0
Adopting Scrum: an enterprise transformation       Using Scrum as a Pattern Language for Enterprise Transformation      ag...
Olaf Lewitz       Visiting Business Influencer       Agile Coach       Olaf.Lewitz@agile42.com      agile42 | The Agile Coa...
Agile Reading Glasses      agile42 | The Agile Coaching Company                   www.agile42.com |   All rights reserved....
Empirical Process control       Agile is based on empirical control.       Transparency, inspection and adaptation allow b...
Eliminate internal complexity                                             Eliminate human errors                 Change fr...
Observation                                                   Hypothesis                                    ... to this.  ...
Pull Principle       Agile approaches are based on pull principle which allows self-organizing teams to       pull in work...
Pu                                                                                              Pull                      ...
Lean Thinking       Lean Thinking inspired process improvement through constant observation of the       unevenness in a fl...
do not overload your       Overburden                                             People                             (無理: ...
Unnecessary     Variations     (斑: mura) keep the Flow                                                                    ...
Wasteful           Activities          (無駄: muda)    remove non value adding                                             A...
Iterative & Incremental       Delivering a product in subsequent iterative releases, not only improves the explicit       ...
it                                                                    e                                                   ...
Every Increment:                                             ✓is inspect-able                                             ...
Scrum in a nutshell      agile42 | The Agile Coaching Company                  www.agile42.com |   All rights reserved. Co...
Why Scrum works and when to use Scrum?      agile42 | The Agile Coaching Company   www.agile42.com |   All rights reserved...
Why Scrum works                                                         Scrum provides a                                  ...
Scrum is...          ...a container for                                             Deliberate                            ...
When does it makes sense to use Scrum?       • Scrum in its nature is targeting projects with high level of uncertainty, w...
Adopting Scrum using Scrum...      agile42 | The Agile Coaching Company                www.agile42.com |   All rights rese...
Scrum Language Patterns       Scrum defines clear patterns to tackle specific problems: uncertainty, complexity,       unpre...
Scrum Meeting - Daily Scrum       •Problem: What is the best way to control an empirical        and unpredictable process ...
Sprint - Iteration       •Problem: We want to balance the need of developers to        work undisturbed and the need for m...
Backlog       •Problem: What is the best way to organize the work to be        done next at any stage of the project?  Fro...
Enterprise Transformation       What are the problem we are facing when embracing a change? The Scrum       Patterns can h...
Transition to Agility       • Team/People Empowerment       • Knowledge building, and         persisting       • Adaptivit...
“At the University of California at Irvine, ...                                             they just planted grass... the...
TOC Strategy MapStrategy                                                                                                  ...
What is a Pilot Project?        POT      POC              POC        POC   TT   TC   TC   TC             TC               ...
TOC Strategy MapStrategy                                                                                                  ...
Transition Backlog       • Contains all the tactical actions         stemming from the Transition         Strategy       •...
Transition Team       • Members representing the         disciplines and roles present in         the organization       •...
TOC Strategy MapStrategy                                                                                                  ...
Lean, Agile or Scrum?                                             Openne                      Re                          ...
TOC Strategy MapStrategy                                                                                                  ...
TOC Strategy MapStrategy                                                                                                  ...
TOC Strategy MapStrategy                                                                                                  ...
TOC Strategy MapStrategy                                                                                                  ...
Learning as Doing... Learning as Belonging...                                             Learning as Becoming...     Comm...
Define a Roll-Out Strategy       • Which tool to use?             • What about the one you just seen...       • How to trac...
TOC Strategy MapStrategy                                                                                                  ...
How to build a solid “Scrum” culture...       • Transparency exposes problems, not         all of them are apparent       ...
How to strain for transparency?                                  ng                        Part                   Ta      ...
Questions? & Answers!    For any further comment and or question, feel free to                contact us info@agile42.com ...
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SWEN Oct 2012: Enterprise Transformation with Scrum

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Slides of my talk at SWEN, FHNW Windisch, CH on Oct 10, 2012
How to use Scrum Patterns to drive an Enterprise Transition
Contains an example Strategy Map showing elementary success factors of a transition
Discussions in the group focused on
- cultural change
- how to motivate and start an enterprise transition
- how to avoid the "helping stance": we know how your organisation should work and how you should run it... this arrogance only fosters resistance and blocks growth.

Most of the slides were created by Andrea Tomasini and have been published before at
http://www.slideshare.net/tumma72/enterprise-transformationwithscrum

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Transcript of "SWEN Oct 2012: Enterprise Transformation with Scrum"

