Demos
Question 2
Can a demo include unfinished stories?
a. Yes
b. No
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How do you keep your team informed
about where everything is—both within the
current iteration and for the overall project?
How Do
You Keep
Your Team
Informed?
Use an information radiator.
47
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Information
Radiator
48

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Information
Radiator
49
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50
Yay or Nay?
Agile is just for software development teams.
50

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51
Yay or Nay?
Agile is based on systems thinking.
51
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Agile
and You
o What are two points about
agile that stood out for you?
o What’s one point that’s still
puzzling for you that you
need to dive deeper into?
o What’s one idea from agile
that, if implemented, will
help your team?
Discussion
Point
page
52

27
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Congratulations! You now know about:
1. What agile is and where it originated.
2. How agile works, including the iterative
process.
3. Agile ceremonies and artifacts.
4. How to build an information radiator.
Conclusion
53
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Thank You!
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55
15-Minute Break
55
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Lesson 2
Agile and Beyond
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1. Agile Is Showing Its Age
2. What Is Disciplined Agile?
3. The Disciplined Agile Mindset
4. Disciplined Agile People
5. Disciplined Agile Flow
6. Disciplined Agile Practices
Agenda
57
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Agile Is Showing
Its Age
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Agile frameworks are being routinely imposed upon
teams—as well as entire organizations— whether
they make sense for specific teams or not,
presumably to provide management with some
degree of control.
Often, leadership’s decision-making process boils
down to “ask an industry analyst what’s popular” or
“what are my competitors doing?” rather than what
is best for our situation.
With the development of what Martin Fowler
referred to as the “agile industrial complex,” agile
seems to have lost much of its agility.
Agile Is
Showing Its
Age
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There Is No
Standard for
Agile
Terminology
DA strives to be
agnostic.
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What Is Disciplined Agile?
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Disciplined
Agile Is an
Agnostic
Hybrid that
Leverages
Strategies
from a
Variety of
Sources
62

32
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The
Disciplined
Agile
Mindset
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The
Disciplined
Agile
Mindset:
Principles
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33
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Delight
Customers
We go beyond
satisfying our
customers’ needs
and meeting their
expectations, so
as to truly delight
them.
65
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Be
Awesome
We always strive to
be the best that
we can, and to
always get better.
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Context
Counts
We must choose
our way of working
(WoW) to reflect
the context that
we face, and then
evolve our WoW
as the situation
evolves.
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Be
Pragmatic
Weaimtobeas
effective as we
can be and
improve from
there.
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Choice Is
Good
We have the
freedom to select
the best-fit
technique given
our situation.
69
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Optimize
Flow
We optimize flow
across the entire
value stream as
we focus on
shortening time to
market.
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Organize
Around
Products/
Services
We organize
ourselves so our
teams are
aligned with our
products/services
.
71
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Enterprise
Awareness
We recognize we
are a small part of
a larger
organization that
our work fits into.
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73
Yay or Nay?
One of the Disciplined Agile principles is “be cool.”
73
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74
Yay or Nay?
Instead of prescribing “best practices,” Disciplined Agile provides
strategies for maximizing the benefits of agile.
74

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The
Disciplined
Agile
Mindset:
Promises
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The
Disciplined
Agile
Mindset:
Guidelines
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What Is Guided
Continuous Improvement?
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Continuous
Improvement
78

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Kaizen
Loops:
Improve via
Experiments
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Guided
Continuous
Improvement
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Succeeding
More Often
Successful
experiment
Failed
experiment
Successful
experiment
Failed
experiment
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82
Talk About It
Which of your team’s processes
would you choose to “experiment” on
using guided continuous improvement?
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Let’s Play a
game!
Take a
moment to
review the
principles.
Delight
Customers
Be Awesome
Context
Counts
Be Pragmatic
Choice Is
Good
Optimize
Flow
Organize
Around
Products
/Services
Enterprise
Awareness
83
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BE
ESOM
AW
E
BE
ESOM
AW
E
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CH
CE
IS
OI
G
B
E
O
M
A
W
E
OOD
B
E
AES
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CO
EXT
C
NT
O
B
E
M
A
W
E
UNT
B
E
A
ESSS
O
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Disciplined
Agile Is
Described in
Four Views
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Disciplined
Agile People
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Teams Are
Unique,
and Can
Vary by ...
Purpose (finance, software,
development, marketing,
security, customer service....)
Size (small, large....)
Geographic distribution
(colocated, same city, global...)
Approach (agile, lean,
hybrid, traditional...)
Culture (flexible, rigid, trusting...)
...a nd other factors
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People
Fulfill One
or More
Roles
Solution delivery roles:
• Team Lead
• Product Owner
• Architecture Owner
• Team Member
• Independent Tester
• And more...
Domain roles:
• Domain Expert
• Customer Service Rep.
• Procurement Office
• And many more...
Management roles:
• Project Manager
• Portfolio Manager
• Data Manager
• Program Manager
• And more...
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Disciplined
Agile Flow
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Disciplined
Agile Life
Cycles
The Disciplined
Agile life cycles
provide the highest
level of guidance in
Disciplined Agile
Delivery.
DAD life cycles
provide teams with
the flexibility of
choosing an
approach that
makes sense for
them.
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Disciplined
Agile: Agile
Life Cycle
Initial modeling,
planning, and
organization
Enterprise
Architecture
Product
Management
Portfolio
Management
V
i
s
i
o
n
a
n
d
F
u
n
d
i
n
g
Initial
Requirements
and Release
Plan
Iteration
One or more short iterations
One or more short iterations
Many short iterations producing a potentially consumable solution each iteration
Continued viability (several)
Sufficient functionality
Production ready
Stakeholder vision
Proven architecture
Delighted stakeholders
Daily
w ork
Daily coordination
meeting
Inception
Construction
Transition
R
o
a
d
m
a
p
s
a
n
d
G
u
i
d
a
n
c
e
Change Requests
Funding, Feedback and Learnings
Initial Architectural Vision
Highest-Priority
Work Items
Work Items
Consumable
Solution
Rel ease
solution into
production
Iteration wrap-up:
Demo to stakeholders
Go-forward decision
Evolve your WoW
Iteration Backlog
IT
Operations
Support
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Disciplined
Agile Practices
How Does Disciplined Agile Work?
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What Does
It Mean to
Be Goal
Driven?
“That depends a
good deal on where
you want to get to,”
said the Cat.
“Then it
doesn’t matter
which way you
go,”
said the Cat.
“Oh, you’re
sure to do
that,” said the
Cat, “if you
only walk long
enough.”
“Would you tell
me, please,
which way
I ought to go
from here?”
“I don’t much
care where—”
said Alice.
“—so long as I
get somewhere,”
Alice added as an
explanation.
95
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•
Goals give us focus.
•
Goals allow us to measure progress.
•
Goals help us remain committed
and undistracted.
•
Goals help us overcome procrastination.
•
Goals give us motivation.
Knowing
Where You
Want to
Get to Is
Having
a Goal
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•
Every team faces a unique situation.
•
You can’t own your process if you
don’t know what your options are.
•
We need the flexibility to experiment
with ways of working so that we can discover
how to be the most awesome team we can be.
That’s Why
Disciplined
Agile
Takes a
Goal-
Driven
Approach
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It enables teams to focus on process outcomes.
Advantages
ofa
Goal-Driven
Approach
It provides a concise, shared pathway to leaner,
less wasteful process decisions.
It makes process decisions explicit.
It makes your process options very clear.
It enables effective scaling.
It takes the guesswork out of extending agile methods.
It makes it clear what risks you’re taking on.
It hints at an agile maturity model.
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A complex adaptive system is a system in which
a perfect understanding of the individual parts
does not automatically convey a perfect
understanding of the whole system's behavior.
Complex
Adaptive
System
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Your
Organization
Is a Complex
Adaptive
System
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101
Yay or Nay?
You can take control of your process
if you don’t know what your options are.
101
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102
Yay or Nay?
You can’t necessarily understand the behavior
of a complex adaptive system
by understanding its individual parts.
102

