AGILE EXECUTION AS THE FOURTH VARIABLE

Tim Ways of working

e

“Agile provide us the fourth variable,

(excluding time, scope and cost) to
deliver the highest valuable outcome of
a project or any work we are
managed.
That is ways of working” - CIAS
Scop Cos
e t
 SCRUM?
Scrum adalah salah satu kerangka kerja
dari metode Agile yang berfokus pada
pengembangan produk bersifat kompleks dan
dapat berubah sesuai kebutuhan customer. 
 Selama project berjalan, customer atau calon
pengguna produk juga terlibat untuk
memberikan feedback dan koreksi. Oleh sebab
itu, proses agile scrum adalah bersifat iteratif.
Artinya, di tengah proses, bisa melakukan testing
terlebih dulu dan menyesuaikan ulang fokus
project
 HOW
THE PROBLEM WITH AGILE
TRADITIONAL EXECUTION
EXECUTION SOLVES THE
PROBLEM

Ris
k
Ris
k

Image Credit: Agile eXPlained

“Agile Execution is an approach to develop and deploy a
solution (process/product/system etc.) in rapid iteration
cycles, with growing interactions, to create highest
business value in the shortest time”

- CIAS

ITERATIO ITERATIO CONTINUOU

N 1 N 2 S
ITERATION
 HOW
THE PROBLEM WITH AGILE
TRADITIONAL EXECUTION
EXECUTION SOLVES THE
PROBLEM

Ris
k
Ris
k

Image Credit: Agile eXPlained

Contoh Agile Execution di Bagian SDM
Komunikasi dari hati ke hati

Pelatihan Komunikasi dari hati

Visi dan Komunikasi

Pelatihan Kolaborasi untuk 1 tujuan
Pelatihan goals dan agile
Pelatihan menyusun goals dan komunikasi

Pelatihan komunikasi
Contoh Agile Execution di SDM
Pojok Curhat, coaching,
communicating
Pojok Curhat, coaching

Pojok Curhat
Coaching dan Curhat
Pelatihan dan coaching
Pelatihan intensif

pelatihan
 BENEFITS OF
AGILE
EXECUTION
Individual and
team Helps to ensure the
Clear visibility productivity delivery of top-
of the value outcomes
progress first

Shorter time to
Issues and mistakes
market, which
are identified earlier,
increases ROI
hence can be resolved
rapidly
Short sprints and Better prepared for
constant adaptation to
feedback make business and external
coping with changes
changes easier
AGILE EXECUTION AS THE FOURTH VARIABLE

Tim Ways of working

e

“Agile provide us the fourth variable,

(excluding time, scope and cost) to
deliver the highest valuable outcome of
a project or any work we are
managed.
That is ways of working” - CIAS
Scop Cos
e t
Rational Crysta
Unified Scru Extreme l
Process (RUP) m Programmin Kanba
Lea LeS g n
n S SAF
Adaptive e
Feature Software
Driven Developmen
Development t
(FDD)
 3 ESSENTIALS OF
AGILE WAYS OF
WORKING
1 2 3

Customer Centricity Collaborative Cadence

 ESSENTIALS OF
AGILE WAYS OF
WORKING
1  Begin and always be with Customer
Job descriptions and KPIs are not enough

 Define the Mission

A circumstances that was determined to be realized
and believed as a consequence of delivering high
value solution to the customer
Customer Centricity
 Understanding Value
Get either the functional or emotional, identify the
Problem Worth Solving, and convert into Opportunity
 ESSENTIALS OF
AGILE WAYS OF
WORKING
2  Cross function
People from different background brings ‘out of the box’ ideas.

 Exploration
Explore the boundaries, question and challenge them.

 Growing interactions
Collaborative Open to any possibilities and limitless contributions to
create the highest values
 ESSENTIALS OF
AGILE WAYS OF
WORKING
3  Always Inspect & Adapt
Keep iterating

 Sprint
Focus to create values in rapid cycles

Cadence  Backlogging & Tasking

Agile ≠ No Planning
 STEP

5.
RETRO

2. 4.
FORM SPRINT

1. DIRECT 3.
DETERMINE
 STEP 1:
DIRECT
5.
RETRO

2. 4.
FORM SPRINT

1. DIRECT 3.
DETERMINE
 STEP 1:
DIRECT
• Squad/Function Name
Represents spirit of the team or
a function, as owner of the
Agile Charter .
• Issue
The area in which the mission
will be realized
• Mission
A circumstance that was
determined to be realized by
the squad/function
• Customer
Whom the execution will
create value for
• Problem
Customer’s problems which worth
solving (high value to the customer and
give strong impact to the mission)
STEP 1:
DIRECT
DESIGN THINKING
 STEP 1:
DIRECT
Mission:
• Aspirational/Breakthrough
It should include an ambitious (but not
impossible) goal; it should be a significant
leap and not just incremental improvement.
This represent how the is to build excitement
and team morale.

