The principles of agile are so simple that its simplicity eludes many practitioners. Pulling in a white board with sticky notes, writing user stories instead of business requirements document, avoiding developing any document, and use of some agile popular tools does not mean that agile has been implemented. 

In this presentation, I provide an approach to how agile transormation begins. Fundamental to agile is the self-organization and if one doesn't think (T) agile, become (B) agile by following the recommended steps, and develop (D) on practices to refine agile in the specific industry, agile will not solve the business challenges. The personality traits of those leaders that attempt to transform into agile will lead to incorrect implementation.  Often, in such cases if Agile fails, it is because we failed agile! 

Breaking on the TBD approach, this presentation will explore additional topics that start with us, team, and the organization to truly transform into agile methodology.

 
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Outline/structure of the Session

  • 5 min - Introduction
  • 10 min - Leadership Challenges to Agile Implementation
  • 10 min - TBD Framework
  • 15 min - Agile Transformation starts with you, team, and organization
  • 10 min - Q&A and Summary

Learning Outcome

  • Self-evaluation
  • Team evaluation
  • An individual development plan for the TBD
  • Training opportunities for the new roles for the agile transformation

Target Audience

Product Owners, Project Managers, Account Managers, Program Manager, Team Leader, PMO Managers

schedule Submitted 3 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Tathagat Varma
    By Tathagat Varma  ~  1 year ago
    reply Reply

    Sriram, I would be interested to learn of applying this 'model' into a real-world problem and sharing those experiences. Can you share more on that?

    • Sriram Rajagopalan
      By Sriram Rajagopalan  ~  2 years ago
      reply Reply

      Hi Tathagat,

      First, my apologies for the delayed response. 

      In a response to Doc Norton, I expanded on this model further. While the concepts of the ToBeDone (TBD) is fairly straight forward, I will share my personal real world experience. 

      1. In one of my earlier organizations where we delivered notifications to the clients, we began using agile. Little to no agile training was provided to any of the team members. I was not fully Scrum Certified at that point and faced the challenge as a Project Manager of getting the team to deliver in iterations. How could the team practice agile when we couldn't think agile? The seeds of self-organization however was present that a member of the team and I attended a number of sessions on our own and together at places likes Thoughtworks, webinars, etc. so that we can bring that cumulative knowledge to the team to meet the expectations. 

      2. Expanding on these, I recognized the need to learn agility and scrum in detail where the journey continued - becoming agile. I experimented these beyond software development where I also taught some of these principles at 6th-7th grade students in the first lego league in their implementation of robotic programming and their community projects. Seeing the self-organization and collaboration at such a level where they formed their own tasks, timeline to complete, dividing work among themselves and using tools like Trello to work in a distributed enviornment was great. 

      3. With this continuing journey, I started my own networking sessions bringing subject matter experts and lean coffee type of discussions in my community. As I develop agile for the community, I develop myself. I brought these learnings to my organization in various teams as well. 

      Although I am answering you at a personal level leaving the organization and team specific things I have addressed to ensure anonymity, I hope you can relate to this. If you still have any question, please let me know. 

      Thanks.
      Sriram

      • Jerry Rajamoney
        By Jerry Rajamoney  ~  2 years ago
        reply Reply

        Hi Sriram,

        Thanks for the response. If you take away the "Scrum" part from the response how it add value? I am sure you agree that there are many others ways you can be Agile. Do you have more points to share to show the mapping between TBD to Agile Transformation?

        Thanks

  • Ram Srinivasan
    By Ram Srinivasan  ~  3 years ago
    reply Reply

    Hi Sriram,

     

    Thanks for submitting a proposal. Can you please elaborate on your proposal, more specifically, the sub-topics? Why is it challenging for leadership to adopt Agile? How does TBD help? What is TBD framework?

     

    Ram

    • Sriram Rajagopalan
      By Sriram Rajagopalan  ~  3 years ago
      reply Reply

      Hi Ram,

      Greetings and thanks for the great questions. As organizations embraces agile, very often challenges arise when the leadership team fails to embrace the self-organized team structure allowing the team to collaborate. These challenges can be grouped into six different categories (http://agilesriram.blogspot.com/2013/12/essential-leadership-behaviors-for.html). I am summarized these below.

      1. Resistant: Generational gaps with conventational management styles unwilling to embrace change
      2. Never heard of Agile: Their unfamiliarity with Agile is marked by the missing drive to learn current trends and implement the transformation
      3. Big Vision: This group is willing to experiment new ideas but limit their delegates to business transformation
      4. Misinformed: This group has experienced some failure and hasn't resorted to enhanced learning from failure and adapting changes
      5. Metric Oriented: This group uses the conventional metrics to evaluate agile product development comparing one agile team to another and drawing incorrect references
      6. Insufficient experience: This group draws on expertise of other members but fails but these leaders fail to properly assess the organization and its industry requirements to properly implement agile instead of bringing in the same tools, processes, and technologies from their previous experiences

      These above reasons lead to leadership not understanding the fundamental agile principles. Here is where I propose TBD because leadership is an ingredient in self-organized teams and is not attributed to top management. I believe every individual in the organization is capable and responsible to highlight the proper implementation of agile but several fall into what the organization should do to them to implement instead taking it on themselves. So, I propose TBD framework where the thinking, becoming, and developing becomes an integral framework for individuals to enterprises to challenge the transformation towards successful implementation. 

