adopting scrum: an enterprise transformation (andrea tomasini, agile42)

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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

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Using Scrum as a Pattern Language for Enterprise Transformation How Scrum Patterns can be used also to introduce Scrum itself into a company. After many years of experience and many attempts to systematically make Scrum introduction into medium and large Enterprises, agile42 shares with you tools and methods used in some of the most successful agile transition.

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Page 1: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 2: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Andrea Tomasini

Agile Coach & [email protected]

Page 3: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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...

Page 4: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Why Agile?

Page 5: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 6: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 7: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 8: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Why does that matter?

Page 9: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Change from this...Defined Process, suited to produce faster

Page 10: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

... to this.R&D based process

Page 11: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Adopting Scrum using Scrum... or not?

Page 12: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Enterprise Complexity

Dimensions of complexity for an organization

Page 13: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

360° Structure of the organization

Page 14: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

720° Structure of the organizationProduct portfolio

Page 15: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

1080° Structure of the organizationProduct portfolioPeople and Teams

Page 16: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Enterprise Challenges

Going beyond the three dimensions...

Page 17: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Transition to Agility

• Team/People Empowerment

• Knowledge building, and persisting

• Adaptivity to changes, flexibility

• Focus on Value and Customer

• Cultural Change, paradigm shift

Page 18: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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.”

Page 19: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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...

Page 20: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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)

Page 21: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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)

Page 22: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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)

Page 23: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Enterprise Transformation

How to define a Goal and setup a strategy to successfully transform your organization?

Page 24: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Evidence of Success

Pilot Projects

TOC Strategy Map

Page 25: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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

Page 26: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 27: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 28: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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)

Page 29: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 30: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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 FrameworkComm

itment

Openness Courage

Focus

Respect

Page 31: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

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

Page 32: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 33: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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 :-)

Page 34: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 35: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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...

Page 36: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 37: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 38: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 39: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 40: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 41: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 42: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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

Page 43: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

so what?

Page 44: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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 :-)

Page 45: Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)

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/