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There Are No
“One-Size-Fits-All”
Solutions
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So, How Does
Disciplined Agile Work?
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Disciplined
Agile Is an
Agnostic
Hybrid that
Leverages
Strategies
from a
Variety of
Sources.
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The Disciplined Agile tool kit captures team-level
strategies in a series of process blades.
A process blade addresses
a specific organizational capability,
such as finance, people management,
data management, agile solution delivery
or vendor management.
A process blade encompasses
a cohesive collection of process options—
including practices, strategies and workflows—
that should be chosen and then applied
in a context-sensitive manner.
Capturing
Team-Level
Strategies:
Process
Blades
106

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A process blade is called a blade to imply that it can
be updated or even replaced, just like a blade server
in your IT infrastructure, where components can be
independently replaced.
Why Is It
Called a
Process
Blade?
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Disciplined
Agile Tool
Kit Process
Blades
108

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Disciplined
Agile Tool
Kit Process
Blades
Layer 1:
Foundation
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Disciplined
Agile Tool
Kit Process
Blades
Layer 2:
Disciplined
DevOps
110

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Disciplined
Agile Tool
Kit Process
Blades
Layer 3: Value
Streams
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Disciplined
Agile Tool
Kit Process
Blades
Layer 4:
Disciplined Agile
Enterprise
112

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113
Yay or Nay?
A Disciplined Agile Enterprise responds swiftly
to changes in the marketplace.
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114
Yay or Nay?
The foundation layer includes Disciplined Agile Delivery
and other enterprise aspects of DevOps.
114

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Disciplined Agile lets you drill down through four
layers of detail:
•
Process goals
•
Process goal diagrams
•
Lists of options
•
Option descriptions and trade-offs
How Does
Disciplined
Agile
Work?
What’s Behind
the Blades?
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A process goal captures the detailed, process-
related decisions and options for a cohesive subset
of a team’s way of working (WoW).
Process goals provide guidance so that a team can
tailor and scale agile strategies given the context of
the situation they face.
Sometimes called a process capability.
Disciplined
Agile
Process
Goal
116

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Process
Goals for
Team
Agility
117
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Practice
Choices
Are
Captured
via Process
Goal
Diagrams
118

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How Does
Disciplined
Agile Work?
Select a Process
Goal
119
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How Does
Disciplined
Agile Work?
Process Goal
Diagram
120

61
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How Does
Disciplined
Agile Work?
Select a
Decision Point
121
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How Does
Disciplined
Agile Work?
Select an Option
122

62
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How Does
Disciplined
Agile Work?
Learn More About
Each Option
123
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Congratulations! You now know:
1. What Disciplined Agile is and where it
originated.
2. Disciplined Agile principles, promises and
guidelines and how they relate to each
other.
3. How and why Disciplined Agile is an
agnostic hybrid of approaches that
leverages strategies from a variety of
sources.
4. How to use Disciplined Agile to refine and
improve your team’s way of working.
Conclusion
124

63
Thank You!
125
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126
30-Minute Lunch Break
126

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Lesson 3
Building a Disciplined Agile Team
127
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Agenda
1. Introduction
2. Context Matters – Scaling Factors
3. Disciplined Agile People
4. Disciplined Roles
5. Leader vs. Manager
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Scaling
Factors –
Spider
Diagram
129
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Scaling
Factors –
Team Size
130

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Geographic
Distribution
Colocated
Fully dispersed
Near located
Distributed subteam
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Organizational
Distribution
132

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Compliance
133
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Technical
Complexity
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Domain
Complexity
135
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Tactical
Agility at
Scale
o Scaling agile at the team level
o Applying agile deeply
o Addressing the complexities/scaling
factors appropriately
136

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Build a DA
Team (Form
Team)
• Where will team members come from?
• How large should the team be?
• How will subteams, if they are needed, be organized?
• What type of team members do we need?
• How long will the team exist?
• Where will team members be located?
• How will we support the team?
• How available will team members be?
137
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People
138

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•
DA teams are awesome and foster joy.
•
Teams need leaders more than they need
managers.
•
However, managers still are important; they add
value.
•
There are many different agile roles in addition
to the three covered by Scrum.
•
People will need to change their mindset and
skill set to move from whatever they’re doing
today into agile roles.
Key
Concepts
139
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ü Act in such a way that we earn the respect and
trust of our colleagues.
ü Share information with them when asked.
ü Be an active learner.
ü Seek to never let the team down.
ü Be willing to improve and manage our emotional
responses to difficult situations.
ü Senior leadership enables, establishes and
motivates awesome teams.
Be
Awesome
140

