agile transformation strategy 4-2011 - collab · angela druckman certified scrum trainer...
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Angela Druckman
Certified Scrum Trainer
adruckman@collab.net
Agile Transformation Strategy
What does it take to become Agile?
2Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
2
Overview
•Introductions
•The Changing Face of Agile
•What Does it Mean to be “Agile”?
•Adoption Phases
•What Does Transformation Look Like?
•Pitfalls and Challenges
•Questions/ Discussion
3Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
3
A Bit About Us
CollabNet
CollabNet is the recognized leader in leveraging collaboration, cloud computing and Agile
training and coaching to transform the way organizations develop and deploy technology
solutions. We enable our customers to optimize technology development lifecycles,
development processes, distributed teams, and projects.
Angela Druckman, CST
Having served as a Product Owner, ScrumMaster and team member, Angela Druckman has
seen first-hand how Agile practices and Scrum in particular can lead organizations to project
success. As one of CollabNet’s Certified Scrum Trainers and a member of its Agile Thought
Leadership team, she helps organizations harness the benefits of Agile practices through
public and private courses, as well as onsite private Agile Transformation coaching.
4Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
4
The Changing Face of Agile
In short, Agile has gone mainstream!
Agile used to be a “fringe” approach, but not any more. We are seeing a shift in:
•The kinds of organizations that adopt Agile
practices
•The members of the organization that start
a move to Agile
•The results organizations are hoping to get
from Agile
5Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
5
The Changing Face of Agile (cont’d)
Typical Agile customer in 2005:
•Small organization (or a small part of a larger organization)
•Technology focused companies (the “bleeding edge”)
•Early pilot projects were often done in “stealth” mode
Typical Agile customer in 2011:
•All company sizes and industries – no longer the domain of
the Internet start-ups
•As likely to be a large international bank as a small internet
company
•More likely to come to CollabNet looking for a full-scale Agile
Transformation
6Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
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What Does it Mean to be “Agile”?
Being “Agile” simply means reacting quickly to every little issue that arises, right?
Wrong!
Being Agile means taking a disciplined approach to decision
making in order to make the best possible decisions with the
information known at the time.
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7
Agile – a Definition
“…a conceptual framework for undertaking software
engineering projects…that attempts to minimize risk by
developing software in short timeboxes, called iterations,
which typically last one to four weeks…Agile methods
also emphasize working software as the primary measure
of progress.”
--Wikipedia
8Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
8
Adoption Phases
Each organization approaches the path to Agility in a slightly
unique way but there are patterns:
Non-Agile Enterprise
Exploration CoordinationProcess
Definition
Strategic
AlignmentTransformation Agile Enterprise
9Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
9
Adoption Phases – What Happens When?
1. Exploration
a) pilot projects
b) training (initial)
c) practice
2. Coordination
a) training (wide scale)
b) technical best practices
c) development of internal “Agile advocates”
d) tool exploration
10Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
10
Adoption Phases – cont’d
3. Process Definition
a) tools formalization
b) project management office (PMO) involvement
c) formalization of the ScrumMaster and Product Owner groups
4. Strategic Alignment
a) coordination of Agile practices within management, human resources
and other groups of the enterprise
5. Transformation
a) Agile principles and activities are internalized by the organization
Agile transformations look different across organizations but
they share a common goal: a desire to deliver more value.
11Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
11
What Does Transformation Look Like?
•Case #1 – Large (90,000 employees) semi-conductor company
•Case #2 – Small (2600 employees) university in the United States
•Case #3 – Medium-Sized (12,000 employees) chemical company
In a recent Forrester report, 45% of respondents said they
were doing some form of Agile. At the top of the list with the
highest adoption rate: Scrum. Scrum is unique in its ability to
provide benefits at a workgroup, department and
organizational level.
12Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
12
Pitfalls and Challenges
•Underestimating the amount of change that
needs to occur
•Ignoring the Product Organization
•Neglecting distributed teams
•Failing to make full use of the empirical
process
•Forgetting to celebrate successes
For some, the transition to Agile is harder than it needs to be. Common pitfalls include:
An experienced Agile Coach can help an organization avoid missteps !
13Copyright © 2011 CollabNet, Inc. Portions used with permission. All Rights Reserved.
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Agile Development in the Cloud
CollabNet is changing the way software is developed!
• Tools• Agile project management• Agile ALM • Hosted SCCM
• Training • Certified ScrumMaster• Certified Product Owner• Product training
• Coaching• On-site Agile implementation
and mentoring
www.collab.netTEL: 1-888-778-9793 Email: info@collab.net
Questions?
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