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Scrum in the Enterprise:Turning the Oil TankerPaul Goddard, CST, Agilify LtdPaulKGoddardGeoff Watts, CST, CSC, Inspect & A...
Sponsored by
“Organisational levelScrum needs to be ledfrom the top and requireschange from everyone.”“It is difficult and will causete...
A post lunch exercise• Form pairs• 1 BOSS & 1 WORKER• 2 deliverables in the room• Direct your worker to touch alternative ...
Same again…almost• Same pairs• Now everyone is a WORKER• GO!!
What is a barnacle?
A Feature Team Recipe• 15 People in 2 different components• Mix and divide into 2 new Scrum teams• 1 „online payment‟ feat...
A Restaurant of Feature Teams•   120 people in 5 cities•   Pick a few ripe POs•   Add a few days of training•   A large sp...
“He will join us or die my master” Darth Vader, The Empire Strikes Back, 1980
Thanks for listening…
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
Scrum In The Enterprise: Turning The Oil Tanker
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Scrum In The Enterprise: Turning The Oil Tanker

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Presented at the Lisbon Scrum Gathering 2011 with Geoff Watts. Discussing our experiences of attempting to do Scrum 'in the h

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  • Introduce ourselvesIndependent consultants and coaches
  • The immense size of these ships, as well as the heavy loads they carry, mean that each supertanker has enormous inertia. A crash stop maneuver (from 'full ahead' to 'full reverse') can stop a fully loaded supertanker within approximately 3kilometres, which takes about 14 minutes.The turning diameter is almost two kilometres.(These values vary according to ship size and weight, of course). Only the most experienced ship captains are permitted to train for supertankers. 
  • Why bother to change?Competitve AdvantageLots of companies being driven by concept to market times (example of tescos, sainsburys, birds eye)Speed at which products can be rivalled or even bettered
  • Why change?Starting to see companies go out of business because they can’t keep upDifferent competitors (BT’s market changed dramatically over a short period of time)Enterprises suffer at the hands of the smaller more agile start-upsChange or die
  • It’s harder to persuade PEOPLE to change. And the problem is that change is in the hands of the PEOPLE within the company.Culture eats strategy for breakfast.People need to see value in a better way of working. Better, Faster, Happier.People will only change at a point of urgency.
  • Change can be painfulResistance to change is MORE painfulWhen anxious/depressed it makes pain worseWhen people told drugs had stopped (but hadn’t) pain increasesA significant % of pain is actually the fear of the pain
  • “Yes but….we’re different.”“Yes but….we’re bigger than them”“Yes but….we’re a telco company. We don’t do software.”“Yes but….we are a globally dispersed company”“Yes but…no-one else has done it right yet”Natural pessimism. Change scares people. Larger companies have a history of many ‘change initiatives’. People remember the failures, and where a legacy of failure exists people will be more sceptical about trying something new.Yes but leads to ScrumBut – partial implementation of Scrum or soul-less Scrum.
  • Where do you start? How do you do it? Especially when nobody has already. But even if they had – no guarantee every transformation is the same.
  • Scrum – bottom Started with creative management shield – CSAMFastTrack – department wide ScrumBring them together as virtual team to share experiences and build networkTools – Borland StarTeam & Heliosdoption
  • Getting senior sponsorship – from the right person.Oil tanker captains are hugely experienced sea-goers. Inspires a 30-40 man crew on how to cope with the roughest seas.Al Noor’s 90 day edict. Came in with agile background and experience.He relied on trusted senior managers to understand his ambitions and lead by example.This causes tension – especially around products and people, and inevitably politics.Leadership through trust and empowerment – NOT through fear. Senior managers feared the change and positioned for power.Empire building – protecting their own roles rather than looking at the bigger picture (greater good).Not politician. Organ grinder not the monkey.
  • John Major
  • Organ Grinder NOT the monkey
  • It’s the crew which makes a boat more agile, not the boat itself. Agility comes from discipline and feedback.Understanding the scrum principles needs to consistent.Common vocabulary, objectives and goals.
  • Even with a great leader and a great crew, larger companies tend to need a kick-start.Coaching strategy – tug boats can kick start the turning (external experts).
  • Mixture or internal and external coaching supportTraffic light – soco, peach schnapps, blue curacao, raspberry cordial & orange juice.You can see the difference – but they compliment each other.Our coaching model is one around self-sustainability. External coaches trainer internals on how to coach. More internal coaches build momentum. Those people need time and recognition.Spreading yourself too thin in larger companies. Look for early wins from high levels of engagement from coaching support.
  • The risk of spreading yourself a bit thinTemptation to spread yourself
  • Barnacles have the largest penis to body size ratio of the animal kingdom.SEEMINGLY INNOCUOUS. INVISIBLESLOWS DOWN, GROW, MULTIPLY, HARD TO REMOVE
  • Spinning platesMultiple projects – multiple prioritiesHarder to keep them spinning once you’ve started. And hearing them hit the floor upsets people. It’s easier not to start them spinning.If people look busy then everything must be ok.
  • Individual resource managementsIndividual reward frameworkIndividual career progressionNo incentive to stay as part of a team
  • LITERALLY *EVERY* COURSE I HAVE RUN, COACHING SESSION I HAVE DONE I GET ASKED “WHAT TOOL?”TOOLS ARE GOOD - USEFULDON’T LET THEM DRIVE THE PROCESS
  • AN EX-COLLEAGUE OF MINEEVERYONE HAS SEEN IT, RE-TWEETED IT AND LAUGHED AT IT (BECAUSE THEY HAVE SEEN IT HAPPEN TOO)MOST COMPANIES DON’T GET THERE AND END UP HALF-ARSED
  • NIGEL MANSELL 91 CANADIAN GRAND PRIXONE COMPANY SET AGGRESSIVE TARGETS FOR AGILE ADOPTION *PUBLICLY* MANAGERS MEASURED ON THEM. 100% AGILE IN 2 YEARSTARGETS MUST BE MET, AND WERE MET WHILE SOME PARTS OF ORG HAD NOT HEARD OF AGILETARGETS ARE OK; AMBITIOUS TARGETS ARE OK BUT BEING AGILE IS NOT THE GOAL. IT’S NOT POSSIBLE AND IT’S FOR A REASON
  • THE LONGER AGILE REMAINS WITHIN IT....PROXIES CAN BECOME THE NORMTARGETS THAT ARE IT NOT BUSINESS FOCUSSED MAKE IT WORSE
  • THINKING WE CAN DO IT “IN HOUSE”IT’S MORE THAN A TRAINING COURSE FOR 10 OF YOUR PM’SEXPERIENCE IS PRICELESSBUILD UP YOUR OWN INTERNAL EXPERIENCE
  • EXXON VALDESEVERYWHERE I HAVE BEEN HAS HAEMORRHAGED AGILE TALENTGOOD AGILE PEOPLE ARE IN DEMAND (RECRUITERS)
  • Lack of succession planning
  • “IF YOU ARE GOING TO OUTSOURCE AND OFFSHORE, THEN SCRUM WILL HELP”BUT DON’T DO IT. IT HASN’T WORKED ANYWHERE I HAVE BEENALTHOUGH THE FIGURES WILL TELL A DIFFERENT STORY :O)IF YOU ARE GOING TO THEN ENGAGE A WHOLE TEAM WITH EXPERIENCE
  • THIS IS A NICER SLIDE THAN THE ONE I USED EARLIERVICIOUS CIRCLETHE TERM AGILE PROJECT MANAGER IS A PROBLEMNEED TO FIND ROLES FOR THE PM’S IF YOU WANT TO GET PO’S
  • WE ALL KNOW ABOUT THE CSM COURSES. GREAT INTRODUCTIONS AND IT IS WIDELY ACKNOWLEDGED THEY ARE NOT INTENDED TO CREATE SUPERSTAR SM’S IN 2 DAYSLOTS OF BAD SCRUMMASTERS OUT THERE (NOT BAD PEOPLE). JUST INEXPERIENCED, UNDER-DEVELOPEDRUNNING FOLLOW UP COURSES TO DEVELOP THOSE SOFT SKILLS
  • Generally I have had benefit from Scrum teams which were cross-functionalIt’s harder in big organisations. But the same problems exist in an organisation of only a few.Easier to get forgiveness than permissionGetting positive people to try it – early adoptersMake other want to sit up and take notice “I want a piece of that”
  • Learning points:Sense of achievementFocus on a single goal which was visible to a customerCross team learning (TDD skills were reinforced)Bugs were found and fixed earlierLess handoffs between teams
  • Tackling Barnacles: Dispersed Teams, Offshore Teams, Third party suppliers, Multiple customers…
  • Scaling the change – creating the momentumRepeat andpublicise successes.Joining the dots21CN (not specifics) – non software, bigger products, streamlining products etcIf the principles are in place and understood, the better chance you have
  • JohnKotter – eliminate no-no’s early. Only about 20% of people I have met could never be turned.If you ain’t with us, you are against us…Sometimes you can do more with less.AH.
  • Requires PatienceBigger changes take longer – the oil tanker will turnThey usually need a STRONG catalyst (desire to change)Project successes gather momentum – find a way to harness itIncrease sustainability internally (coaching) to keep the momentum
  • Transcript of "Scrum In The Enterprise: Turning The Oil Tanker"

