How to Jumpstart Enterprise Agile Adoption
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How to Jumpstart Enterprise Agile Adoption

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Want to get a jumpstart on agile adoption in your organization? Begin by leveraging a roadmap that Intuit has used for rolling out enterprise agile to its business units. While there is no single way ...

Want to get a jumpstart on agile adoption in your organization? Begin by leveraging a roadmap that Intuit has used for rolling out enterprise agile to its business units. While there is no single way to bring enterprise agile into your organization, Alan Padula describes a model that has worked repeatedly. The important first step is to create a vision of what full agile adoption looks like. Once a rich vision is created describing what people will be doing and how they will be doing it, create a roadmap, a time-sequenced plan with milestones. Each milestone has a description of everyone’s job responsibilities, the measurements to take along the way, the personal and business benefit, and the set of activities planned in order to achieve each succeeding milestone. Key transition activities include training, infrastructure, change leadership, planning, and governance. Join Alan for the jumpstart you need to successfully adopt agile in your organization.

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How to Jumpstart Enterprise Agile Adoption How to Jumpstart Enterprise Agile Adoption Document Transcript

  •     AW6 Session  6/5/2013 2:15 PM                "Enterprise Agile Adoption Jumpstart"       Presented by: Alan Padula Intuit, Inc.                   Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • Alan Padula Intuit Alan Padula is a senior software engineering process manager and agile leader at Intuit. For more than six years, Alan has led the transformation of large organizations to enterprise agile. In addition to training more than 100 internal agile coaches, he trains management on their role in agile. Alan created Intuit’s flavor of agile which integrates innovation and experimentation and drives several agile communities in the company. Prior to Intuit, he was a senior technology and business process consultant at Hewlett-Packard. Earlier responsibilities at HP included software project manager, program manager, lead engineer at HP, and consultant with R&D labs on software technology and process improvement.  
  • How To Jumpstart Enterprise Agile Adoption Alan Padula June 5, 2013 alan_padula@intuit.com Better Software and Agile Development West 2013 Las Vegas, Nevada people Agenda •  An Enterprise Agile Model •  Intuit Financial Services (IFS) Journey Line to Agile •  The Agile Mindset – “the difference that makes the difference” •  The 8-Step Kotter Model of Change •  Lessons Learned Intuit Proprietary & Confidential 1
  • An Enterprise Agile Model* • Executive Steering Committee Investment Decisions • Product Management Initiatives • Architecture • User Research Offering Level Release Level • Release Team, Deployment Team, Project Management Office, Roadmaps Team Level • Feature • Platform * Adapted from Dean Leffingwell, Agile Software Requirements 3 Intuit Proprietary & Confidential Intuit Financial Services (IFS) Agile Journey Line Launch Action Team, Learn About Agile & Design Agile for IFS Test Agile on Two Teams Coach Team Established & Trained Start Using Agile & Set Goal of Reducing Cycle Time by 20% 2009 2010 Team Overwhelmed with Feedback & Unsure of Next Steps Challenges with Training Provider & Getting the Training Content Right Completed Roll Out & Started Planning for FY12 2011 Challenges with Coach Bandwidth Attribution: roger436 Intuit Proprietary & Confidential 2
  • Where we were Best Practices Past (in te s) Sta nge u re c h a Fut ntal me c re Future Present State Not Fast Enough Intuit Proprietary & Confidential Future Vision Future State Vision 2 Past Present State Not Fast Enough …but what is “the difference that makes the difference?” Intuit Proprietary & Confidential 3
  • The  Agile  Mindset   Mindset   people 4  Values  &  12  Principles   IFS Agile Rollout: Based on Kotter’s* Framework AGILE *John P. Kotter, Leading Change Intuit Proprietary & Confidential 4
  • A Change Model to use: Kotter’s Eight Steps* Implementing & Sustaining Change 8. Make it stick 7. Don’t let up 6. Create short-term wins 5. Enable action 4. Communicate for buy-in 3. Get the vision right Engaging & Enabling the Organization Creating a Climate for Change 2. Build guiding teams 1. Increase urgency *John P. Kotter, Leading Change Intuit Proprietary & Confidential 1. Increase Urgency 10 Intuit Proprietary & Confidential 5
