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Agile in Software Development, Exercises of Software Development

Ho Chi Minh City University of Law (HCMUL)Software Development

Agile in Software DevelopmentAgile in Software Development

Typology: Exercises

2020/2021

Uploaded on 12/21/2025

thuy-2
thuy-2 🇻🇳

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1. WHY AGILE TEAMS?
Why Do Agile Teams Matter
Agile Teams are a critical vehicle to deliver valuable results because of the following:
●Focus on Value - Agile is driven by the goal of delivering maximum business value
that is aligned with the organization’s vision.
●Self-Organized Teams - Agile Teams have the autonomy to make some de-
centralized decisions, which allows for shared ownership of the work.
●Constructive Conflict Resolution - Conflicts in Agile Teams are constructively
resolved because the team is driven by a shared vision.
●Innovation Hub - Agile Teams, with diverse and cross-functional skill sets, are an
innovation hub that spurs solutions.
●Cultivate Mastery - Tik’;’me is put aside in Agile Teams for learning and growth. This
allows Agile Team members to sharpen their skills.
Senior executives must move their organizations away from outmoded command-and-
control behaviors and structures. They must overcome resource inertia and break down silos
because independent teams can’t overcome these bureaucratic challenges on their own.
They must direct teams to the best opportunities, arm them with the best people, and
oversee their work with a light but consistent touch.
2. HOW EXPERTS APPROACH AGILE TEAMS
a. Key Points About High Performing Teams
●Agilists believe that nothing is more critical to delivering exceptional products than
teamwork.
●Agile Teams live and breathe the "we" mindset rather than “I."
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1. WHY AGILE TEAMS?

Why Do Agile Teams Matter Agile Teams are a critical vehicle to deliver valuable results because of the following: ● Focus on Value - Agile is driven by the goal of delivering maximum business value that is aligned with the organization’s vision. ● Self-Organized Teams - Agile Teams have the autonomy to make some de- centralized decisions, which allows for shared ownership of the work. ● Constructive Conflict Resolution - Conflicts in Agile Teams are constructively resolved because the team is driven by a shared vision. ● Innovation Hub - Agile Teams, with diverse and cross-functional skill sets, are an innovation hub that spurs solutions. ● Cultivate Mastery - Tik’;’me is put aside in Agile Teams for learning and growth. This allows Agile Team members to sharpen their skills. Senior executives must move their organizations away from outmoded command-and- control behaviors and structures. They must overcome resource inertia and break down silos because independent teams can’t overcome these bureaucratic challenges on their own. They must direct teams to the best opportunities, arm them with the best people, and oversee their work with a light but consistent touch.

2. HOW EXPERTS APPROACH AGILE TEAMS a. Key Points About High Performing Teams ● Agilists believe that nothing is more critical to delivering exceptional products than teamwork. ● Agile Teams live and breathe the "we" mindset rather than “I."

b. Tuckman Model The Tuckman Model, which has 5 stages of team development, describes how an Agile team progresses into an awesome Agile squad. ● Forming - Agile Team comes together and the Facilitator helps the team form by explaining the ground rules, product vision, and expected outcomes. ● Storming - This is where a team’s velocity is impacted because there tends to be some confusion and ambiguity around the work to be done, roles, and other product- related questions. ● Norming - Agile Team members develop a sense of trust and camaraderie. There’s a healthy rapport and each team member starts to look for the collective objectives of the team’s long-term success. ● Performing - Once an Agile Team has successfully worked together over a few iterations they should be in a state where they have gelled together and developed a strong cross-functional work style. ● Adjourning - If the business leaders realize that a product is not delivering value or is no longer needed in the market, the existing Agile Team members can be re-allocated to other more valuable work in the organization.

c. Facilitator As Servant Leader

  • To Serve and Support: The Facilitator is responsible for ensuring the Agile Team moves along at an acceptable pace. The Facilitator is also usually an Agile Coach who promotes Agile practices and values.
  • Facilitators are Servant Leaders Who Serve and Support Servant Leadership adopts a leadership viewpoint in which the leader positions himself or herself to serve and support. Servant Leadership includes: ● Active listening ● Respect ● Positive attitude ● Neutralize personal biases The Facilitator is responsible for ensuring the Agile Team moves along at an acceptable pace. The Product Owner represents the Voice of the Customer. d. Servant Leadership Helps the Team Deliver Results Servant Leadership also includes: ● Trust Agile Team’s competencies ● Raise relevant questions ● Shares power and control Servant Leadership helps a Facilitator build a high-performing Agile team, which in turn enables the Facilitator to truly help the Agile Team achieve results that positively deliver business value.

