• Imagining a bug free world
• Why we waste so much time making and dealing with bugs
  • The average developer creates 3 bugs a day (even Senior Devs)
• What is “The insight loop” (16:36)
  • Teaches you how to see code differently and 
  • How to refactor legacy code safely
• Your engineering culture will create habits, some good some bad.
• Naming as a process (27:11): using nonsensical names for methods, like Applesauce, forces a habit of refactoring and naming with intentionality, but does it come at a cost?

• What are OKRs?
• How to keep teams aligned to common goals
• Where to integrate OKRs into your current operations cycles
• Showing up to review cycles "already informed" instead of "to be informed"
• How to get started with OKRs on your team
  • 2 pronged approach to starting
• 2 OKR Levers: Alignment and Transparency

In this episode we discuss:

• How leadership styles have changed over the past 15 years - what used to be "nice to have" leader skills are now a "must-have."
• What it feels like to transition from "command and control" to "servant leadership."
• The importance of psychological safety in creating the space for team members to dissent.
• Respecting the hierarchy of competence OVER the hierarchy of authority - being the most senior person in the room does not make you the most competent. Today's leaders need to recognize the value of competence and ensure it is given equal, if not greater, importance to seniority.
• The importance of spending time developing new skills (too often it is deprioritized to "get something else done."
• i-shaped, T-shaped and Comb shaped skillsets.
• Attributing success to the team, but failure to yourself. 
• Conducting blameless post-mortems or retros
• Be a just and fair leader: balancing compassion, discipline and accountability. Set high expectations with your team and hold them accountable to it. 
• Shifting between being the leader and being a member of the team.

Hannes recalls hearing about the first ever XP conference, where many of the signatories of the Agile Manifesto were in attendance (before it actually existed).  

Looking back over time and seeing how agile has evolved, here are some of the changes that Hannes reflects on:

1. + There is more than one process you can use to be agile
2. + Companies can (and should) adapt those processes to meet their needs
3. + DevOps significantly helps reduce silos between dev teams and operations (he sees the next best version as DevTestOps). 
4. - Continuous Delivery: while it has the right goals, it can unintentionally turn "burndown charts" into "burnout charts" where teams never get a moment to take a breath. 

To that last point, we discussed the importance of NOT ignoring or delaying your continuous improvement focus. Whether it be a technical area like refactoring code, or a more interpersonal area like building trust on the team, these things cannot be delayed because we have too many things to deliver. Instead, we need to make them a routine that becomes part of the fabric of the organization. 

According to Chris, life in QA gets easier with agile. He tells a story of major User Acceptance Test events at the end of a large 9-12 month build carrying a significant amount of risk. It's simply too wide of an area to cover with testing after nearly a year of development. Thanks to agile, QA can be much more confident with testing because they're covering smaller batches of functionality.

Unfortunately, just like in a traditional, waterfall project, the greatest risks are pushed to the end of the timeline. This same cycle shows up sprint by sprint, with QA getting 1 day to test all of the stories of the sprint. The good news? On agile teams, this kind of an issue resolves itself after a couple of retrospectives. 

As your team gets better at delivering features more frequently, you're going to need to get better at regression testing (making sure everything that worked before is not broken by new features/code). Before you were doing this a few times a year, but now you're doing it every 2 weeks. Agile teams remedy this issue by automating everything they possibly can. According to Chris, manual testing is still very important, but automation has to become a priority across teams. Chris suggests starting with automation for regression testing and sticking to manual for exploratory testing to make sure the new features are behaving as expected.

What about teams that "don’t have time" to automate? Chris suggests looking for automation tools and frameworks that fit your team's situation. Aim to automate one story in each sprint, this will slowly build your automation repo. 

According to Chris, an interesting side effect of agile is that it creates a cross-over between Developers and Testers. On the one hand, Testers get more involved with the development and start to understand why a feature was developed the way it was, giving them a better understanding of the behavior they should expect from it. On the other hand, Developers get more involved in the testing and start to become better at spotting gaps in test scenarios or plans. Ultimately, the team's ability to build and test a quality solution significantly improves as they work together more and more. 

What does this mean for a QA Manager?

There's nothing in the Agile Manifesto about the role, nor is there anything in the Scrum Framework for QA Manager, so what do you do now? 

Aside from becoming a QA Coach and working to make your team of Testers the best they can possibly be, Chris suggests elevating your perspective. 

