Scaling Agile Across the Enterprise

Entering the Scrum: Taking the First Steps on Your Agile Journey An InformationWeek Webcast Sponsored by

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Today’s Presenters Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC Steve Kovsky Contributing Editor InformationWeek

Today’s AgendaUnderstanding Agile• Definitions & History• Guiding Principles• Thought LeadershipAdapting Agile to the Enterprise• Agile’s Evolution• Why AgileRunning Agile at Scale• Challenges• Best Practices• Successes & Rewards

Enterprise Agile Outlook “If last year saw the tipping point for agile, this year will “If last year saw the tipping point for agile, this year will see the blood on the boardroom carpet…” see the blood on the boardroom carpet…” “When clients told me of their plans to use Scrum on a $5 million project with 400 developers in three countries I found myself excited and a tad scared – bit like sitting in a roller coaster for the first time.” As agile becomes a strategic tool at the enterprise level we are going to see some great success, often in surprising areas . . . But we are also going to see some spectacular cock-up’s.

The Allure of AgileEffectiveness of Agile software development compared to traditional approaches Dr. Dobbs Journal

Scaling Agile Across the Enterprise Armond Mehrabian @armond_m Enterprise Agile Coach and Trainer CSP, PMP, SPC7

Poll # 1 How widely are Agile methods being used across your company? 1. Not at all 2. In some pockets 3. In the majority of projects 4. Agile is institutionalized at my company 5. I don’t know

Poll # 2 How would you rate your proficiency level in Agile concepts? 1. Never heard of it 2. Familiar with the concept but have no experience with it 3. I have less than a year of experience with it 4. I am a practitioner 5. I can teach it

ag·ileAdjective: Able to move quickly and easily, well coordinated and adaptablecharacter.Synonyms: active, nimble, quick, spry, alertAntonym: lethargic, slow, clumsy, awkward 10

The Manifesto for AgileSoftware Development - 2011 11

Agile Principles – The Agile Manifesto “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more”http://www.agilemanifesto.org 12

Thought Leadership 13

Scaling Agility Across the Enterprise “A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. It has nothing to do with the size of the company, sector of the economy or industry.” - Eric Ries 14

Agile Process Movement Yahoo, BMC, Google, Enterprise Agility John Deere, SalesForce Agile (Adaptive) Processes Scrum, XP, Lean, Open UP, FDD, Crystal… Iterative Processes Spiral RAD RUP…PredictiveProcess 1970 1980 1990 2000 2010 15

Setting the Context: Why Agile? We’ll be focusing on the question, “Why Agile?” and “How do we do it at We’ll be focusing on the question, “Why Agile?” and “How do we do it at scale?” scale?” Start Month 1 Month 2 Month 3 Month 4 Requirements Design Implementation Verification Documents Documents Unverified Code Software Software Software Software Software Software Software Software Software 16

Setting the Context Scrum is the most widely used Agile frameworks for teams. Scrum is the most widely used Agile frameworks for teams. We’ll see how it scales to the enterprise. We’ll see how it scales to the enterprise. Value TimeboxTeam 17

Lots of Scrum teams 18

So why hasn’t it caught on in larger companies? • Where are the management roles: • Product Management? • Project Management? • Dev/QA Management? • Where are the Technical Specs? • Can anything significant get done in 2 weeks? • How will our 500 engineers on 5 continents collaborate? 19

The Scaled Agile Framework The Scaled Agile Framework is a proven framework for applying Lean and Agile practices at enterprise scale Well codified in books and web Synchronizes vision, planning, interdependencies, and delivery of many teams Works well for teams of 50- 100 Has been scaled to over hundreds of teams and thousands of people For more info, see ScaledAgileFramework.comSee Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise and www.scalingsoftwareagilityblog. com 20

The Scaled Agile Framework Big Picture V0.81See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Release Planning Day 23

The Scaled Agile Framework Big Picture V0.81See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Scaled Agile Gets Business Results BMC Software • We increased individual developer and team productivity by an estimated 20 percent to 50 percent Source: QSM Associates Press Release, Sep 10, 2007 John Deere Intelligent Systems Group • Field Issue resolution time: down 42% • Warranty Expense: down 50% • Time to production: down 20% • Time to market: 20% faster • Employee engagement: Up 9.8% (from 71 to 78) Source: Chad Holdorf of John Deere, at Rally Agile Portfolio Management Roadshow, Dallas, TX, Dec. 13, 2011

Real Business Benefits“Agile turned my frown upside“Agile turned my frown upsidedown”down” Agile teams average 37- Agile teams average 37-Significant increase in employeeSignificant increase in employee 50% faster to market 50% faster to marketengagementengagement − QSM research − QSM research-- John Deere John Deere Our agile teams Our agile teams introduced 50% less introduced 50% less defects into production defects into productionWe experienced a 20-50% increase inWe experienced a 20-50% increase in − confidential − confidentialproductivityproductivity − BMC Case Study − BMC Case Study

The Scaled Lean|Agile Journey• A company does not become a Lean|Agile enterprise; instead, it is continuously becoming more Lean|Agile Lean Thinking Enterprise Agile Portfolio Management and Agile Technical Agile Architecture Practices Agile Programs Agile Teams

Lean Thinking House Product Development Flow 28

Thank you for attending…Email: amehrabian@portofinosolutions.comTwitter: @armond_m Dean Leffingwell Drew JemiloBlog: http://portofinosolutions.wordpress.comhttp://www.scaledagileframework.comhttp://www.scalingsoftwareagilityblog.com Colin O’Neal Alex Yakyma www.scaledagile.com 29

Q&A Session Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC Steve Kovsky Contributing Editor InformationWeek

Resources For more information please visit: http://www-01.ibm.com/software/rational/agile/

Scaling Agile Across the Enterprise

by Armond Mehrabian on Jul 13, 2012

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