4. HIGH PERFORMING AGILE TEAMS

a. High Performing Agile Teams have the following in common. They are: ● Independent and self-directed ● Small, T-shaped teams ● Focused on the mission ● Supported by executives Moreover, Agile Teams make decisions on their own. They also develop team norms and ground rules, which are useful for guiding group behavior towards a common purpose. b. Building High Performing Agile Teams Let’s look at how we can build a high performing Agile Team: ● Inspire the Agile Team. ● Build a Cross-functional Diverse Team. ● Maintain Focus as Team Evolves. ● Encourage Innovation and Free Thinking. ● Communicate Clearly. ● Work Collaboratively to Solve Problems. ● Timebox Meetings. ● Recognize and Appreciate. ● Include Uncommitted Objectives. ● Take Time Out to Connect and Have Fun. c. High Performing Agile Teams Never Disappoint According to the American author Dan Pink, a high-performing team is given purpose, an opportunity to develop mastery, as well as autonomy in decisions. Such a high-performing Agile Team never disappoints. Such Agile Teams deliver phenomenal results consistently,

● Agile Team size of less than 5 would make it difficult to have all the competencies needed to do all the work within this one team since an Agile Team should be a cross- functional and multi-disciplinary unit tackling a common goal. ● An Agile Team larger than 12 skilled resources will make it difficult to self-direct and self-organize. As the number of team members increases, the number of communication channels also increases. b. Clarity and Respect for Core Roles are Critical Role clarity is an important prerequisite. Agilists have to remind Agile organizations of the core roles and their responsibilities: ● Product Owner- Voice of the Customer(VOC) and Product Champion ● Facilitator- A Servant Leader ● Agile Team- Responsible for determining how to get the work done that the PO has prioritized Cross-functional Agile teams are best run as small self-directed teams of 5-12 skilled resources. c. Non-Core Roles While Non-Core Roles are not defined as mandatory in all Agile Frameworks, they can play a key role in the success of Agile Product Delivery. ● Stakeholders - Stakeholders can include Customers, Users, Sponsors, and others who have an interest in the product being worked on, but are not involved in the day- to-day development of the solution results. ● Vendors and Strategic Suppliers - Vendors and Strategic Partners provide products and services that are usually not within the core competencies of the organization or Agile Team. ● Center of Excellence (CoE) - Many organizations have a Center of Excellence focused on either Project or Product Delivery. A CoE often provides guidance on Governance and Reporting requirements to executives and regulators. ● Enterprise Architect - Reviews technical solutions to ensure they align with the overall organization's architecture. ● Domain Subject Matter Expert - Provides valuable support to the PO and Business Analyst on domain knowledge. A successful Agile Team is typically both influenced and supported by several key Non-Core Roles. d. Coaching Models The Dreyfus model presents a simple-to-understand framework for measuring an individual’s progress in any skill they are looking to acquire and gain expertise in. The five developmental stages identified in the Dreyfus Model for Skill Development are:

  1. Novice
  2. Advanced Beginner
  3. Competent
  1. Proficient
  2. Expert e. Shu Ha Ri Shu Ha Ri has its origins in Japanese Martial Arts. It is presented by experts as a way of thinking when learning a new skill. Alistair Cockburn is credited with introducing it in the Agile world when it comes to acquiring Agile skills for product development. There are three stages in Shu Ha Ri’s knowledge acquisition model: ● Shu: Here the Agile team member mimics and follows the teachings of an expert. ● Ha: At the Ha stage, team members start to experiment and begin to dig deeper into the theory that is driving the expert’s teachings ● Ri: When someone reaches the Ri stage, they have directly experimented and experienced how teaching is beneficial to the Agile team’s maturity. This allows them to get creative and adapt to their unique circumstances and organizational context. Recommend Three Non-Core Roles ● Sponsor - Senior sponsorship is critical to the success of any Agile product delivery. ● Enterprise Architect - An Enterprise Architect will be a valuable resource for the technical team members to seek guidance on to ensure whatever they develop is in alignment with SocialKare.gov's enterprise-wide architecture model. ● Domain Subject Matter Expertise - This individual can be very beneficial for the Product Owner, as well as Business Analyst. This person can be called upon as needed to provide Domain knowledge and advice. 6. AGILE GOVERNANCE Effective Agile Governance is about Making Decisions In order to enable effective Agile governance, the following needs to be kept in mind: ● Tolerances Are Essential For Agile Governance. ● Decentralized Decision Making Empowers The Team. ● Agile Governance Delivers Goodwill and Trust. ● Agile Promotes Light and Simple Governance. ● Strategic and Long-Term Decisions Remain Centralized. Effective Agile governance ensures decisions are made in a simpler and lighter manner per the Agile Manifesto’s guidance to keep things simple.