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Leaders vs.
Managers
Solution Delivery Roles:
• Mobilizes people and resources
• Explains vision
• Focuses on goals
• Takes risks
• Sells it
• Goes against the grain
• Motivates
• Inspires trust
• Fosters ideas
• Innovates
Domain Roles:
• Mobilizes people and resources
• Explains vision
• Focuses on tasks
• Mitigates risk
• Tells it
• Goes with the flow
• Approves
• Expects control
• Assign tasks
• Uses what works
141
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Potential
Leader
Roles
• Mobilizes people and resources
• Explains vision
• Focuses on goals
• Takes risks
• Sells it
• Goes against the grain
• Motivates
• Inspires trust
• Fosters ideas
• Innovates
Solution Delivery Roles
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143
What roles have you seen over the years on software development teams?
What roles have you seen on non software teams—such as
marketing, finance, or operations?
(Be sure to include agile, lean and traditional teams in your discussions.)
Talk About It
143
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Primary
Disciplined
Agile Roles
Team Lead
o Agile process expert
o Keeps team focused on achievement of goals
o Removes impediments
Product Owner
o Owns the product visi on, s cope and priorities of the solution
Architecture Owner
o Owns the architect ure decisions and technical priorities
o Mitigates key technical risks
Team Member
o Pe ople abl e to work i n cross -functional roles to deliver the solution
Stakeholder
o Includes the customer but also other stakeholders such as the
sponsor, operations engineers, support staff, architecture, database
group and finance
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Primary
Roles
Team
Lead
pages
4-6
Product
Owner
Architecture
Owner
Team
Members
Stakeholder
145
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Primary
Roles
Team
Lead
pages
4-6
Cards 01, 04, 15,
17, and 19
146

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Primary
Roles
pages
4-6
Product
Owner
Cards 03, 05, 09,
13, and 18
147
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Primary
Roles
pages
4-6
Architecture
Owner
Cards 01, 04, 15,
17, and 19
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Primary
Roles
pages
4-6
Team
Members
Cards 02, 06, 10,
and 14
149
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Primary
Roles
pages
4-6
Stakeholder
Cards 07 and 12
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Supporting
Roles
Independent Tester
o A test/quality profes sional outside of the t eam who validates their
wor k
Specialist
o Someone in a specialist role, such as business analyst, program
manager or enterprise architect
Domain Expert (SME)
o Someone with deep knowledge of the domai n, such as a l egal expert
or marketing expert who is brought in as needed to share their
expertise
Technical Expert
o Someone with deep technical knowledge, such as a security engineer
or user experienc e (UX) professional, whose help is needed for a
short peri od
Integrator
o Someone responsible for the operation of the overall team build
151
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152
Yay or Nay?
Disciplined Agile addresses all possible roles
that will occur in an organization.
152

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153
Yay or Nay?
A person may take on several roles in parallel.
153
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154
Yay or Nay?
There is no room for managers in Disciplined Agile.
154

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Team
Working
Agreement
A team working agreement defines their internal way of
working and how they are willing to interact with other
teams.
External working agreements are sometimes defined in terms of service level
agreements
155
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156
Think about long-term vs. project-based teams:
When have you seen each approach applied?
What are the advantages of forming a project team?
What are the advantages of forming a “long-standing ” team?
Think About It
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Project
Teams vs.
Long-
Standing
Teams
Project Teams:
Long-Standing Teams:
Bring the people to the work
Bring the work to the team
Potential for significant budgeting and
tracking overhead
Budgeting is straightforward
Motivates building teams based on who is
available at the time
Motivates thoughtful team building and
evolution
Significant overhead in the team gelling
Motivates desire to learn and improve the
team’s way of working
Short-term focus motivates quality
shortcuts
Engenders a focus on long-term issues
such as advertisement, quality and
evolution
157
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158
Yay or Nay?
Cross-functional, “whole” teams enable agility.
158

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159
Yay or Nay?
Agile teams must be small and colocated.
159
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160
Yay or Nay?
Colocated teams should have a designated workroom.
160

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Shared
Services
Teams
In your organization, how do shared services teams (such as
marketing, data or finance teams) interact with the teams
that they support?
161
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Work Team
Enterprise Team
Shared
Services
Teams
Collaborative enterprise team:
• Individuals are members of
both a work team and an
enterprise team.
Specialized enterprise team:
• These teams fulfill requests
for work from other teams.
Service Request
Work
Team
Specialized
Service
Team
Service
162

