Mehmet Aydın, KHU - Nurullah Battal, Roche | Agile Turkey Summit 2013

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Enabling Organizational Change through Agile Methods

Agile approaches and methods have been promoted as a panacea for long-standing problems in IT projects. Such problems may be denoted as “one-size-fits-all issues”, “failing to embrace changes in the projects”, “lack of IT-Business Alignment”. Recently, practitioners have experienced that agile methods can be used as a means to facilitate change concerning IT mind-set and practice as well. This talk is concerned with the effects of agile method on organizational change. We explore underpinnings of an agile-enabled organizational change in terms of the way of thinking and actions. To articulate such underpinnings an exemplary case is used. Reflections on lessons-learned and practical insights are to be presented as well.

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Mehmet Aydın, KHU - Nurullah Battal, Roche | Agile Turkey Summit 2013

  1. 1. Agile Turkey Summit - 2013 Agile Transformation Case Study 27 September, 2013 Mehmet Aydın, Kadir Has University Nurullah Battal, Roche
  2. 2. Agenda  Agile History & Evolution  Recent Studies on Agile  Agile Method Construction  Agile Transformation – CASE STUDY  Future Topics
  3. 3. Evolution of Agile Methods Source: Abrahamsson et al., 2003
  4. 4. Progress and Recent Studies about Agile Methods • Most examined methods: XP ve SCRUM • Key issues and most investigated topics – On the notion of agility and its underying concepts and practice – Agile Adoption and Adaptation – Combining Agile and Traditional Methods Agile – Understanding Method Evolution at the organizational and individual level – Organizational culture, knowledge issue and tools for management agile projects – Examination of those factors affecting : Decision on Agile Adoption, Use, Post-Implementation
  5. 5. Fundamentals and Underlying Primitives of Method Construction based on The way of thinking Principles Assumptions derived from lead to based on support have Practices Limitations The way of action Source: Aydin, 2005 Source: Turk et al., 2005
  6. 6. On the Notion of Evolution and Adoption Understanding  methodology X  Understanding of situation Y Improved use of Methodology X and others (including possibly no methodology) I – Methodology – World Source: Harmsen, 1995, method development lifecycle
  7. 7. On the Notion of Adaptation I – Methodology – World Source: Fitzgerald, 1997
  8. 8. Drivers for Change Increasing competition from Local and multinational companies  Competition in all areas  Local companies are more agile, focused Low customer satisfaction  IT is not flexible for dynamic business needs  High bureaucracy even for simple projects  Decreasing cost-quality balance Inherent IT problems  Increasing leadtimes  Quality issues  Low productivity Restrictions and constraints of Project Management Methodology  Waterfall project management  Milestone based, not iterative  Not flexible
  9. 9. Change of Delivery Methodology In order to be more agile to the customer requirements and to meet their expectations, we need a new delivery approach:  Faster project delivery with lower costs (more agile project execution framework)  Increased customer satisfaction  Increased involvement and participation of the business resources  Flexible approach to customer needs and requirements  Eliminating redundancy (waste) in the delivery processes  Increased quality of the delivered product while lowering the cost of development
  10. 10. Agile Methodology Selection  Evaluated different Agile Methodologies for pros and cons  Applied «Methot Tailoring» to come up with the most suitable approach for our organization Scrum TDD FDD XP Modified Scrum
  11. 11. How was our journey? High Level Transformation Plan   Learn the new approach and practice Find potential problems to be fixed  Try to prove agile is working  Compare with existing practices
  12. 12. Change Agents Analysis  Customize communications according to Target Analysis  Do not use one communication for all roles
  13. 13. Change Agent Register & Mapping IPMPF Process Owners Project Managers Solution Architects Developers IT Quality Process Owners Information Managers Program Managers Functional IT Heads
  14. 14. New Organization & Roles Full Team IT Account Managers Informatics Portfolio Commitee (IPC) Program Managers Extended Team Business Matter Experts Core Team Architects Developers Buiness Sponsors System Admins  Perception of new titles  Colocated vs virtual team Product Owner
  15. 15. Key Decisions & Takeaways Select the right project for pilot  Visibility  Size  Risk Align IT & Business resources  Shared performance goals  Individual bonus are linked Select the right project team for pilot  Supporters  High commitment  Exclude resistors Decide on the post pilot expansion strategy upfront  Surrounding systems  Related solutions  Step-by-step
  16. 16. Results  Increased customer satisfaction  High commitment and motivation of team members  Increased accountability of business team and resources  Expansion was easier than pilot
  17. 17. Ongoing and Emerging Issues  More emperical issues (case analysis, action research, focus group) from alternative perspectives  Agile adaptation at organization, project, and individual levels  Investigating agile approaches in new contexts including  In-house and/or globally distributed development  Outsourcing ve offshore outsourcing  New environments and platforms (Cloud computing, aPaas, etc)  New industries (in addition to finance, telecom ...)
  18. 18. Teşekkürler
  19. 19. Backup Slides
  20. 20. Design Phase Design Phase  Build solid / well structured strategy and road-map  Identify clear time-lines and milestones for the implementation  Develop training plans for each role:  Map the current employees and roles to the scrum roles  Determine the proper trainings and workshops per scrum role 20
  21. 21. Design Phase Cont. Design Phase  Gather feedback and lessons learned for outside organization which implemented Scrum methodology  Establish guidelines and how-to guides to facilitate the change  Identify the guiding principles for the implementation 21
  22. 22. Delivery Phase Delivery Phase  Identify pilot teams and projects  Evaluate the results and feedback of Pilot projects  Share findings with the change targets  Revise the implementation Plan  Finalize the Roll-Out plan and schedule  Determine the new team structures according to Scrum Teams  Roll-out in the organization 22
  23. 23. Optimization Phase Optimization Phase  Collect data on the project  Perform periodic pulse checks to assess climate in the organization  Collect ideas from the team for further improvements  Consolidate and prioritize improvement ideas  Implement improvements for evolution 23

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