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Managing Large Scale Agile Transformation
 

Managing Large Scale Agile Transformation

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My invited talk at APMG Best Practices Showcase 2012 at Bangalore

My invited talk at APMG Best Practices Showcase 2012 at Bangalore

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    Managing Large Scale Agile Transformation Managing Large Scale Agile Transformation Presentation Transcript

    • Managing Large-scaleAgile Transformation Tathagat Varma, PMP, PRINCE2, CSMSr. Director, Strategic Programs and Business Ops Yahoo! India R&D
    • Discussion Topics•  What is agile really all about?•  Why is it so hard?•  ASAP Program•  What are we learning?
    • Agile Manifesto, 2001
    • DSDM Atern Principles, 2008 Focus  on  the   Deliver  on  time   Collaborate   business  need   Build   Never   incrementally   Develop   compromise   from  firm   iteratively   quality   foundations   Communicate   Demonstrate   continuously  and   control   clearly  
    • What is agile really all about? •  Empowered  individuals   •  Collaboration     Motivated   •  Democratic  decision-­‐making   Individuals   and  transparency     Self-­‐organizing         •  Shorter  feedback  cycle     x-­‐ •  Manage  changing  priorities  functional   •  Increased  productivity   Teams   Agile   Businesses   •  Higher  ROI   •  Faster  time  to  market   •  Better  User  Experience  
    • Why is it so hard?52   39 34   %Organizational  Culture   %   Resistance  to  Change   % Management  Support  
    • Our Context •  Consumer Internet space •  Critical success factors –  Innovation –  Speed –  UX •  Agility is more about results than beliefs, labels or rituals
    • Agile and Scrum Adoption Program (“ASAP”) Facilitate   Focus   Framework  • center-­‐ • “be  agile”   • generally   wide  agile   rather   label-­‐ adoption   than  “do   agnostic,   agile”   but  result-­‐ oriented  
    • The “ASAP” journey Self- Sustaining Scaling UpEstablishCredibility
    • Establish credibility•  Agile is about democratic decision-making and self-organizing teams, how can we ‘impose’ it top-down?•  Don’t preach Agile. Solve specific problem(s).•  Don’t boil the ocean. Create beachheads.•  Show real results.•  ROI ≠ $$$ Saved.•  ROI = $$$ Earned
    • Scaling UpCommunity  Internal  community  of   Org  Structure  practitioners  and  enthusiasts   Roles  and   Training   responsibilities  Expert  talk  series  –  bridge  the  gap  between   Intact  team  training   Process   Goal-­‐setting  theory  and  practice   Role-­‐specific  training   Performance   Product  Development  External  community   management   Specialized  Coaching   Process  connect   Compensation  and   Executive  Briefings   Common  Metrics   rewards   Strategy   Professional   Tools   Development  
    • Metrics Strategy “Effectiveness” “Efficiency” “Adoption”“Readiness”
    • Self-Sustaining•  Starting-up is easy; sustaining is tough!•  Strength of transformation is only tested when scaffolds are taken-off•  Implement agile practices that align with results you want
    • What are we learning?•  Credibility is extremely important•  Scaling up ≠ 100% Adoption•  If results grow, processes will sustain!•  Remember – the goal still is to deliver real business value
    • References•  The ASAP Journey – Tathagat Varma, Scrum Bangalore Meetup, 2012•  The Continuing Adventures of Yahoo’s Agile Transformation – Keith Nottonson, Agile India 2012•  State of Agile Development Survey 2011, VersionOne•  Rolling Out Agile in a Large Enterprise – Gabrielle Benefield, 2008
    • Thanks! Blog: http://managewell.net Slides: http://slideshare.net/managewell Twitter: http://twitter.com/TathagatVarmaMy Articles: http://managewell.net/?page_id=2