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

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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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<ul><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Adopting Scrum: an enterprise transformation</p><p>Using Scrum as a Pattern Language for Enterprise Transformation</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Andrea Tomasini</p><p>Agile Coach &amp; Trainerandrea.tomasini@agile42.com</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Andy Carmichael</p><p>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...</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Why Agile?</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Growing Software Complexity</p><p>Software complexity in FORD vehicles quadruplicated in 5 years</p><p>0</p><p>2.5</p><p>5</p><p>7.5</p><p>10</p><p>2005 2006 2007 2008 2009 2010</p><p>10</p><p>6</p><p>4.5</p><p>3.42.8</p><p>2.4</p><p>Software lines in FORD vehicles over the past 5 years</p><p>x4</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Growing Software Complexity</p><p>Compared software complexity growth in aerospace and automotive</p><p>F-22 Raptor</p><p>F-35 Joint Strike</p><p>Boeing 787 Dreamliner</p><p>S-Class Daimler 98.6</p><p>6.5</p><p>5.7</p><p>1.7</p><p>x10</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Time to MarketDue to globalization effects, and other economical changes, the time to market over time decreased significantly</p><p>Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California</p><p>1915 1939 1972 1976 1983 1994 1998 2000 2002 2004</p><p>13.5 years</p><p>3 months</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Why does that matter?</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Change from this...Defined Process, suited to produce faster</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>... to this.R&amp;D based process</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Adopting Scrum using Scrum... or not?</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise Complexity</p><p>Dimensions of complexity for an organization</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>360 Structure of the organization</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>720 Structure of the organizationProduct portfolio</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>1080 Structure of the organizationProduct portfolioPeople and Teams</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise Challenges</p><p>Going beyond the three dimensions...</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Transition to Agility</p><p> Team/People Empowerment</p><p> Knowledge building, and persisting</p><p> Adaptivity to changes, flexibility</p><p> Focus on Value and Customer</p><p> Cultural Change, paradigm shift</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Adapting vs. DefiningAt 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.</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Scrum Language Patterns</p><p>Scrum defines clear patterns to tackle specific problems: uncertainty, complexity, unpredictability, focus, value...</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Scrum Meeting - Daily Scrum</p><p>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?</p><p>From: SCRUM: An extension pattern language for hyperproductive software development (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Sprint - IterationWe want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress</p><p>From: SCRUM: An extension pattern language for hyperproductive software development (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>BacklogWhat is the best way to organize the work to be done next at any stage of the project?</p><p>From: SCRUM: An extension pattern language for hyperproductive software development (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise Transformation</p><p>How to define a Goal and setup a strategy to successfully transform your organization?</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Strategy Tactic</p><p>Top Management Sponsorship</p><p>Evidence of Success</p><p>Pilot Projects</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>What is a Pilot Project?</p><p>t</p><p>POT TTPOC POC POC TC TC TC TC TC</p><p> Try the whole process end-to-end, not just the development</p><p> Start by training the Product Owners, and through coaching identify and develop a Product Backlog</p><p> Train the Team when the Backlog is READY and start sprinting</p><p> Coach the whole Scrum Team through 2-3 Sprints till the Team will be able independent, than start with another team</p><p> Learn from every experience and consolidate the Backlog and the approach</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Strategy Tactic</p><p>Top Management Sponsorship</p><p>Remove Impediments</p><p>Evidence of Success</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Transition Backlog</p><p> Contains all the tactical actions stemming from the Transition Strategy</p><p> Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility</p><p> Gets processed by the Transition Team, in order of priority</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Transition Team</p><p>People of different Roles supporting the transition</p><p>Sponsor of the transition acting as Product Owner</p><p>Members may rotate over time (e.g.: Scrum Team Member may join to support Impediment removal)</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Strategy Tactic</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Awareness</p><p>Evidence of Success</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Agile &amp; Scrum introduction</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Lean, Agile or Scrum?