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163
Yay or Nay?
Members of a collaborative enterprise team
become members of a work team.
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Summary
and Review
-
Teams Are
Unique,
and Can
Vary by...
Purpose (finance, software,
development, marketing,
security, customer service....)
Size (small, large....)
Geographic distribution
(colocated, same city, global...)
Approach (Agile, lean,
hybrid, traditional...)
Culture (flexible, rigid, trusting...)
... a nd other factors
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People
Fulfill One or
More Roles
Solution Delivery Roles:
•
Team Lead
•
Product Owner
•
Architecture Owner
•
Team Member
•
Independent Tester
•
And more...
Domain Roles:
•
Domain Expert
•
Customer Service Rep.
•
Procurement Office
•
And many more...
Management Roles:
•
Project Manager
•
Portfolio Manager
•
Data Manager
•
Program Manager
•
And more...
165
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Conclusion
Congratulations! You now know about:
1. The scaling factors that affect a team’s
context.
2. The different Disciplined Agile roles.
3. The difference between a leader and a
manager.
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Thank You!
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168
15-Minute Break
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Lesson 4
Choosing Your WoW
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1. What is business agility?
2. What is a complex adaptive system?
3. Why do we want to be able to choose our
team's way of working?
4. What are the Disciplined Agile life cycles?
5. How do you choose your way of working?
Agenda
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What Is
Business Agility?
171
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Business agility is an organization’s ability to rapidly
adapt to market and environmental changes in
productive and cost-effective ways.
Business agility focuses on value realized by having
stakeholders identify, prioritize and sequence the
work to be done and allocate it appropriately to the
product/service teams.
This is sometimes referred to as enterprise or
organizational agility.
What Is
Business
Agility?
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Business agility enables the realization
of the highest value in a shorter amount of time,
predictably, sustainably, and with high quality.
By working in small delivery increments,
we continuously adjust to what is needed,
enabling the organization to change direction
at low cost.
Why Is
Business
Agility
Important?
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“Disciplined Agile
contributes to business
agility by enabling you to
better understand your
options and choose the
best approach for your
situation.”
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What Is a
Complex Adaptive
System?
175
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A complex adaptive system is a system in which a
perfect understanding of the individual parts does
not automatically convey a perfect understanding of
the whole system’s behavior.
Complex
Adaptive
System
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Your
Organization
Is a Complex
Adaptive
System
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Your
Organization
Is a Complex
Adaptive
System
Something
changes
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179
Yay or Nay?
Business agility is sometimes referred to as enterprise agility.
179
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180
Yay or Nay?
It is possible to understand a complex adaptive system
by understanding the individual parts.
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“Disciplined Agile allows
you to ensure that the
value you receive from
your efforts is realized
across the enterprise.”
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Why do we
want to be able to
choose our team’s
way of working?
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Because giving teams the flexibility to adapt to
changing circumstances is at the heart of agility. It
gives the pieces of the organization—and, by
extension, the organization itself — the ability to
adapt.
And because your organization is a complex
adaptive system, what works for some teams may
not work for others. And even if a specific way of
working does work for another team, there may be
unintended consequences outside that team.
Why Do We
Want to Be
Able to
Choose Our
Team’s
Way of
Working?
183
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•
Every team has a different way of working.
•
We evolve our ways of working to reflect what
we learn when we work with other teams.
•
We accomplish our goals by working with other
teams.
Things to
Consider
When
Choosing
Your Way
of Working
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What Are the
Disciplined Agile
Life Cycles?
185
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Disciplined
Agile Life
Cycles
The Disciplined Agile
life cycles provide the
highest level of
guidance in
Disciplined Agile
Delivery.
DAD life cycles
provide teams with
the flexibility of
choosing an
approach that makes
sense for them.
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Disciplined
Agile
Life Cycles –
Agile
187
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When to
Choose
Agile
Life Cycle
The Work
The Team
primarily enhancements or
new features
new to agile practices
can be identified, prioritized,
and estimated early in the
project
familiar with Scrum and
Extreme Programming (XP)
typically working on a project
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Disciplined
Agile
Life Cycles –
Lean
189
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When to
Choose
Lean
Life Cycle
The Work
The Team
broken down into very small
work items of roughly the
same size
favors the lean approach of
minimizing batch and any
planning in advance of doing
the work
difficult to predict in advance
typically working on a project
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Disciplined
Agile
Life Cycles –
Continuous
Delivery:
Agile
191
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When to
Choose
Continuous
Delivery:
Agile Life
Cycle
The Work
The Team
relatively stable in an iteration;
a series of releases over time
long-lived and stable
can deliver on a frequent and
incremental basis
The Organization
can show value rapidly,
especially before completion of
the entire solution
develops streamlined
deployment practices and
procedures
form mature DevOps practices
(continuous integration,
continuous deployment, and
automated regression testing)
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Disciplined
Agile
Life Cycles –
Continuous
Delivery:
Lean
193
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When to
Choose
Continuous
Delivery:
Lean Life
Cycle
The Work
The Team
a series of releases over time long-lived and stable
can deliver on a frequent and
incremental basis
The Organization
can show value rapidly,
especially before completion of
the entire solution
develops streamlined
deployment practices and
procedures
form mature DevOps practices
(continuous integration,
continuous deployment, and
automated regression testing)
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Disciplined
Agile
Life Cycles –
Exploratory
195
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When to
Choose
Exploratory
Life Cycle
The Solution
The Team
high uncertitude:
unexplored market
new product
flexible stakeholders and team
have one or more valid
hypotheses/strategies
willing to experiment and
evolve your idea based on your
learnings
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Disciplined
Agile
Life Cycles –
Program
197
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The Team
a large team of teams.
has the skills to implement agile at scale
When to
Choose
Program
Life Cycle
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Common
Project
Phases
199
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Disciplined
Agile
Milestones
Lightweight
and consistent
Milestone
Fundamental Question Asked
Stakeholder vision
Do stakeholders agree with your strategy?
Proven architecture
Can you actually build this?
Continued viability
Does the effort still make sense?
Sufficient functionality Has the team produced (at least) a Minimum Busines s Increment (MBI)?
Production ready
Will the solution work in production?
Delighted Stakeholders Are st akeholders happy with the deployed solution?
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201
Yay or Nay?
The agile life cycle requires a mature set of practices around
continuous integration and continuous deployment.
201
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202
Yay or Nay?
The lean life cycle is a Kanban-based project life cycle.
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How Do You Choose
Your Way of Working?
203
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How Do You
Choose Your
Way of
Working?
Analyze the Context
What context does your team face?
Factor in your team’s size, geographic distribution, organizational distribution,
compliance requirements, technical complexity, and domain complexity
Select the Best-Fit Life Cycle
Given the team’s context, which life cycle is the best fit?
Remember: the life cycle is a starting point that can be changed at a later time when
it makes sense.
Connect the Dots
Given your context and life cycle, which process goals and diagrams should you
consider first?
Which process goals are the least relevant given your team’s situation?
Make Some Choices
Within the most relevant goal diagrams, make some choices for the team’s way of
working.
Refer to options table in Choose Your WoW! to learn more and to review pros and
cons of each option.
Research online or read books if you need more information.
Practice Continuous Improvement
With the way of working established, create the habit of continuously improving.
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How Do You
Choose Your
Way of
Working?
This lesson focuses on the first two steps:
•
Analyze the Context
•
Select the Best-Fit Life Cycle
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Analyzing
Your
Context:
Spider
Diagram
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Analyzing
Your
Context:
Life Cycle
Decision
Tree
207
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Team
Groceries
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Each Breakout
Group Will Have
to Nominate a
Vice President
of Making Stuff
Up
Each table must nominate a VP of MSU (Making
Stuff Up)
The VP gets to make decisions whenever the
group has question or wants to make
assumptions about the scenario.
209
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PRODUCT
q The work seems straight forward.
q We are building a website that will give
customers a new online grocery shopping
experi ence that offers delivery.
q Some of the team members have e-
commerce experience, but we have not built
a product together before.
q We are only going to be working on the new
website, not other projects.
PROCESS
q Bei ng a start up, we don’t really
have a defined way of working.
q Some team members have
ex perience with Scrum.
q We are open to new ideas in
terms of our way of working going
forward.
SCHEDULE
q Everyone in the company
is excited to see the new
product.
q A deadline has been set
for version one which is to
be delivered in eight
weeks.
TEAM GROCERIES
q We are part of a new online grocery
delivery company.
q Our team is not yet established.
q We need to put together a small
team of 8–10 people consi sting of
some existing people and some new
hires .
q The plan is that we will sit next to
each other in the same office space.
STAKEHOLDERS
q Our CEO (chief
executive officer) is
the sponsor.
q The CTO (chief
technology officer) is
al so a key stakeholder.
q They both want
frequent progress
updates on work and
generally want to be
kept in the loop.
q We are also taking
potential customers
into consideration
when building the
new product.
Case Study:
Background
Summary
page
7
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Step 1. Analyze the context
What context does the team face?
Factor in team size, distribution, product
scope, product complexity, schedule,
process, stakeholders, etc.
c
pages
7-9
211
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Step 2. Select the best-fit
life cycle
Given the context you have
uncovered, what life cycle is the best
fit for the team?
Keep in mind the life cycle is a
starting point that can be changed
later.
c
pages
7-9
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c
pages
7-9
213
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214
Well Done!
You’ve helped Team Groceries select the life cycle that best fits their context.
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Congratulations! Now you know:
1. What business agility is.
2. What a complex adaptive system is.
3. Why we want to be able to choose our team's
way of working.
4. The Disciplined Agile life cycles.
5. The process for choosing your way of working.
Conclusion
215
Thank You!
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Congratulations
on Completing
Day One!
Turn your mobile phone and pager back on.
If you have a smartphone, turn alerts back on as well.
Unplug your laptop, tablet or phone.
Check on the distractions you’ve been ignoring all day.
Turn on and feed your Tamagotchi.
217
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See you tomorrow!
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219
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Welcome
to DASM
Day Two!
Before
We Get
Started
Silence your mobile phone and pager.
If you have a smartphone, turn off alerts as well.
Plug in your laptop, tablet or phone.
Eliminate distractions.
Turn off your Tamagotchi.
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Elevator
Pitch for
Disciplined
Agile
An elevator pitch is a concise description of an idea, product
or company that that any listener can understand in a short
period of time—such as during an elevator ride.
Work with your team to create an elevator pitch
for Disciplined Agile.
page
10
221
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Lesson 5
Tailoring Your Practices:
Inception Phase
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Disciplined Agile and You
223
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1. DA Phases
2. DA Process Goals
3. Agile Practices: Plan the Release
(Agile life cycle)
• Writing User Stories
• Estimating User Stories
• Knowing When the Story Is Done
4. Choices in the Inception Phase
• How to Work With Goal Diagrams
• Activity: Use Goal Diagrams to Improve a Team’s
WoW in the Inception Phase
Agenda
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DA Phases and
Process Goals
225
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Phases in a
Life Cycle
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Visualizing
DA Phases
227
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What Is the
Reason for
Disciplined
Agile
Phases?
Think About It
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Most
Important
Reasons for
Disciplined
Agile
Phases
Focus on critical themes:
areas to target for
improvement
Often contain milestones
for consistent governance
229
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Poll: Your
Team and
Phases
Does your team organize by
phases?
a. Yes
b. No
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Disciplined
Agile
Phases
Inception
Get the team going in the right direction:
Planning, modeling, agreement on vision
Construction
Incrementally build a consumable solution
Transition
Release into production
Ongoing
Consider at any time (for long-standing teams)
231
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Disciplined
Agile
Process
Goals in
Each Phase
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Prioritize
Process
Goals
What are some challenges
that your team faces?
Which process goal(s)
would you like to look at to
experiment with for
potential solutions?
page
11
233
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Poll: What Is
Your
Highest
Priority
Process
Goal?
What is your highest priority process goal?
a. Form Team
b. Align With Enterprise Direction
c. Explore Scope
d. Identify Architecture Strategy
e. Plan the Release
f. Develop Test Strategy
g. Develop Common Vision
h. Secure Funding
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Process
Goals and
You
Which process goals
are most important
to you?
Which ones would
you like to learn
more about?
235
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o What happens
during Inception
o HowtousetheDAtoolkit
to improve processes
during this phase
Focus on
Inception
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Agile Practices
237
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Agile Practice:
Writing
User Stories
(Explore Scope
> Explore Usage)
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Agile Practice:
Estimating
User Stories
(Plan the Release
> Choose
Estimation)
239
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Agile Practice:
Knowing
When a Story
Is Done
(Explore Scope
> Explore Quality
Requirements)
THE
END
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Choices in the
Inception Phase
241
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1. Analyze the context
2. Select the best-fit life cycle
3. Connect the dots à process goals
4. Make some choices
5. Practice continuous improvement
Five Steps
for
Choosing
Your WoW
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Before
starting,
remind
yourselves
about the
team’s
context
243
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Rank the goals in the
Inception phase from
most relevant to least
relevant.
Step 3:
Connect
the Dots
Given the team’s
context and life
cycle, which
goals are most
relevant?
Rank the goals in
the Inception
phase from “most
relevant” to
“least relevant.”
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Which
Require
the Most
Tailoring?
Which process goals
require teams do the
most tailoring?
Think About It
245
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Five Process
Goals Require
About 80% of
the Tailoring
Effort for
Tactical
Scaling
Explore Scope
Identify Architecture Strategy
Develop Test Strategy
Accelerate Value Delivery
Coordinate Activities
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Step 4:
Make
Some
Choices
Use the top
goal from this
phase and
identify key
practices you
recommend
the team start
with.
247
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Activity:
Choose a
Team’s
WoW in the
Inception
Phase
pages
12-20
248

