Tuesday, December 5, 2023

Subscribe to the RSS Feed

Personas Method and Agile

Posted by jc-Qualitystreet on 2018/02/10

Here a short presentation I gave recently (in french) that will make happy Agile UX practitionners.

Personas : Mode d’emploi from Jean Claude GROSJEAN


Hack your Culture – HACK YOUR MEETINGS

Posted by jc-Qualitystreet on 2013/07/30

Changing the culture of an organization is a complex and multifaceted operation that requires a lot of effort: this is why I like the word  « transformation » . This transformation can obviously be undertaken from various angles … hacking is one of them.

Hacking is a viral and very relevant approach when it comes to change and improve cultural elements of everyday working-life, like meetings…

Meeting is a strong symbol in organizational culture… and meetings, often seen as waste of time, can be hacked!

Here are the 8 hacks…

Hack your meeting from Jc Grosjean

See the full article in french on www.qualitystreet.fr

Elements of High Performance Agile Teams

Posted by jc-Qualitystreet on 2011/02/21

… the team is now sprint#9, one week before the end of the release.

  • All items of the Product Backlog are DONE (except the 5 user stories placed in the  « to do » column of the current sprint. These stories are already delivered to internal testers)
Product Backlog: no "To do" items remaining!

Product Backlog: no "To do" items remaining!

  • Customer is delighted by the product he has received (incrementally). Very positive feedback sprint after sprint.
  • Product quality is good: the application is fast, robust and secure
  • Team satisfaction is high (best score)
Team Satisfaction High : "I am glad I’am part of the team and satisfied with how our team works together"

Team Satisfaction High : "I am glad I’am part of the team and satisfied with how our team works together"

  • Trust and transparency are characteristics of the team
  • Management satisfaction is high. managers plan to keep the team and to assign it a new product to work on
  • Sprint burndown chart of the current sprint is good
A good Burndown Chart !

A good Burndown Chart !

  • Team velocity is good and steady since 4 or 5 sprints
  • Team focus factor is high
  • Team accuracy of estimation is good
  • Action items of the previous action plan are done
Actions items are tracked. Everything was done at the end of the sprint. The poster was displayed on the wall during the sprint.

Actions items are tracked. Everything was done at the end of the sprint. The poster was displayed on the wall during the sprint.

  • Just a few defects in the Bug tracking system
  • No impediment
No impediment in the Impediments list

No impediment in the Impediments list

What else?

Just that it was a pleasure to coach such a good team! Thanks you guys.

Agile Coaching Tips: My Action Plan is visual, simple and SMART!

Posted by jc-Qualitystreet on 2011/02/14

I usually say to Agile teams that the most important outcome of a sprint (or release) retrospective (but also important workshops), is the Action Plan.

Scrum Retrospective Action Plan. A crucial element of facilitation.

Scrum Retrospective Action Plan. A crucial element of facilitation.

Both past and future oriented, the SCRUM retrospective meeting aims to discover what the team did well, understand what went wrong, and to find ways to improve. It’s an important and intense exchange and communication event.

But completing an action plan, at the end of the retrospective, is the only way to make it fully successful and to engage the team in a continuous improvement approach (Inspect & Adapt) for better performance.


Concise and just enough…

Only a short list of actions (4 max) and three columns that make it simple and effective.

  • What (the action: task-oriented, smart and with a verb)
  • Who (the owner of the action)
  • When (the agreed due-date)

Visual and visible

Build in collaboration on a large sheet of paper. At the end of the meeting, the action plan will join the team’s information radiator, into the team’s workplace to make it visible every day by everybody’s eyes. Communication is crucial for continuous improvement, and visual management is an effective strategy to make the follow up and to maintain engagement.

At the end of the next sprint, actions items of the previous plan will be reviewed: Done or KO


Of course, the actions included in the « what » column are SMART:

  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Time-bound

Then, I like to get the team’s commitment to the plan before closing the meeting and doing the ROTI (Return On Time Invested).

Management 3.0: Being an Agile Manager

Posted by jc-Qualitystreet on 2010/11/15

During an agile transition program, do not let your managers by the roadside! Rather help them to become Agile managers and to control the evolution of their profession.

The « era of management 3.0« (agile and lean) is announced so make the middle manager a key player for change, between opportunity and necessity…

The case of middle management

« Top-Down » or « Bottom-Up », there is no debate anymore. We know today that a top management support and the ownership by the teams are both essential to ensure the success of the transition to agility. No, the issues of the Agile Enterprise are now in intermediate managerial layers of the organization.

Towards an Agile Middle Management

Towards an Agile Middle Management

How to approach them? How to convince them? How to transform them?

My experience with Agile projects and agile coaching in various sectors (banking, industry, software vendor …) showed me that this is the middle management that holds the keys to agility on the Long Term. Indeed, middle managers can be the most active supporters or the worst impediment and therefore the most dangerous opponent of the agile transformation.

The opportunity to become an Agile Manager…

With only one goal: the success of teams…

The « Command & Control » management style based on Taylorism and scientific management (OST) has shown its limits… the agile manager explores new dimensions (mostly related to facilitation & leadership) to ensure the success of all. The role within an agile organization becomes a clever trade-off between maintaining / abandoning some responsibilities and acquiring new skills.

So, even if every management role is unique, context-specific, here is the list of the 6 core activities of the Agile manager:

  1. (Still) Manage the portfolio of projects and coordinate with other managers
    • Define projects strategy at the organization level
    • Set priorities
    • Define budget and resources
    • Do the staffing
    • Work with peers as a team
  2. (Still) Manage recruitment
    • Hire people
    • But also fire and solve potential conflicts
  3. Support Projects and Agile self-organized Teams
    • Promote autonomy and self-organization
    • Remove impediments that the team or ScrumMaster are not able to manage
    • Manage logistics
    • Buy the supplies
    • Challenge teams and help them to improve their knowledge about products, tools, technologies, methods…
  4. Create a relationship of trust, develop (career) and motivate people
    • Make yourself available
    • Get to know each person and his work
    • Facilitate the acquisition of new skills
    • Give feedback
    • Give work recognition
    • Delegate tasks
  5. (Still) Create an environment for success and energize change
    • Communicate the vision
    • Give a direction
    • Adopt the appropriate management style
    • Simplify usage
    • Seek performance through appropriate tools and processes based on continuous improvement and waste elimination
  6. Initiate, support and animate communities of practices
    • Give time and resources to agile communities, ScrumMaster, Product Owner, Agile Manager, Architects, UX Groups …,
    • Promote communities of practices in the organization

And my role as an Agile Coach?

Engage conversations with managers and support them in their journey toward becoming an AGILE MANAGER !