</p><p>Lean Principles</p><p>Agile Values</p><p>Scrum FrameworkCommi</p><p>tment Openness Courage</p><p>Focus</p><p>Respect</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>How to build a solid Scrum culture...</p><p> Scrum enables transparency into an organization</p><p> Without transparency trust cant be build</p><p> Transparency exposes problems, not all of them are apparent, some require investigation</p><p> Asking questions is often the best way to stimulate people to sove problems</p><p>Transparency</p><p>Trust</p><p>Commitment</p><p>Courage</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Marketing &amp; Communication</p><p>Evidence of Success</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Agile &amp; Scrum introduction</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Start to ask Questions!Put your team into context, allow them to tell the story... goods and bads, are all lessons learned :-)</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Marketing &amp; Communication</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Effective Scrum Teams</p><p>Training Coaching</p><p>Technical Excellence</p><p>Evidence of Success</p><p>Agile Engineering Practices</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Agile &amp; Scrum introduction</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Agile Engineering Practices</p><p>Delivering fast requires new methods... and new tools</p><p>People need to learn new tools and new practices...</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Agile Engineering Practices</p><p>There is no perfect tool and there is no tool forever...</p><p>and have the courage to leave behind the Old tools which are not supportive anymore</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Marketing &amp; Communication</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Cultural Change</p><p>Effective Scrum Teams</p><p>Training Coaching</p><p>Technical Excellence</p><p>Evidence of Success</p><p>Agile Engineering Practices</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Support growth of new Roles</p><p>Agile &amp; Scrum introduction</p><p>Customer &amp; Value orientation</p><p>System Thinking</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>System ThinkingThe constraints set into a system are responsible for people behaviors into that system</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Marketing &amp; Communication</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Cultural Change</p><p>Sustainability</p><p>Internal Coaches</p><p>Building Knowledge</p><p>Effective Scrum Teams</p><p>Training Coaching</p><p>Agile Leadership</p><p>Training Program &amp; Career path</p><p>Technical Excellence</p><p>Evidence of Success</p><p>Agile Engineering Practices</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Support growth of new Roles</p><p>Community of Practice</p><p>Agile &amp; Scrum introduction</p><p>Customer &amp; Value orientation</p><p>System Thinking</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Community of PracticeLearning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Marketing &amp; Communication</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Cultural Change</p><p>Sustainability</p><p>Internal Coaches</p><p>Building Knowledge</p><p>Effective Scrum Teams</p><p>Training Coaching</p><p>Agile Leadership</p><p>Training Program &amp; Career path</p><p>Technical Excellence</p><p>Evidence of Success</p><p>Agile Engineering Practices</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Support growth of new Roles</p><p>Community of Practice</p><p>Agile &amp; Scrum introduction</p><p>Customer &amp; Value orientation</p><p>System Thinking</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Enterprise successfully delivering with Scrum</p><p>Marketing &amp; Communication</p><p>Strategy Tactic</p><p>Awareness</p><p>Remove Impediments</p><p>Top Management Sponsorship</p><p>Cultural Change</p><p>Sustainability</p><p>Internal Coaches</p><p>Building Knowledge</p><p>Effective Scrum Teams</p><p>Training Coaching</p><p>Agile Leadership</p><p>Training Program &amp; Career path</p><p>Technical Excellence</p><p>Evidence of Success</p><p>Agile Engineering Practices</p><p>Pilot Projects</p><p>Transition Team</p><p>Transition Backlog</p><p>Support growth of new Roles</p><p>Community of Practice</p><p>Agile &amp; Scrum introduction</p><p>Customer &amp; Value orientation</p><p>System Thinking</p><p>Success Stories</p><p>Paradigm shift: bottom-up</p><p>TOC Strategy Map</p><p>At Risk</p><p>AchievedNeed Action</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>so what?</p></li><li><p>agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright 2007 - 2009.</p><p>Conclusions</p><p> Agile is mainstream, enterprises need to adopt is growing</p><p> Succeeding with one or two projects is not the same as succeeding with the whole enterprise</p><p> Transitioning to agile requires a vision, a strategy and constant and ins...</p></li></ul>