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Presentations:
Choose a
Team’s WoW
in the
Inception
Phase
249
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Inception
Goals and
You
o What are two points about
the Inception phase that
stood out for you?
o What’s one point that’s still
puzzling for you that you
need to dive deeper into?
o What’s one idea from the
Inception phase that,
if implemented, will help
your team?
Discussion
Point
page
21
250

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Congratulations! You now know about:
1. DA phases, DA process goals and which
Inception goals are important to you
2. Agile life cycle practices that occur during the
Inception phase
3. Using DA process diagrams to tailor processes to
a team’s context
4. How to apply the Choose Your WoW procedure
to improve processes in the Inception phase
Conclusion
251
Thank You!
252

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253
15-Minute Break
253
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Lesson 6
Tailoring Your Practices:
Construction Phase
254

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1. DA Construction Phase
2. DA Construction Process Goals
3. Agile Practices (Agile life cycle)
•
Planning an Iteration
•
Defining “Done”
•
Demonstrating an Iteration
4. Lean Tips
•
Deliver Value Quickly
•
Visualize the Value Stream
•
Deliver Incrementally
•
Ensure Value by Building Q uality In
•
Use Pull System s and Kanban Boards
5. Choices in the Construction Phase
•
How to Work with Goal Diagrams
•
Activity: Use Goal Diagrams to Improve a Team’s Way of Working in the
Construction Phase
Agenda
255
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DA Construction
Phases and
Process Goals
c
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Phases in a
Life Cycle
257
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Construction
Phase
When teams
incrementally
build a
consumable
solution
258

130
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Construction
Phase
Processes
259
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What Are
the Two
Main
Purposes of
DA Phases?
2purposes
Think About It
260

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Targeting
Critical
Themes
DA’s process decision tool kit:
• Ta k e s a goal-driven approach
• Guides through process-related
decisions
• Helps tailor strategies to a
team’s context
261
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Process
Goals
and
Construction
Phase
21 Process Goals of Disciplined Agile Delivery
262