      Please let me know your thoughts.

      Thanks.

      Sriram

      • Doc Norton
        By Doc Norton  ~  2 years ago
        reply Reply

        Following up on Ram's comments - Can you make the TBD framework a little more concrete? I believe I understand what it is to think, become, and develop, but don't believe I understand what this framework actually is. What are some of the tools/techniques/activities that one might us in each stage? Are these stages?

         

        I am also unclear on the presentation itself. When does the Individual Development Plan activity occur? You're largest time slot is 15 minutes and it covers individual, team, and organization. Is this were you also run an IDP session at the tables?

         

        • Sriram Rajagopalan
          By Sriram Rajagopalan  ~  2 years ago
          reply Reply

          Hi Doc,

          Thanks for the note.  Agility revolves around self-organized teams. This means the change needs to come from within the individuals that make up first. Based on experience, when the individuals don't step out of the comfort zone and the organizational fabric is not setup for individuals and team to fail fast and learn from that failure to adapt, agility will not succeed. Predominant literature in agility transformation starts with leadership to establish a culture. While that is definitely required, I approach it from the individuals to wake up and smell the industry changes and adapt. As a tool for this, I recommend the ToBeDone (TBD) approach. 

          I challenge the conventional thinking of thinking of these as linear stages. This is exactly what made the original software development model as a linear thinking. These are continuous improvement paths where depending upon the career stage that an indivdual is in, they have to evolve in one or more of these paths. But, all the three are required for the transformation.

          For instance, say you are at the QA member in an organization that is trying to adopt agile. If this individual chooses to ignore being part of the design and "think" of the test driven development stages succuumbing to the conventional thinking, then the individual is not failitating the success of the team adopting agile. Alternatively, consider a customer-facing account manager or project manager in the middle management in a team evaluating agile. If these individuals refer to RACI and avoid "becoming" invovled in acceptance testing, they will not be able to get new features and refinements from the customer creating delays in product improvement and customer satisfaction as the product backlog is groomed. Now, consider upper management like a Vice President of Development. If this individual doesn't relate to the use of documentation requirements in a regulated environment and doesn't "develop" the agile principles to the industry demands, then, the individual is not contributing to agility. 

          What are the tools? There are many personal development tools that can aid in every one of these stages and these need not be reinvented. Examples include your own SWOT analysis, 5W1H (Who, what, when, where, why, How), Personal Reflective Grid, Situational Leadership grid, Balanced Score card, etc.  

          The way I plan to use my 15 min slot during individual, team, and organizational agile transformation section is to form some tables represent individual, some tables represent  team, and some tables represent organization. Then, I plan to have members in the table engage in a dialogue so that tables in the individual group recognize something that need to learn more about agile that they don't have much exposure to (thinking), members in the "team" level start discussing about their own team challenges and come up with an action item to address by their own training initiatives (becoming), and finally the membres of the organization table discuss what they can do develop agile (bringing more networking events themselves to the organization, using community projects with agile principles, etc.)

          The takeaway I want to leave individuals in the session with is an action item that they individually want to accomplish. 

          I hope this makes sense. Please let me know if you still have any question.

          Thanks.

          Sriram

           

  • Ramesh Nagarajan
    By Ramesh Nagarajan  ~  2 years ago
    reply Reply

    Very interesting Sriram, looking forrward to hearing more.

  • Mani Gunasekaran
    By Mani Gunasekaran  ~  2 years ago
    reply Reply

    Think Become Develop Agile! Good luck Sriram.

  • Brian Peters
    By Brian Peters  ~  3 years ago
    reply Reply

    Good Job Sriram.  I found it interesting.

    • Sriram Rajagopalan
      By Sriram Rajagopalan  ~  2 years ago
      reply Reply

      Thanks Ram & Everyone. I don't envision this approach to replace Scrum. An essential ingredient for agile and scrum to succeed is the self organized team. If the team has the transactional mindset and don't have a self-initiated development plan, then their agile journey won't scale with the organizational needs. So, my approach is an individual's agile tool similar to INVEST and DEEP as means to characterize user story and product backlog. 

      Thanks.

  • ram iyer
    By ram iyer  ~  3 years ago
    reply Reply

    Hi Sriram,

     

    Great job!

    I encourage your idea of "bottom up" approach. My question to you, would you envision TBD, a framework that supplements SCRUM?

    Wish I could attend the conference. 

    Ram.

  • Raju K
    By Raju K  ~  3 years ago
    reply Reply

    TBD was misleading at first. But later found out what it meant. I support your idea. Looking forward to the event.

    • Sriram Rajagopalan
      By Sriram Rajagopalan  ~  3 years ago
      reply Reply

      Thanks Raju. Yes, I didn't think of TBD myself but it evolved. I thought of doing ToBeDone but felt TBD will raise curiosity. Appreciate your feedback.

      Thanks.
      Sriram


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