• Start looking across development teams and consider how to elevate transparency of testing beyond one team (it's easy for one team, but how is it done across multiple dev teams?)
• Start advocating for automation beyond one single team to drive quality on a larger scale. 
• Start anticipating what this years' big programs mean for QA. 
• Start thinking about and advocating for what Continuous Integration or Continuous Deployment will require across development teams. 
• Things you may have already been doing, but will help clear the path for your teams: 
  • Make sure your QA environments are well cared for 
  • Make sure your team is continuously honing its skills 
  • Make sure your team has the necessary tools to do a stellar job 

Still not satisfied? Chris points out that anyone at your company with a few years of Testing experience has likely accumulated a vast amount of knowledge about how your product works; which makes them a potential Product Owner. 

• When he realized that traditional development was broken
• His first organic agile transformation
• Role of a Leader
  • People oriented: aka making people awesome
  • Coach and mentor people to make wise decisions
  • Relieving the daily pains the team deals with
  • Provide context and broader perspectives to implications of team decisions
  • Embrace your technical expertise (but leave your title at the door)
• The greatest barrier to agile transformation, "uncertainty," and what you can do about it
• What to do when you don't have enough time for a coordinated transformation effort.

• What is a Portfolio Manager
• Making difficult tradeoff decisions while maintaining relationships
• What a Portfolio Manager needs from a Product Owner 
• Doubling down with a radical focus on what matters most

Questions? Reach out:
Kyle.Spitzley@Amway.com
Lisa.Gordon@Amway.com

1. Teams
2. Backlogs
3. Working Tested "Stuff" (software, product, etc.)

3 areas that need to change

1. Structure (of the teams and their relationships to one another)
2. Governance (who makes decisions, how they are made, when they are made)
3. Metrics (what we measure and how we respond to what those measures are telling us)

Questions? Email me or Lee at
Kyle.Spitzley@Amway.com
Lee.Wiesehuegel@LeadingAgile.com

• How does "Work from home" affect the Agile Transformation?
• How do you coach teams when you're completely distributed?
• What are we learning from this? 

If you have specific questions, contact Tom Fox.

• Your team is happier!
• Your team is more stable, predictable and autonomous, so you can have higher confidence in the things you commit to. 

Challenges you can expect during transformation

• You will experience ups, downs, forward momentum, back sliding and forward progress again. Persevere. 
• The myth that we don't need KPI's and metrics anymore - we do, they're just different. 
• Fear of measurement (aka metrics) leading to judgment

Common mistakes leaders make

• Leaders and managers trying to fix things for the team - getting in to the details and providing the answers of "do it this way" instead of contributing their idea as an option - not the only way. 
• We forget that this is a cultural movement. Closely tied to a growth mindset, we must cange the way people think about and see their work. 

In this episode we discuss:

• How agile creates an environment that allows teams to flourish while bringing out the best in each individual. 
• Agile before Agile was "cool"
• Lean / Continuous improvement / Toyota Production System
• Agile makes learning new things feel safer
• Work gets better for everyone w/agile
  • Brings the team together
  • Keeps everyone informed
  • Makes work visible 
• It doesn't matter what your role or title is on an agile team - you swarm problems together to solve them as fast as possible.

• Individual Transformation
• Servant Leadership
• Agility is the only way to thrive today
• Managing an agile team
  • Remove hurdles and support your team
  • Get out of your team's way - trust them and let them do the work
  • Swooping in to save the team means they miss the opportunity to learn
  • Cast the vision
• Making progress is more important than making perfect
• Culture is at the center of making this a success
• Recognize that you will be learning FOREVER
• Next problem to solve: how do we accelerate the transformation across functions

1. When you get a new "project" or objective to accomplish, pause before you spin up a project team. Consider what stable teams exist (or should exist) in order to help you accomplish the work. 
2. Be more aware of how agile is seeking to accomplish the goals / work. 