  1. 1. Adopting Scrum: an enterprise transformation Using Scrum as a Pattern Language for Enterprise Transformation agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  2. 2. Olaf Lewitz Visiting Business Influencer Agile Coach Olaf.Lewitz@agile42.com agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  3. 3. Agile Reading Glasses agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  4. 4. Empirical Process control Agile is based on empirical control. Transparency, inspection and adaptation allow better processes to continually emerge Only retrospectively it is possible to recognize successful adaptation from non successful ones agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  5. 5. Eliminate internal complexity Eliminate human errors Change from this... Eliminate project variability agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  6. 6. Observation Hypothesis ... to this. Experiment agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  7. 7. Pull Principle Agile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  8. 8. Pu Pull sh C ti on Focus on value om ra bo pl lla En ia o nc C for e cem ent Individual Team agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  9. 9. Lean Thinking Lean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  10. 10. do not overload your Overburden People (無理: muri) agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  11. 11. Unnecessary Variations (斑: mura) keep the Flow Even agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  12. 12. Wasteful Activities (無駄: muda) remove non value adding Activities agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  13. 13. Iterative & Incremental Delivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  14. 14. it e lu y Do d it Va ea ve ne ea d R o Id pr d ! A fy Im ri Ve 1 2 3 4 5 0% 100% Iterative & Incremental agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  15. 15. Every Increment: ✓is inspect-able ✓adds value ✓it’s high quality ✓it’s ready to ship agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  16. 16. Scrum in a nutshell agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  17. 17. Why Scrum works and when to use Scrum? agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  18. 18. Why Scrum works Scrum provides a container for safe-to-fail Time Box experiments enabling exploration of the team’s and the product’s potential agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  19. 19. Scrum is... ...a container for Deliberate and Continual Learning agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  20. 20. When does it makes sense to use Scrum? • Scrum in its nature is targeting projects with high level of uncertainty, where requirements are not clear, or changing continuously, and in very complex environment... • Scrum unveils its potential with teams of 7 (+/- 2) members, smaller team may experience an overhead in using Scrum, adopting XP or Crystal Methods is an option... • Scrum is all about “Getting things done...” or the “art of the possible”. The team is responsible for itself, and commits to goals that can achieve... and this is motivating! • Scrum is “Learning by Doing... and failing” so do not fear to fail, but focus, deliver faster and - based on the feedback - improve! agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  21. 21. Adopting Scrum using Scrum... agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  22. 22. Scrum Language Patterns Scrum defines clear patterns to tackle specific problems: uncertainty, complexity, unpredictability, focus, value... agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  23. 23. Scrum Meeting - Daily Scrum •Problem: 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) agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  24. 24. Sprint - Iteration •Problem: We 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) agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  25. 25. Backlog •Problem: What 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) agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  26. 26. Enterprise Transformation What are the problem we are facing when embracing a change? The Scrum Patterns can help approaching the change in an empirical way, and adapt to the emerging need of the organization... agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  27. 27. Transition to Agility • Team/People Empowerment • Knowledge building, and persisting • Adaptivity to changes, flexibility • Focus on Value and Customer • Cultural Change, paradigm shift agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  28. 28. “At the University of California at Irvine, ... they just planted grass... they waited a year Adapting vs. Defining and looked at where people had made paths in the grass and built the side walks there.” agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  29. 29. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Top Management Sponsorship Enterprise successfully delivering with Scrum agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  30. 30. What is a Pilot Project? POT POC POC POC TT TC TC TC TC TC t • 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 agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  31. 31. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Enterprise successfully delivering with Scrum agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  32. 32. 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 agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  33. 33. Transition Team • Members representing the disciplines and roles present in the organization • Contains the Sponsor of the transition acting as Product Owner • Members may rotate over time depending on the focus at that time • Also Team Member may join to support Impediment removal agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  34. 34. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  35. 35. Lean, Agile or Scrum? Openne Re e nt ss Co urage sp e ct it m m om Focus C Scrum Framework Agile Values Lean Principles agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  36. 36. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: buttom-up agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  37. 37. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective buttom-up Scrum Teams Agile Engineering Technical Practices Excellence Training Coaching agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  38. 38. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective buttom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence Complexity Thinking Training Coaching agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  39. 39. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective buttom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  40. 40. Learning as Doing... Learning as Belonging... Learning as Becoming... Community of Practice Learning as Experience agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  41. 41. Define a Roll-Out Strategy • Which tool to use? • What about the one you just seen... • How to track the Progress? • What about using a color code, and use the Map as a “Task Board?” agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  42. 42. TOC Strategy MapStrategy Tactic Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective buttom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching At Risk Need Action Achieved agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  43. 43. How to build a solid “Scrum” culture... • Transparency exposes problems, not all of them are apparent • Without transparency trust can’t be built - Agile, Lean & Scrum enables transparency Courage • Trust fosters commitment Commitment • Success based on commitments creates courage for continuous improvement Trust Transparency agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  44. 44. How to strain for transparency? ng Part Ta lki ic ipat Expla ining ing Questioning? g! lengin Chal Ex p o s i ng C o n s e q ue n c e s agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
  45. 45. Questions? & Answers! For any further comment and or question, feel free to contact us info@agile42.com Further References: Scrum Alliance: http://www.scrumalliance.org Control Chaos: http://www.controlchaos.com Implementing Scrum: http://www.implementingscrum.com Jeff Sutherland Blog: http://jeffsutherland.com/scrum Olaf Lewitz Blog: http://hhgttg.de/blog/ agile42 Website: http://www.agile42.com/ agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.Thursday, October 11, 2012
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