  • 2. Execution 4. Governance 2. Create Guiding Teams 1. Enabling 3. Assessment Intuit Proprietary & Confidential 3. Get the Vision Right Wall Street Journal Visioning Exercise 12 Intuit Proprietary & Confidential 6
  • 4. Communicate Change for Buy-In Behavior & Mindset Benefit Resistance & Response Communication Plan Recognition Plan Training Plan Resource Plan Who Sponsors 1st Level Managers Developers … etc Intuit Proprietary & Confidential 5. Enable Action: Transition Elements Current state The What Transition Elements The Evidence Measures The Why Business & Personal Value Desired State 2 Future State •  •  •  •  State Description The How Desired State 1 •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  •  Intuit Proprietary & Confidential 7
  • 5. Enable Action: Transition Elements FY10 Q4 May Jun Enabling Jul ID Teams FY11 Q1 Aug Sep Oct FY11 Q2 Nov Dec FY11 Q3 Jan Pilot ST & PO Training Feb Mar FY11 Q4 Apr May Jun Jul Create & Execute ST & PO Training Plan Pilot Release Team Trng Train all Release Team Members Create Leader Trng Plan Train all IFS Sr. Leaders PM Panel I PM Panel II Train Coaches Train coaches Performance Goals & Agile Quiz Agile Values Poster Contest Monthly Snack & Learn Sessions Execution ID tool Purchase Tool Convert Users Resource Allocation Guidelines for Different Roles to Support Agile (Rolled out team by team) Create Parallel Testg in Dev Guidelines Assessment Roll out Parallel Testing in Dev Guidelines Team by Team Define key measures & baseline Governance Launch metrics for all team (rolled out team by team) NFR process defined & tested Improve NFRs & Rollout to All Teams Create Best Practices for Business Requirements & Cascade Create Best Pract. for Tech Spec & Cascade Support External Audit Continue improving SDLC methodology & artifacts to support Agile Intuit Proprietary & Confidential 5. Enable Action: Training Plan Q1 FY11 Aug Q2 FY11 Sept Oct Nov Dec Q3 FY11 Jan Feb Mar Q4 FY11 Apr May Jun Jul Q1 FY12 Aug Sep Oct Learning Students Agile Sr. Leader Workshop Agile Manager Product Owner 15 35 55 Scrum Team 200 Release Team 125 Agile Coaches 25 Special Topics Unlimited Classroom Snack & Learns/Tech Talks Recorded Session (view later) Intuit Proprietary & Confidential 8
  • 6. Short Term Wins: “Hearts & Minds” Awareness Adoption Interest Curiosity 17 Understanding Intuit Proprietary & Confidential 7. Don’t Let Up n tio ms va Tea no g ed In ana ss k e lf-M ac oc Pr db , Se e s ble ou Fe Sta inu er nt m Co to us C us uo in nt Co 18 Intuit Proprietary & Confidential 9
  • 8. Making it Stick: Intuit Agile Coaches “Do not solve for the perfect process!” Business Value & Coach Contribution Big ROI products with the right requirements, by learning from customers & real data •  Repeatable, lower-risk projects by selecting & customizing the right process Improved quality & schedule confidence by executing the process right Greater productivity, fewer obstacles, and lower costs by doing what works & avoiding what doesn’t “Work with & support the team in achieving their project goal” Intuit Proprietary & Intuit Proprietary & Confidential Confidential 19 •  8. Making it Stick: Measuring our Status of Agile Rollout by Group Consumer Teams Some Agile Today? Scrum Team Trained? Parallel Testing in Dev? Following Resource Allocation Guidelines? Measuring Velocity? Measuring cycle time? Measuring business value? Employee Assessment of Agile Adoption Agile Coach Engagement NA NA NA Team 1 Team 2 Team 3 Team 4 NA Team 5 NA Team 6 Team 7 Team 8 Team 9 Team 10 Team 11 Team 12 Team is doing today and results look good Team is scheduled to start or is doing with success but needs to fill gaps Team is not scheduled/doing yet or is getting poor results Intuit Proprietary & Confidential 10
  • 8. Making it Stick: Self-Service Adoption Measure Score Self-Service Links Velocity 3 Sprint Burndown 4 Release Burndown 2 Task Breakdown 3 etc … 12345- Velocity Sprint Burndown Release Burndown Task Breakdown … No Charts Have it but don't look at it Have it and trying to use it Usually use it for release planning Have it, always use it, used for release planning in agile tool Intuit Proprietary & Confidential Lessons Learned •  Concentrate on promoters; less on naysayers •  Allocate action team with leader support for their time •  Invest in training and internal coaches •  Find a leader to make the rallying cry •  Find a frontline leader to drive the change •  Accept it takes a long time to make a mindset change •  Use an expert Agile coach advisor who is masterful at change leadership to drive the definition of the vision and roadmap Intuit Proprietary & Confidential 11
  • Alan Padula alan_padula@intuit.com Special Thanks to: Joumana Youssef, Intuit, Organizational Excellence Intuit Proprietary & Confidential 12