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Prioritize
Process
Goals
What are some
challenges that your
team faces?
Which process goal(s)
would you like to look
at to experiment with
for potential
solutions?
page
22
263
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Poll: What Is
Your
Highest
Priority
Process
Goal?
What is your highest priority process goal?
a. Prove Architecture Early
b. Address Changing Stakeholder Needs
c. Produce a Potentially Consumable Solution
d. Improve Quality
e. Accelerate Value Delivery
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Process
Goals and
You
Which process goals
are most important
to you and why?
Which ones would
you like to learn
more about?
265
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Agile Practices
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Agile Practice:
Planning
an Iteration
Produce a Potentially
Consumable
Solution >
Planning the Work
267
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Agile Practice:
Defining
“Done”
Accelerate Value
Delivery > Verify
Quality of Work
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Agile Practice:
Demonstrating
an Iteration
Produce a Potentially
Consumable
Solution > Ensure
Consumability
269
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Lean Tips
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What Is
Lean?
Produces value
for customers quickly
Focuses on:
reducing delays
eliminating waste
Results in:
increased quality
lower cost
271
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Lean Tip:
Deliver
Value
Quickly
Focus on time instead of cost
Focus on removing delays
rather than going fast
Achieve flow: work on smaller things,
with people fully allocated to the work
Limit batch size
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What Is
Value?
What is value?
How would you define it?
Think About It
273
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Lean Value
Lean
VALUE
•
What the customer
considers important
•
What the business invests in
•
What is most useful to the
customer upon release
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Realizing
Value
What does it mean to
realize value?
When is value realized?
A product, feature or service has value if
•
the customer considers it important
•
at the time it is delivered.
Value is realized when it is used.
Think About It
275
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Lean Tip:
Visualize the
Value
Stream
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About
Value
Streams
277
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278
Yay or Nay?
A value stream begins with a great idea.
278

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279
Yay or Nay?
In the example given in the video, value is realized
when the customer pays for the service.
279
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How do we decide what we should work on first?
The Cost of
Delay
Profitability
The Cost of Delay
If, for example, you’re a wireless network operator and the
new iPhone XX is coming, delaying preparation for the launch
of the new phone lead to significant losses.
If your organization is subject to federal regulation, delaying
compliance could have serious consequences.
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Cost of
Delay
Lost revenue or
opportunity caused
by delay between
conceiving the idea
and realizing value
Longer period
à
Greater loss in
revenue
281
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The cost, usually in terms of lost revenue or opportunity,
caused by the delay between conceiving the idea and having
customers realize value from it. This can be expressed both
as a total anticipated amount at the start or an ongoing basis
as the project goes forward.
For example, if a product will achieve a revenue of $100,000
a month, then taking two months to get it available costs
$200,000.
If you only quantify one thing, quantify the Cost of Delay.
Donald G Reinertsen (2009)
Cost of
Delay
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Lean Tip:
Deliver
Incrementally
Using Minimum
Business
Increments
283
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Minimum
Business
Increment
vs.
Minimum
Viable
Product
Minimum Business
Increments
Build the smallest
enhancement
to an existing product
Investment for revenue
Minimum Viable
Product
Take the smallest step to
determine viability of a
new product without a
customer base
Investment for discovery
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Job
Sequencing
Sequence MBIs
in order of what can
realize the most value
more quickly,
compared to the
others.
285
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286
Yay or Nay?
Minimum business increments are about building something quickly
to demonstrate to the product owner.
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287
Yay or Nay?
Benefits of using MBIs include: adding value to the customer
and providing feedback that the right functionality is being built
and can be validated as useful.
287
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288
Yay or Nay?
Minimum business increments (MBIs) should be
sequenced in order of priority.
288

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Lean Tip:
Ensure Value
by Building
Quality In
What does it mean to build
quality in?
•
Continuous validation:
test the work being done
•
Continuous integration:
test the dependencies
•
Continuous deployment:
test value of the work being
done
Think About It
289
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Lean Tip:
Eliminate
Waste
Looking at areas where
waste tends to occur
Delivery teams:
waste often manifested as delays
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Sources of
Waste
Miscommunication
Building the wrong thing
Building items of less
importance
Lost realization due to delays
Aging information
Relearning
Handoffs and
hand-backs
Defects
>
291
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Value
Stream
Mapping to
Find the
Cause
page
29
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“Five Whys”
Analysis
1. Why?
2. Why?
3. Why?
4. Why?
5. Why?
page
30
293
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“Five Whys”
Example
Why are we
having to rework
the system?
The programs do
not function
properly on
customers’ servers.
Why don’t the
programs function
properly on
customers’
servers?
The code was
designed one way,
but the servers are
configured for
another way.
Why are the
servers being
configured
differently from
expected?
Customers are not
following our
guidelines for
server
configuration.
Why aren’t
customers
following our
guidelines?
They aren’t aware
of the guidelines.
Why aren’t these
customers aware
of our guidelines?
Although they are
supposed to make
sure customers
know the
guidelines, Sales
isn’t telling them.
Why isn’t Sales
telling our
customers they
need to do this?
When a customer
is ready to buy,
Sales just wants to
get the contract
signed.
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295
Yay or Nay?
Handoffs are one way to eliminate waste and delays.
295
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296
Yay or Nay?
“Five Whys” analysis focuses on the tasks and processes within one
phase that contribute to waste.
296

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297
Yay or Nay?
Delays are a major form of waste in software development.
297
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About
Pull Systems
298

150
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About
Kanban
Boards
299
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300
Yay or Nay?
Using pull is a way to manage workflow
in the face of uncertain timing for getting tasks done.
300

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301
Yay or Nay?
Kanban boards can provide much of the information
that value stream maps do.
301
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Choices in the
Construction
Phase
302

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How to Use
Goal
Diagrams
to Tailor
Your Way
of Working
303
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1. Analyze the context
2. Select the best-fit life cycle
3. Connect the dots à process goals
4. Make some choices
5. Practice continuous improvement
Five Steps
for
Choosing
Your WoW
pages
23-28
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153
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Before
starting,
remind
yourselves
about the
team’s
context
305
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Activity:
Choose a
Team’s
WoW in the
Constructio
n Phase
pages
23-28
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Presentations:
Choose a
Team’s WoW
in the
Construction
Phase
307
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Construction
Goals and
You
o What are two points about
the Construction phase that
stood out for you?
o What’s one point that’s still
puzzling for you that you
need to dive deeper into?
o What’s one idea from the
Construction phase that,
if implemented, will help
your team?
Discussion
Point
page
29
308

155
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Congratulations! You now know about:
1. The DA Construction phase
2. Construction process goals and which goals are most
important to you
3. Agile life cycle practices that occur during the
Construction phase
4. Lean principles and tools that can help your team
eliminate waste, ensure quality and deliver value
quickly for your customers
5. Using Construction phase process diagrams to tailor
processes to a team’s context
6. How to apply the Choose Your WoW procedure to
improve processes associated with the Construction
phase
Conclusion
309
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Thank You!
310

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311
15-Minute Break
311
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Lesson 7
Tailoring Your Practices:
Transition Phase
312

