It@intel   Intel's Agile Journey
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It@intel Intel's Agile Journey



From Intel Virtual Event March 2013

From Intel Virtual Event March 2013



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    It@intel   Intel's Agile Journey It@intel Intel's Agile Journey Presentation Transcript

    • Agile Out of its Comfort Zone Alan Gladman - Agile Coach Ed Barkhuysen - Business Analyst Intel Corporation IT March 2013
    • Legal NoticesThis presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino logo, Core Inside, Dialogic, FlashFile, i960, InstantIP, Intel, Intel logo, Intel386,Intel486, Intel740, IntelDX2, IntelDX4, IntelSX2, Intel Core, Intel Inside, Intel Inside logo, Intel. Leap ahead., Intel. Leap ahead. logo, IntelNetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, IPLink,Itanium, Itanium Inside, MCS, MMX, Oplus, OverDrive, PDCharm, Pentium, Pentium Inside, skoool, Sound Mark, The Journey Inside, VTune,Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.2*Other names and brands may be claimed as the property of others.Copyright © 2006, Intel Corporation. All rights reserved. Last Updated: Aug 28, 2006
    • Agile Out of its Comfort Zone Alan Gladman - Agile Coach Ed Barkhuysen - Business Analyst Intel Corporation IT March 2013
    • Intel Around the World EMEA US IJKK PRC APAC • Over 100,000 Employees • 6.5k IT employees4 • 10k+ software developers • 4k+ people using agile development practices
    • *5 * Other trademarks and brands are the property of their respective owners.
    • Agile @ Intel Europe & WW IT6
    • Barriers to Adoption7 Survey of 1100 Intel internal employees dated June 2012
    • Top Barriers to Adoption Multi-geo teams General resistance to change Lack of dedicated, long-lived teams Lack of ability to change organizational culture Job role specialization Lack of people with the right skills8 Survey of 1100 Intel internal employees dated June 2012
    • KanbanTo Do WIP Blocked Complete Accepted 3/5 Define WIP limits9 Visualise your work flow
    • Tuckman Model Team Development Stages Performing Norming Storming10 Forming
    • Co-Location & Success Agile Success120100 80 60 40 Agile Success 20 011 Team ======= ======> Co-Location dispersion
    • Hours Hurt More Than Miles Nizhny Johannesburg12
    • Team Rooms13
    • Benefits Speeds up communication Strengthens team spirit Enables continuous collaboration14
    • Dispersed Teams15
    • Typical Dispersed Scrum Team @ Intel WW Geo Reps co-located co-located PO & Developers BAs Scrum Master WW Customer customers centre of (+ possibly gravity16 GEO BAs)
    • Dispersed Teams Considerations Time Zone One team with Virtual universal goals Artefacts Soft Skills Communication17 Cultural Awareness
    • High Level Story Format As A… (Admin, Publisher, student user, audit rep, etc…) I Need… (… to do something…) So That…18 (…some value is realised.)
    • Agile Coaches • Knowledge sharing • Making agile the norm19 • Location • Communities • Training & coaching
    • Intel’s Agile Future Grow more agile coaches Invest in automation Scrum of Scrums Management education20
    • Summary  Barriers Can Be Overcome  Ideology, Not Methodology21