adopting scrum: an enterprise transformation
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Adopting Scrum: an enterprise transformationConsulting with Scrum FrameWorkTRANSCRIPT
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Adopting Scrum: an enterprise transformation
Using Scrum as a Pattern Language for Enterprise Transformation
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Andrea Tomasini
Agile Coach & [email protected]
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Andy Carmichael
Andrea's company is called agile42 and if you think about it the name has some logic to it - "agile" is the undisputed answer to all the major questions of software engineering (mmm...?) in the same way that 42 is the answer to that only slightly larger chestnut: life, the universe and everything...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why Agile?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Software complexity in FORD vehicles quadruplicated in 5 years
0
2.5
5
7.5
10
2005 2006 2007 2008 2009 2010
10
6
4.5
3.42.8
2.4
Software lines in FORD vehicles over the past 5 years
x4
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Compared software complexity growth in aerospace and automotive
F-22 Raptor
F-35 Joint Strike
Boeing 787 Dreamliner
S-Class Daimler 98.6
6.5
5.7
1.7
x10
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Time to MarketDue to globalization effects, and other economical changes, the time to market over time decreased significantly
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
13.5 years
3 months
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Why does that matter?
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Change from this...Defined Process, suited to produce faster
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... to this.R&D based process
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Adopting Scrum using Scrum... or not?
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Enterprise Complexity
Dimensions of complexity for an organization
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360° Structure of the organization
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720° Structure of the organizationProduct portfolio
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1080° Structure of the organizationProduct portfolioPeople and Teams
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Enterprise Challenges
Going beyond the three dimensions...
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Transition to Agility
• Team/People Empowerment
• Knowledge building, and persisting
• Adaptivity to changes, flexibility
• Focus on Value and Customer
• Cultural Change, paradigm shift
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Adapting vs. Defining“At the University of California at Irvine, ... they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Scrum Language Patterns
Scrum defines clear patterns to tackle specific problems: uncertainty, complexity, unpredictability, focus, value...
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Scrum Meeting - Daily Scrum
What is the best way to control an empirical and unpredictable process such as software development, scientific research, artistic projects or innovative designs where it is hard to define the artifacts to be produced and the processes to achieve them?
From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Sprint - IterationWe want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress
From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
BacklogWhat is the best way to organize the work to be done next at any stage of the project?
From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
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Enterprise Transformation
How to define a Goal and setup a strategy to successfully transform your organization?
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Enterprise successfully delivering with Scrum
Strategy Tactic
Top Management Sponsorship
Evidence of Success
Pilot Projects
TOC Strategy Map
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What is a Pilot Project?
t
POT TTPOC POC POC TC TC TC TC TC
• Try the whole process end-to-end, not just the development
• Start by training the Product Owners, and through coaching identify and develop a Product Backlog
• Train the Team when the Backlog is READY and start sprinting
• Coach the whole Scrum Team through 2-3 Sprints till the Team will be able independent, than start with another team
• Learn from every experience and consolidate the Backlog and the approach
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Strategy Tactic
Top Management Sponsorship
Remove Impediments
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Transition Backlog
• Contains all the tactical actions stemming from the Transition Strategy
• Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility
• Get’s processed by the Transition Team, in order of priority
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Transition Team
People of different Roles supporting the transition
Sponsor of the transition acting as Product Owner
Members may rotate over time (e.g.: Scrum Team Member may join to support Impediment removal)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Strategy Tactic
Remove Impediments
Top Management Sponsorship
Awareness
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Lean, Agile or Scrum?
Lean Principles
Agile Values
Scrum FrameworkCommitm
entOpenness Courage
Focus
Respect
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How to build a solid “Scrum” culture...
• Scrum enables transparency into an organization
• Without transparency trust can’t be build
• Transparency exposes problems, not all of them are apparent, some require investigation
• Asking questions is often the best way to stimulate people to “sove problems”
Transparency
Trust
Commitment
Courage
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Marketing & Communication
Evidence of Success
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Start to ask Questions!Put your team into context, allow them to tell the story... goods and bads, are all lessons learned :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Marketing & Communication
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Agile & Scrum introduction
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Agile Engineering Practices
Delivering fast requires new methods... and new tools
People need to learn new tools and new practices...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Agile Engineering Practices
There is no “perfect” tool and there is no tool forever...
and have the courage to leave behind the Old tools which are not supportive anymore
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Marketing & Communication
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Effective Scrum Teams
Training Coaching
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
System ThinkingThe constraints set into a system are responsible for people behaviors into that system
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Marketing & Communication
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building Knowledge
Effective Scrum Teams
Training Coaching
Agile Leadership
Training Program & Career path
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Community of Practice
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Community of PracticeLearning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Marketing & Communication
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building Knowledge
Effective Scrum Teams
Training Coaching
Agile Leadership
Training Program & Career path
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Community of Practice
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Enterprise successfully delivering with Scrum
Marketing & Communication
Strategy Tactic
Awareness
Remove Impediments
Top Management Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building Knowledge
Effective Scrum Teams
Training Coaching
Agile Leadership
Training Program & Career path
Technical Excellence
Evidence of Success
Agile Engineering Practices
Pilot Projects
Transition Team
Transition Backlog
Support growth of new “Roles”
Community of Practice
Agile & Scrum introduction
Customer & Value orientation
System Thinking
Success Stories
Paradigm shift: bottom-up
TOC Strategy Map
At Risk
AchievedNeed Action
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
so what?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Conclusions
• Agile is mainstream, enterprises need to adopt is growing
• Succeeding with one or two projects is not the same as succeeding with the whole enterprise
• Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation
• Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Questions? & Answers!
For any further comment and or question, feel free to contact us [email protected]
Further References:
Scrum Alliance: http://www.scrumalliance.orgControl Chaos: http://www.controlchaos.com
Implementing Scrum: http://www.implementingscrum.comJeff Sutherland Blog: http://jeffsutherland.com/scrum
Mike Cohn “User Stories”: http://www.mountaingoatsoftware.comagile42 Website: http://www.agile42.com/