• Quantitative
It should include a quantitative result to be
achieved. This is to provide a concrete measure
of success and thereby avoid misperception
among team & stakeholders.
• Time-boxed
It should include a specific time limitation
to force prioritization and prevent
project from dragging on indefinitely.
 STEP 2 : FORM

5.
RETRO

2. 4.
FORM SPRINT

1. DIRECT 3.
DETERMINE
 STEP 2:
FORM
Form:
Aligned to the mission, identify and invite
Initiators. Highly relevant persons to be squad
member or to be collaborated (not to be
squad members).

Once the solution and the backlogs are defined,

it may needs additional competencies, support
or resources, hence we may:
• Invite new squad members/person (initiator or
co- creator).
• Propose sponsor.
• Search for mentors (internal/external) who
can give expert guidance or advice.
• Build alliance with relevant stakeholders who
have interest and/or power to support in
achieving the mission.
 KEY ROLES
IN AGILE
TEAM
P O Characteristics P O Responsibilities
• One person • Creates and steer the Solution Vision
• Authorized to make decisions on WHAT • Responsible for Return of Investment (ROI)
• Be committed to collaborate and be • Start with “Why”
available to team
• Defines the features of the solution (the “What”)
• An entrepreneur, system thinker
• Ensure the readiness of sprint input
and
innovator • Orders/Prioritizes and adjust Backlog to best achieve
• Drives solution success goals according to the feedback
• Provide leadership on the solution • Decides on release date and content
• Collaborates with everyone • Explains what backlog items have been “completed”
and what has not been “completed”
 STEP 3:
DETERMINE
5.
RETRO

2. 4.
FORM SPRINT

1. 3. DETERMINE
DIRECT
 STEP 3:
DETERMINE

Solution:
The chosen solution idea to be developed in
order to solve the customer’s problem, deliver
the desired value and achieve the mission
 DETERMINE THE
SOLUTION
Highest
value to
customer When choosing solution,
consider the followings:

 Highly effective realizing the

Solutio
mission and delivering customer
n value
 Can be done withinthe
time limitation
 Preferably, as much as
possible, within the team’s
control.

Most
Realistic
 STEP 3:
DETERMINE
Backlog:
A prioritized list of valuable outcomes or
working solution features that need to be
realized at the end of each sprint in order to
achieve the squad mission.
(Note: Sprints are short work cycles of fixed time
period of 1-4 calendar weeks, whereby the period
for each sprint is set to be the same throughout
the project.)

Timeline:
Each backlog is estimated to be achievable in
1 sprint, hence the timeline refers to nth
sprint in which the backlog is estimated to
be done.

WE HAVE 5 SPRINTS, @ 8 HOURS

 DEFINING
BACKLOGS Rules when defining project backlogs:
Backlogs 1. Backlog items are written as situations or outcomes
to be realized.
ITEM 1 2. Every backlog item must have value f o r
ITEM 2 High
Sprint
Customer/Stakeholder, so each item has
priorit
ITEM 3
1 y an Acceptance Criteria (AC).
ITEM 4 items
3. Each backlog is independent f rom other
ITEM 5
backlogs.
Sprint
2
ITEM 6 4. Each backlog is estimated to be able t o be completed
maximum in 1 sprint.
ITEM 7
5. When a backlog does notmeet rule No. 2 or 3,
ITEM 8 Low consider merging it with other backlog(s).
priorit
Sprint ITEM 9
y 6. When a backlog does not meet rule No. 4, slice i t down
items
3 into a smaller item (‘thin slice’)
ITEM …

When all the backlog items have been defined and meet the
Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by
Kenneth S. Rubin
rules, they will be arranged based on priority to be allocated
onto the sprints (the higher the priority, the earlier the sprint).
 STEP 4:
SPRINT
5.
RETRO

2. 4.
FORM SPRINT

1. 3.
DIRECT DETERMINE
 SPRINT
PLANNING

Sprint planning involves breaking

down each backlog item into a set of
tasks to done during the sprint
(execution).
Backlogs Tasks

Sprint planning is
done sprint-by-
sprint at the
start of every
sprint.

Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S.
Rubin
 SPRINT
PLANNING
Rules when breaking down Backlogs into Tasks:
1. Tasks are all activities (sentence wi t h verbs) t h a t the
squad needs t o do t o complete the respective Backlog.
2. Each task is estimated to be able to be completed
maximum in ½
of cycle meeting interval (Note: cycle meeting is a
regular
progress-update meeting done by the squad daily or bi-
daily).
3. Every task must have a DoD (definition o f done).
4. Every task must have a PIC (person-in-charge o f the
task).
5. Every task must have an estimated WtC (Work t o Commit)
in a measure of absolute hours.