    1. 1. Scrum in the Enterprise:Turning the Oil TankerPaul Goddard, CST, Agilify LtdPaulKGoddardGeoff Watts, CST, CSC, Inspect & Adapt Ltdgeoffcwatts
    2. 2. Sponsored by
    3. 3. “Organisational levelScrum needs to be ledfrom the top and requireschange from everyone.”“It is difficult and will causetension.”Ken SchwaberPLEASE NOTE: This isNOT Ken Schwaber.
    4. 4. A post lunch exercise• Form pairs• 1 BOSS & 1 WORKER• 2 deliverables in the room• Direct your worker to touch alternative targets AS MANY TIMES AS POSSIBLE (in 90 seconds)• Boss can only use these commands: GO, STOP, LEFT & RIGHT, FASTER, SLOWER
    5. 5. Same again…almost• Same pairs• Now everyone is a WORKER• GO!!
    6. 6. What is a barnacle?
    7. 7. A Feature Team Recipe• 15 People in 2 different components• Mix and divide into 2 new Scrum teams• 1 „online payment‟ feature• 1 „chief‟ product owner• 1 product backlog• Allow to cook for 2-3 sprints
    8. 8. A Restaurant of Feature Teams• 120 people in 5 cities• Pick a few ripe POs• Add a few days of training• A large spoonful of self-organisation• Add a blend of external & internal coaching• Mix well and roll out together• Spread the mixture into 5 pots• Cook for 3 sprints, checking constantly
    9. 9. “He will join us or die my master” Darth Vader, The Empire Strikes Back, 1980
    10. 10. Thanks for listening…
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