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1. The Transition phase
2. Transition phase process goals
3. Choosing a process goal, a decision point,
and an option
Agenda
313
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Project
Phases
Construction
Inception
Ongoing
Transition
314

158
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Project
Phases
Construction
Inception
Ongoing
Transition
315
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•
Ensure production readiness
•
Deploy the solution
Transition
Phase
Process
Goals
316

159
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•
Determine whether you can safely
deploy your solution
•
Usable + desirable + functional
•
Last chance to ensure the solution
is consumable
•
Related to the Agile and Lean life cycles
Ensure
Production
Readiness
317
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•
To what extent will you automate the
deployment process?
•
What strategy will you follow to
release into production?
•
What activities must you perform to
release your solution?
•
How will you validate that the
release was successful?
Deploy the
Solution
318

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Exercise:
Prioritize a
Process
Goal
Phase Process Goal
Description
Chapter
T
r
a
n
s
i
t
i
o
n
Ensure Production Readiness Verify that the solution is technically ready to ship and that
stakeholders are ready and willing to receive it
20
Deploy the Solution
Deploy the solution into production and verify that the
deployment was successful
21
pages
32-34
319
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Exercise:
Select an
Option
pages
32-34
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Select a
Practice or
Strategy
pages
32-34
321
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Exercise:
More
Information
About Each
Option
pages
32-34
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Guided
Continuous
Improvement
323
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Transition
Goals and
You
o What are two points about
the Transition phase that
stood out for you?
o What’s one point that’s still
puzzling for you that you
need to dive deeper into?
o What’s one idea from the
Transition phase that,
if implemented, will help
your team?
Discussion
Point
page
29
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163
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Congratulations! You now know:
1. The process goals associated with the
Transition phase.
2. How to use the guidance provided by
the Disciplined Agile tool kit to select
appropriate agile options to work on with
your team.
Conclusion
325
Thank You!
326

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327
30-Minute Lunch Break
327
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Lesson 8
Tailoring Your Practices:
Ongoing
328

