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

Adopting Scrum: an enterprise transformation

Using Scrum as a Pattern Language for Enterprise Transformation

Andrea Tomasini

Agile Coach & Trainerandrea.tomasini@agile42.com

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...

Why Agile?

Growing Software Complexity

Software complexity in FORD vehicles quadruplicated in 5 years

2005 2006 2007 2008 2009 2010

3.42.8

Software lines in FORD vehicles over the past 5 years

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

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

Why does that matter?

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

... to this.R&D based process

Adopting Scrum using Scrum... or not?

Enterprise Complexity

Dimensions of complexity for an organization

360° Structure of the organization

720° Structure of the organizationProduct portfolio

1080° Structure of the organizationProduct portfolioPeople and Teams

Enterprise Challenges

Going beyond the three dimensions...

Transition to Agility

• Team/People Empowerment

• Knowledge building, and persisting

• Adaptivity to changes, flexibility

• Focus on Value and Customer

• Cultural Change, paradigm shift

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.”

Scrum Language Patterns

Scrum defines clear patterns to tackle specific problems: uncertainty, complexity, unpredictability, focus, value...

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)

Sprint - IterationWe want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress

BacklogWhat is the best way to organize the work to be done next at any stage of the project?

Enterprise Transformation

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

Enterprise successfully delivering with Scrum

Strategy Tactic

Top Management Sponsorship

Evidence of Success

Pilot Projects

TOC Strategy Map

What is a Pilot Project?

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

Strategy Tactic

Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

TOC Strategy Map

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

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)

Strategy Tactic

Remove Impediments

Awareness

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Agile & Scrum introduction

TOC Strategy Map

Lean, Agile or Scrum?

Lean Principles

Agile Values

Scrum FrameworkComm

itment

Openness Courage

Respect

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

Commitment

Courage

Strategy Tactic

Awareness

Remove Impediments

Marketing & Communication

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Success Stories

Paradigm shift: bottom-up

TOC Strategy Map

Start to ask Questions!Put your team into context, allow them to tell the story... goods and bads, are all lessons learned :-)

Strategy Tactic

Awareness

Remove Impediments

Effective Scrum Teams

Training Coaching

Technical Excellence

Evidence of Success

Agile Engineering Practices

Pilot Projects

Transition Team

Transition Backlog

Success Stories

TOC Strategy Map

Delivering fast requires new methods... and new tools

People need to learn new tools and new 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

Strategy Tactic

Awareness

Remove Impediments

Cultural Change

Training Coaching

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Support growth of new “Roles”

Customer & Value orientation

System Thinking

Success Stories

TOC Strategy Map

System ThinkingThe constraints set into a system are responsible for people behaviors into that system

Strategy Tactic

Awareness

Remove Impediments

Cultural Change

Sustainability

Internal Coaches

Building Knowledge

Training Coaching

Agile Leadership

Training Program & Career path

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Community of Practice

System Thinking

Success Stories

TOC Strategy Map

Community of PracticeLearning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience

Strategy Tactic

Awareness

Remove Impediments

Cultural Change

Sustainability

Internal Coaches

Building Knowledge

Training Coaching

Agile Leadership

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

System Thinking

Success Stories

TOC Strategy Map

Strategy Tactic

Awareness

Remove Impediments

Cultural Change

Sustainability

Internal Coaches

Building Knowledge

Training Coaching

Agile Leadership

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

System Thinking

Success Stories

TOC Strategy Map

At Risk

AchievedNeed Action

so what?

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 :-)

Questions? & Answers!

For any further comment and or question, feel free to contact us info@agile42.com

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/

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