Adam Purkiss – ajpurkiss@hotmail.com
http://ca.linkedin.com/in/adampurkiss

• Problems?
• The “bus” test -> how to reduce risk?
• Sprint with unbalanced expertise
• Peer knowledge sharing
• Learning bottleneck – motivation, resistance to new thoughts, technology stack (old school)
• Job protectionism – fear – stability
• Business vs development – silo mentality
• Keep momentum for knowledge sharing – slow down to go fast.
• Cross functional – “Big picture” owner across topics/req’s vs small capsule
• Trade roles/code section to shift perspective
• Its hard
• Shift from me to we
• Try – pair design/programming
• Need leadership whip encourage team to experiment
• Sprint -> Inspires team to work together to help each other get to the goal
• Team ownership of tasks and goals -> Allow team to choose tasks and feel excited about goal
• Strong specialisations? How to distribute work
• Position of no authority. Scrum master Vs the boss
• Cultures
• Functional
• Matirx -> balance
• Projectized
• How to teach managers what is needed
• Create team that extends into business partners
• Team attitude
• Leadership toward goal
• Coach = inspire vision
• Team qualities
• Work to same goal
• motivated
• Understand the nature of the beast
• Learn extra skills
• “cool” vs “take one for the team”
• How to adapt/inspire?
• What makes a team?
• Team building exercise
• Project charter with team
• Passionate product owner
• “Act” enthusiastic = engage team spirit
• Clear vision of goal and why -> explain
• Communicate market competition
• Add to sprint planning concept of business value
• What’s in it for them = job security?
• Need to build trust in leaders and choices
• Allow mistakes. It’s OK folks!
• Facilitate sharing of skills and knowledge “New dev process across diverse skills”
• Collaborative clusters of expertise
• Integrative thinking
• Not this or that but a synthesis of both towards creating innovative solutions.
• Learn by doing -> towards goal
• Dojo and Kata for agile
• Never to Late to do a sprint 0 -> refocus with project charter and with business objectives
• Educate senior management
• Lots of pictures relative to their perspective
• Send senior managers for scrum training – but be careful they don’t just hear that agile will get them software faster
•   Describe business sprints
• Product sprints
• Market sprints
• Adaptive market strategy
• Push responsibility back to decision makers for business

 TAKE HOME

 - Facilitate sharing is key
- Cross functional teams can work – I am evidence - Used to only write Java code but now, coder (both embedded C code and Java), tester, build master as well as scrum master :)
- Ideally whole business c/f not just developers and testers
- Pairing
- Educate Senior management
- IT IS HARD

Posted via email from Agile Coach Camp Canada 2010