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1. Understanding Ongoing Process Goals
2. Ongoing Agile practices
a. Standard Work
b. Explicit Workflow Policies
c. Guided Continuous Improvement
3. How does an agile organization support
cross-team learning?
a. Communities of Practice
b. Centers of Excellence
Agenda
329
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Project
Phases
Construction
Inception
Ongoing
Transition
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Ongoing
Process
Goals
Construction
Inception
Ongoing
Transition
331
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Ongoing
Phase
Process
Goals
o Grow team members
o Coordinate activities
o Evolve WoW
o Address risk
o Leverage and enhance existing
infrastructure
o Govern delivery team
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Process
Goal: Grow
Team
Members
o People are key to success
o Motivated people are effective
people
o Solution delivery is a team sport
333
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Process
Goal:
Coordinate
Activities
o Support effective collaboration
o Support autonomy
o Working agreement within the
team
o Working agreements with other
teams
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Process
Goal:
Evolve Way
of Working
o Every team faces a unique situation.
o We are constantly learning.
o The other teams are evolving.
o Our environment is constantly
evolving.
o The team needs somewhere to work.
o The team needs sufficient tooling.
o These strategies are applicable to a
wide range of teams.
335
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Process
Goal:
Leverage
and
Enhance
Existing
Infrastructure
o A lot of good work has occurred
before us.
o We can reduce overall technical
debt.
o We can provide greater value
quicker.
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Addressing
Risk
o We face many risks.
o Understanding the level of risk is a
critical decision factor.
o Reducing risk increases our chance
of success.
o It's usually better to deal with risks
early.
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Process
Goal:
Govern
Delivery
Team
o We are going to be governed.
o We deserve to be governed well.
o Governance is context sensitive.
o Our team is part of a larger
organization.
o Effective governance enables
collaboration.
o We have responsibilities to external
stakeholders.
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Prioritizing
Process
Goals
Phase Process Goal
Description
Chapter
O
n
g
o
i
n
g
Grow team members
Support people in improving their skills and knowledge
22
Coordinate activities
Coordinate activities both within the team and with other
teams
23
Evolve WoW
Choose and evolve the team’s way of working
24
Address risk
Identify, assess, and address risks appropriately
25
Leverage and enhance
existing infrastructure
Reuse and improve existing assets, including functionality,
data, and other artifacts within our organization
26
Govern delivery team
Solution delivery teams will be governed, and they deserve to
be governed well
27
page
36
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Lean
Practices
for the
Ongoing
Phase
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Lean
practice:
Standard
Work
o The work process agreed to by the
team doing it
o Defined by expressing the team’s
workflow
o Acts as a backdrop for seeing how
well we are doing our jobs
o There might be overlap with the
team’s working agreement
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Standard
Work Is Not
Static
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Standard
Work
Reinforces
Innovation
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Explicit
Workflow
Policies
o Goes beyond enabling everyone to
understand what other team
members are doing
o Makes visible any gaps between
what we’ve agreed to and what
actually happens
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Lean
practice:
Continuous
Improvement
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Kaizen
Loops:
Improve via
Experiments
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Guided
Continuous
Improvement
Succeeding More Often
Successful
experiment
Failed
experiment
Successful
experiment
Failed
experiment
347
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How Does
an Agile
Organization
Support
Cross-Team
Learning?
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Communities
of Practice
(Grow Team Members > Improve Skills and Knowledge)
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Why Form a
Community
of Practice?
(Grow Team Members > Improve Skills and Knowledge)
o To share techniques with one
another
o To support one another’s learning
o To capture techniques
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How Do
You Form a
Community
of
Practice?
o Adhoc
o Supported
o Fluid structure
o Membership is voluntary
(Grow Team Members > Improve Skills and Knowledge)
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Centers of
Excellence
(Continuous Improvement > Organize Centers of Excellence)
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Why Form a
Center of
Excellence?
o Identify techniques
o Share techniques
o Capture techniques
o Support teams
o Organize communities of practice
o Govern improvement
(Continuous Improvement > Organize Centers of Excellence)
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How Do You
Form a
Center of
Excellence?
o Hire from within
o Hire new employees
o Hire consultants/contractors
(Continuous Improvement > Organize Centers of Excellence)
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355
Yay or Nay?
Attendance in communities of practice is mandatory.
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356
Yay or Nay?
A center of excellence is often referred to as a guild.
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357
Yay or Nay?
An organization may have several communities of practice
and several centers of excellence at the same time.
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Ongoing
Goals and
You
o What are two points about
the Ongoing goals that stood
out for you?
o What’s one point that’s still
puzzling for you that you
need to dive deeper into?
o What’s one idea from the
Ongoing goals that,
if implemented, will help
your team?
Discussion
Point
page
37
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Congratulations! You now understand:
1. The Ongoing process goals.
2. Some ongoing agile practices, including standard
work, explicit workflow policies, and guided
continuous improvement.
3. How an agile organization supports cross-team
learning through communities of practice and
centers of excellence.
Conclusion
359
Thank You!
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361
15-Minute Break
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Lesson 9
Influence Outside the Team
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Agenda
1. Complex Adaptive System
2. Disciplined Agile Process Blades
3. What Is Lean?
a. Lean principles
b. Lean Incorporates Systems Thinking
4. Lean Knowledge Work vs. Lean Factory Work
5. Lean Resiliency
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Looking Beyond
Your Team
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What Is Lean?
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What Is
Lean?
Key Lean Concepts
o Lean has been expanded
to virtually all industries.
o Lean is based on systems
thinking.
o Lean involves
continuous learning.
o Lean is not about
building cars but about
building great
organizations via
learning.
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Wastes in
Lean:
Manufacturing vs.
Knowledge Work
Manufacturing
Defects
Overproduction
Inventory
Waiting
Transportation
Motion
Excess Processing
Nonutilized Talent
Knowledge Work
Defects
Creating unnecessary features (adds complexity, delays value)
Partially done work (hides risk of errors)
Delays (causes unplanned work)
Handoffs (loss of information) and hand backs (loss of time)
Motion (shifting from value stream to value stream)
Doing more work than needed
Lower quality work (requiring relearning)
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Think About It
Do any of these wastes afflict your organization?
What is causing the highest cost?
(Write down your thoughts.)
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Principles of
Lean
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Lean Principle:
Build Quality In
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What Does
It Mean to
Build in
Quality?
o Continuous validation
(test work being done)
o Continuous integration
(test dependencies)
o Continuous deployment
(test value)
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Four Stages
of the Lean
Validation
Process
Validate the
problem
Validate the
market
Validate the
product
Validate
willingness
to pay
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Lean Principle:
Eliminate Waste
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Eliminate
Waste
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Most
Common
Causes of
Waste
Within a
Team
o Multitasking
o Rework
o Building work of
lesser value
o Relearning
o Miscommunication
o Errors and poor
quality
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Lean Principle:
Learn Pragmatically
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Learning
Pragmatically
377
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Lean Principle:
Keep Options Open
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Decide or
Delay
Identify the features to be
added in the next iteration.
Decide which mobile
payment apps to accept
payment from.
Code the backend to accept
payment from mobile apps.
Decide Now
Keep Options Open
379
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Decide or
Delay
Decide which mobile
payment apps to accept
payment from.
Code the backend to accept
payment from mobile apps.
Decide Now
Keep Options Open
Identify the features to be
added in the next iteration.
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Decide or
Delay
Code the backend to accept
payment from mobile apps.
Decide which mobile
payment apps to accept
payment from.
Decide Now
Keep Options Open
Identify the features to be
added in the next iteration.
381
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Decide or
Delay
Decide which mobile
payment apps to accept
payment from.
Code the backend to accept
payment from mobile apps.
Decide Now
Keep Options Open
Identify the features to be
added in the next iteration.
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Lean Principle:
Deliver Value Quickly
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Keys to
Delivering
Value
Quickly
o Focus on time instead of
cost.
o Focus on removing
delays rather than going
fast.
o Achieve flow by working
on smaller things and
with people fully
allocated to the work.
o Limit batch size.
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Importance of
Incremental Delivery
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Advantages
of
Continuous
Delivery
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Lean Principle:
Respect People
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Keys to
Respecting
People
o Culture is the context in
which all change must
happen.
o Recognize all who
consume your work as
customers.
o Attend to people’s
needs and wants.
o Focus on understanding
others’ views and
perspectives.
o Build partnerships
based on trust.
o Create an environment
of mutual influence.
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Lean Principle:
Optimize the Whole
389
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Which Part of an
Airplane Is Responsible
for Flight?
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The System
Is the
Source of
Most
Problems
o Poor systems will defeat
almost all but the
greatest of people.
o If we trust people, we
don’t need to work on
them; we need to
improve the system.
o The role of
management is to
create great systems so
that people can work
autonomously to
achieve the vision of
leadership.
391
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Lean Principle:
Build in Resilience
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Lean
Principles
Enhance
Resilience
Optimizing the
Whole
Eliminating Waste
Building Quality In
Delivering Value
Quickly
Keeping Options
Open
Learning
Pragmatically
Respecting People
Is important because the entire system needs to be resilient
Helps identify when we’re going down the wrong path
Avoids many problems that would otherwise occur
Provides us with pivoting points between a recent delivery and
starting the next ones
Enables us to quickly pivot when our current path becomes less
desirable
Helps us understand the challenges we need to overcome as
well as how to do that
Avoids many problems that would otherwise occur
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394
Yay or Nay?
“Context counts” Is a Lean principle.
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395
Yay or Nay?
Lean seeks to optimize the whole value stream,
not just individual functions or teams.
395
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Focus on
Realizing
Value
o Work on fewer things.
o Work on smaller things.
o Work more efficiently.
o Create better workflow.
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Value must be
defined by the
customer, but business
stakeholders decide
which value
to go after.
397
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When Do
Customers Know
What They Want?
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Types of
Business
Value
Discovering
how to build it
Value delivered
to the customer
Building it
Discovering what
is of value
Mitigating risk
Preparing for
consumption
Learning
something new
Improving our
own internal
methods
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What Is the
Role of
Management?
Create the environment for teams to be
awesome
o Listen and watch for the needs of the team and
remove problems.
o Communicate with other managers to provide
the bigger picture.
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Middle-Up -
Down
Management
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“A system must be managed.
It will not manage itself.
Left to themselves ... components become
selfish, competitive, independent
profit centers, and thus destroy the system
... The secret is cooperation between
components toward the aim
of the organization.”
- W. Edwards Deming
The New Economics for Industry, Government, Education (1993)
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How Can
You Use
What You
Have
Learned
Here?
ü Look at the system, not people.
ü Feed the system with the right work to be
done (MBIs, MVPs).
ü Make all work visible.
ü Use pull to coordinate local decision-making
processes into global flow.
ü Always be looking for ways to improve.
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Conclusion
Congratulations! You now know about:
•
Complex adaptive systems
•
The Disciplined Agile process blades and the layers they
are organized in
•
Lean principles and how lean focuses on systems thinking
•
How waste differs in knowledge work and manufacturing
•
Aspects of regular work that affect quality and efficiency
•
How lean thinking can support resiliency.
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Thank You!
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Congratulations!
Turn your mobile phone and pager back on.
If you have a smartphone, turn alerts back on as well.
Unplug your laptop, tablet, or phone.
Check on the distractions you’ve been ignoring all day.
Turn on and feed your Tamagotchi.
406