Sprint Planning Event:

• Decide on backlogs f o r started
 Participants: PO and all Squad Members
sprint
Task board is used as a visualization tool  When: at the beginning o f every sprint
• Define all tasks f o r every
during Sprint Planning.  Activities:
 backlogby(completed
Preparation PO: wi t h DoD,
• PIC, WTCprioritized
PO has ) the backlogs
• PO has the tasks logic of every
backlog
STEP 1:
DIRECT
SPRINT
PLANNING
 SPRINT
EXECUTION

Sprint Sprint
Planning Execution

Squad members
execute the set
of tasks for
every backlog
(according to
sprint planning)

Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S.
Rubin
 SPRINT
EXECUTION
Updating Execution on the Task Board:
• The tasks not yet ‘touched’ or executed
(i.e. ‘to-do’) remain under the Tasks
column.
• The executed tasks will be moved to one
of three columns on the right according
to their status (In Progress, Blocked, or
Done).
• The status of the each task needs to
be updated in real time.
• All changes on the tasks, either the PIC,
the DOD, the estimated WTC or the
task itself, should be noted on the
board.
 SPRINT
EXECUTION
Cycle Meeting Event:
 Objective: ensuring all members get the latest
Cycle Squad members meet
up to briefly update updates and encouraging collaboration
Meeting (not discuss) among members (must be done ”live” NOT by
progress; best to be chat)
done daily, but can be
bi-daily.  Duration: maximum 20minutes
Sprint  Participants: Squad Members, PO
Execution (optional), others are welcomed but not to
Squad members
participate
execute the set of  When: regularly, same time, daily or bi-daily
tasks for every
backlog (according throughout the sprint.
to sprint planning)
 Squad members update on:
1. What did I accomplish since the last cycle
meeting?
2. What do I plan to work on by the next cycle
meeting?
3. What are the obstacles or impediments that are
Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S.
Rubin
preventing me
from making progress?
 STEP 5:
RETRO
5. RETRO

2. 4.
FORM SPRINT

1. 3.
DIRECT DETERMINE
 1. RETRO BACKLOGS
 Objective: Evaluate squad Cycle
achievement based on the realized Meetin
backlog achieved at the end of the g
Sprint
sprint execution.
Planning
 Participants: PO, all Squad Members Sprint
and Customer/Stakeholder Execution
 When: at the end of every sprint
 Activities: Actual realized backlogs
• Show the realized backlog to the achieved in the sprint
execution (might differ
respective Customer/Stakeholder,
from planning).
and measure how it is achieving the
AC (acceptance criteria)
• Note all important responds and
Sprint
feedbacks
Review
Squad members review the
 Could be simultaneously with
realized backlog according to its
‘Refinement’ and ‘Sprint Planning’ (for Acceptance Criteria and thereby
next sprint) evaluate the achievement of the
sprint.
Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S. Rubin
 2. RETRO PROCESS
Cycle
Meetin
 Objective: Evaluate the squad’s work g
process (effectiveness and efficiency) Sprint
throughout the ended sprint. Planning
Sprint
 Participants: PO and all Squad Execution
Members
 When: at the end of every
Actual realized
sprint backlogs achieved in
 Squad members
1. What squad discuss
has doneon:
effectively the sprint execution
(might differ from
2. What squad has done ineffectively planning).
3. What impediments and support Squad members review
needed the realized backlog
Sprint according to its
 Output: improvements (of squad’s work Sprint Review Acceptance Criteria and
process) to be done in the next sprint Retrospective
Squad members reflect on how the squad thereby evaluate the
members worked and thereby evaluate achievement of the
the effectiveness and efficiency of their sprint
agile implementation .
Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S. Rubin
 REFINEMEN
T
Refinement Event:
Project Sprint
 Objective:
Backlog Planning
• Refinement of backlogs (could be to revise,
slice down, add, drop, or re-prioritize)
• Refinement other key information on the Project
Charter Refinement
 Participants: PO and all Squad Members Squad members
 When: At anytime needed revise, re-
estimate, and/or
 Activities: Discuss and agree on matters that re-prioritize
need to be refined backlog based on
the ended sprint
 Output: refined Project Charter and Task Board results and Sprint
for next sprint (if there is any refinement) learnings. Retrospective

Image credit: Essential Scrum A Practical Guide to the Most Popular Agile Process by Kenneth S. Rubin
 ITERATIO
N
5.
RETRO

2. 4.
FORM SPRINT

1. 3.
DIRECT DETERMINE
About CIAS
Lets get in touch

CIAS Innovation Space

Graha Zima unit B-05
TB Simatupang No. 21
Jakarta Indonesia 13760

www.cias.co

[email protected]

+62 822 1111 1373

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