• Cross-functional collaboration over multiple Product teams and how they should work together. 
• Product Teams should be focused on the prolems they are solving. It's not about building the thing. It's about solving the problem set before us and achieving the outcomes that result from solving the problem.
• Scaling and coordination across product teams is a challenge, but it's a requirement for large companies. 
• The tiers of our workflow model are not hierarchical, they are a separation of concerns, they are looking at different time horizons, they are making decisions on different levels of the problem. They MUST work together. 
• 3 Amigos: Product Owner, Tech Lead and QA Lead. Each person has their own vantage point and their own blind spots - but together, you minimize the likelihood of shared blindspots. Add the Scrum Master to those 3 roles and now the team can improve their own execution and effectiveness. As the team gets better at self-improvement, the Scrum Master role becomes more and more about cross-team coordination. 
• What do you do if you have too much work for a Product Owner? Don't add a second product owner - then you have two cooks in the kitchen. Instead, add a Business Analyst - someone who can think like a PO, but doesn't hold the same role. 
• T-shaped teams: some roles look broader at the situation and context, other roles are very narrow and specific to a topic/discipline. It's rare to find a single person who has both. On our teams with 3 amigos, we improve our odds of seeing things broadly and deeply (as in the T-shape). 

Link to Count Basie song Scott mentioned and incorrectly named: Count Basie - Straight Ahead

• Anti-fragile: a systemic way of implementing things so that when they break, you get stronger. More resilient. If your system is dependent on discipline, it’s broken.
• Safeguarding: after an issue was resolved, the team reflected on these 3 questions to help them build more resiliency for the future: 
  1. What allowed us to create this situation?
  2. What made it hard for us to discover what it was?
  3. What made it hard to fix?
  4. PS: Don't start safeguarding in the middle of a crisis; wait until it's over (but not too long). 
• Learning through documenting: As you document something, it prompts new ideas for how the thing could work. 
• Shared, isolated, mutable and non-mutable states: the only combination to avoid is the one that everybody chooses = shared + mutable. 
• What the team did when multi-threading threw a wrench in their testing…
• Continuous improvement: stop worrying about how to improve faster, worry about starting. Make improvement an everyday habit, and speed will come later. 

• Building empathy.
• Design is more disciplined than you think.
• With agile, everyone can help make things better.
• Satisfying the customer is EXCITING!
• Agile isn't just a process change. It's a personal transformation. 
• Stay focused on the user - Literally walk a mile in their shoes.
• Learn more about your user than you think you need to know. 
• Sometimes your user doesn't know what they need, and sometimes they don't know you have what they need.
• An exceptional user experience example - AirBnB

• It's not about Agile. It's a way of achieving your goals.
• Companies have to get better de-risking their investments.
• Example: Increasing Sky Atmosphere sales with fast feedback loops.
• 3 elements of agility: teams, backlog, working tested software
• Teams: a stable cross-functional team has all of the members it needs to ship a product.
• Backlog: a healthy backlog of clearly defined work increases predictability.
• Working tested software: deliver something that a user can try - it's ok if it's rudimentary, but it has to "work")
• Face to face collaboration is ALWAYS faster.
• Deciding what to work on based on data
• Managing an Agile Team
  1. Step out of the Project Management elements.
  2. Identify ways to make your team more effective / efficient - be a coach.
  3. Lead your people: develop them, not the product/tech.
  4. Stop solutioning - support the delivery system by trusting your team

Learn about the System of Transformation we use to improve the organization (currently only available to Amway Employees).

Send questions/comments to the Agile Transformation Office.

• Agile isn't the goal. It's a way to achieve your business goals.
• You can apply agile principles to the development of ANYTHING. An idea, a strategy, a physical product, a digital product, a service, etc.
• Leadership behaviors must change: your team can't change without you.
• As a leader, assess what your interactions with your team look like. Are you empowering them, letting them fail, helping them learn, encouraging them to validate assumptions? We hire great people, trust them.
• A first step to becoming more agile - rapid experimentation. Accelerate the learning in your development process and pull forward every bit of it that you can as you move forward. 

Questions for the Agile Transformation Office?  Email us.
Questions for Brian Hart? Email him

• Misconceptions of the Scrum Master role
• Fail, adjust and adapt
• Shout out to the Amway Social team
• Visual Management is a game changer
• Planning a year ahead with agile (continuous planning / it's okay to change your plan)
• Ideaboardz for retros
• Spending time with your team to build trust
• The value of face-to-face interactions 

• MOB Programming
• Testing code w/a compiler
• Code reviews / confidence
• Refactoring a monolith legacy system
• Java

• What is "DevOps"
• How we define and apply it at Amway
• Why it matters

• Why have a model at all
• What is "the model"
• How it works