Beyond User Stories - Taking your Team to Next Level of Awesome !!!
Great teams make great products, but what fuels this greatness? It's the common understanding and passion for the product but more importantly the singularity of purpose and the feedback loop and how the users are responding to the teams work.
The new world of product development is no longer about scope management and delivering the project on time and within budget but it's now more about hypothesis validation and learning from the users and their behaviors.
The dynamics of product development is changing. As more and more organizations are moving towards maturing their agile software development approach the traditional barriers of roles are being broken creating new opportunities and fostering a shift in the mindset. Instead of being tied down to scope management and delivering the project on time, Agile teams are focused and inspired by hypothesis validation and learning from the users and their behaviors.
In this case study we will go over how a portfolio of 12 SCRUM Teams adopted a more outcome approach and how they shifted their mindset from project delivery in Agile way to adopting the Experiment-Measure-Learn-Repeat loop which plays a crucial role in teams overall motivation, performance and moved from being SCRUM Teams to "Product Teams".
We will also see how we experimented with different team formats and how exposing the team members to different events and user research changed the way they perceived the information of the problem they were solving via features and user stories.
Outline/Structure of the Case Study
- Share interesting facts & stats about teams understanding of Product & Purpose
- Experiment We ran to know teams understanding of Overall Product Development process & knowledge outside the boundaries for SCRUM Framework
- How we exposed the team to the Before & After elements of SCRUM Framework and the effect it had on their motivation
- Show how we got the teams involved with the PO in observing the users and solving the product problems together and how their focus shifted from Output to Outcome!
- How we changed the dynamics of the team and reshaped them from SCRUM team to a Product Team
- How we made the team participate in all parts of BUILD-MEASURE-LEARN loop
- Questions & Answers
- Team Members will learn why its important to be part of talking to customers and observing users to build a better product
- Product Owners will learn how involving engineers early on while talking to users helps bring out creativity, better solutions and motivate the team members
- Product Owners & Scrum Masters will also learn to involve team members in right events during vision creation, hypothesis generation and user validations to bring more diverse set of ideas to table and in your backlog to experiment.
- Agile Coach & Scrum Masters will learn how to guide & coach your teams beyond "Build" part and also in to "Measure" & "Learn" part of the Build-Measure-Learn loop.
- Leaders & Executives will learn how in an agile organization and for Agile teams its less about managing and more about mentoring, learn how you can guide the team through "Pivot or Persevere" decisions.
Scrum Master, Product Owner, SCRUM Team Members, Executives, Leaders, Managers
schedule Submitted 4 years ago
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About the company
Philips is a healthcare multinational company that focuses on building complete health care products and solutions for emerging markets, in addition to developing solutions and products for global markets, across the three sectors Healthcare, Lighting and Lifestyle. Using the expertise of its nearly 2000 engineers in Bangalore and aligning the marketing and sales teams the campus is responsible for creating and rolling out a complete set of products that include a whole host of solutions for global customers. It also contributes to global solutions in critical health care component development for connected consumer devices and renewable energy.
Beginning of 2014, an external survey brought out the issues wrt time to market and code quality. Taking the survey results positively, the Leadership embarked on an Agile/SAFe journey with pilot projects. The results were amazing and with the currently learning from the pilots, the organization is running 25+ deployments within. The journey has started and Agile release trains are delivering periodic value to our customers at defined frequencies.
Product quality, consistent & predictive delivery and quicker time to market are the key challenges the organization is trying to address today. Continuous Innovation is constrained due to the above issues and hence there is need to find a new way of product development which can meet the dynamic business needs, foster people engagement and deliver meaningful products to the world.
ScaledAgile has been used as a framework for product development across the organization global. The whole organization is undergoing a transformation from waterfall way of working to the SAFe agile way of working and roadmap is till 2019.
The Framework used for the transformation can be summarized into 4 major steps
- Develop products in the Agile way with focus on Basic Agile practices (Scrum)
- Establish Product Ownership with focus on Enabling Scaling aspects (SAFe practices)
- Establish a release pipeline with continuous integration (supported by Automation)
- Adopt a DevOps Culture with focus on Continuous delivery (to production environment)
This includes a comprehensive diagnosis of the various business processes, agile practices and behavior, engineering practices, delivery maturity and recommendations for the transition. A coaching and tooling plan is also an outcome of the diagnostics.
- Predictable Releases to customers (hitting the market with features every three months with features and business criticial bugs with less than 2 weeks with all the regulatory compliance)
- Feature planned vs Feature delivered per program increment > 80%lose
- Defect reduction co t 45%
- Team velocity – Baseline vs actual.
- Very high sense of ownership and high levels of engagement
Transformation team Profile
- Agile Capability program manager -1 FTE
- Agile Deployment Program Management – 1 FTE
- Communication expert – 1 FTE (Today we are 0/1)
- Coordination - 1 FTE
- Enterprise Agile Coaches – 16 (Today we are 9 /16)
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