Agile transformation longform

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  • 1. Agile Transformation Strategy Laszlo Szalvay VP Worldwide Scrum Business Tuesday, April 02, 2013ENTERPRISE1 CLOUD DEVELOPMENT Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 2. CollabNet Company Background • Founded in 1999; Headquarters in Silicon Valley. • Global offices in Singapore, Shanghai, Seoul, Tokyo, Chennai, Munich, London, Amsterdam, Seattle, Portland. • Started Subversion project in 2000 • 50%+ Market share for Source Code Management. CollabNet named strategic leader by Gartner and Forrester • Founders include Brian Behlendorf (Founder of Subversion, Apache Project, Mozilla Board member, CTO of the World Economic Forum) and Tim O’Reilly (founder of O’Reilly Media) • Multiple Acquisitions along the way (VA Software, Danube, Codesion) • Primary product today is called TeamForge and is built on top of Subversion • 10,000 companies use our products and services2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 3. Agile Biz Line Drill Down • Acquired in 2010 (Danube Technologies, inc) • Trained over 20,000 Scrum Alliance Certified Professionals • 6 Full Time CSTs on staff (W2) – significant thought leadership • Conducting 100s of classes each year • Authors of ScrumWorks Pro • Founders include Victor Szalvay and Laszlo Szalvay • Multiple awards over the years (US Small Biz Admin, Jolt) • 1,600 business line customers3 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 4. Exercise: Why Transition to Agile? Discuss Why Level set your Scrum knowledge with your teammates (8 mins)4 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 5. Exercise: Why Transition to Agile? Share your results Level set your Scrum knowledge with your teammates (4 mins)5 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 6. Why Transition to Agile? • Better, faster, higher quality code • Reduce cycle / lead times • Increase frequency around incremental delivery • Because what we’re doing isn’t working • Agile will help us prioritize our business goals aka a focus on ROI • Helps with employee morale or turnover • Helps align IT with the Business • CXO led initiative. Jeff Sutherland6 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 7. Market trends“Scrum is the Modern way to work” October 2010 Tieto In person meeting in Helsinki” Mika Koivuluoma, VP Software Development and Tools7 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 8. Exercise: Build Your Own Scrum Build Your Own Scrum brought to you by Adam Weisbart Level set your Scrum knowledge with your teammates (18 mins)8 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 9. Exercise: Build Your Own Scrum Build Your Own Scrum brought to you by Adam Weisbart Showcase your results with the team (8 mins)9 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 10. Roles, meetings, and artifacts Scrum is a means to an end10 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 11. Prerequisite to Transitioning – The Organization On Become a Learning Organization11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 12. Exercise: How do we transition to Agile? What are two things you can change inside your own company tomorrow to enable a transformation? (8 mins)12 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 13. Exercise: How do we transition to Agile? Share your results Level set your Scrum knowledge with your teammates (4 mins)13 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 14. On Become a Learning Organization • Scrum won’t solve your problems. Scrum will discover underlying problems in your organization. It’s your job as managers and executives to solve the problems Scrum unearths using a framework CollabNet can teach you. • Scrum doesn’t work when: – You believe that your organization doesn’t have problems – Politically or culturally you can’t solve problems • Scrum works when – You have a learning organization. One where the leadership sees solving problems as a means to a better company. – Being an Agile Business • A lesson about following the baton Jeff Sutherland14 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 15. Thought Leader Perspective If your company’s goal is DeMarco (Peopleware), a to become fast, management consultant, says that responsive, and agile, in todays competitive, fast-moving more efficiency is not the economy, managers work far less answer – you need more effectively than before. Responding slack. to restructuring and staff reductions, managers 2002 overemphasize deadlines and rush Slack Tom DeMarco employees, sacrificing quality. Instead, says DeMarco, executives should encourage teamwork, discourage competition and allow training time. 2001 Cahners Business Information, Inc.15 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 16. Thought Leader Perspective Autonomy over time, task, team, technique led to 20% time at some of the most innovative companies in the world. 2009 TED Conference Dan Pink “These lessons are worth repeating, and if more companies feel emboldened to follow Mr. Pinks advice, then so much In Drive, Dan Pink examines the three the better.” elements of true motivation— Wall Street Journal “Pink is rapidly acquiring international guru status… He is an engaging writer, who challenges and provokes.” Financial Times16 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 17. Enterprise Transformation patterns Organic / Viral Transformation Strategic Transformation Accidental Transformation accidental strategic organic17 . Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 18. Pre-Agile Client Situations • Deutsche Post – No traceability into software quality metrics, source code (unknown number of shadow IT projects), and no formal document organization across programs or geographies – No internal development communities in place – Lack of visibility at the executive level “… we have a long history – 1,000+ projects, 6 Continents, 4,000 people of requirements thrash, over-committing, missed schedules, insane work • DHL weeks, poor morale, and – Poorly defined business line ownership resulting in requirements thrash, weak definitions of done, scope creep, and a lack of meaningful metrics high turnover rates” – Lack of flexibility / time to market between IT Services, BuIT, and the Business – 100 projects, 4 Continents, 1,200 people 50 Teams, 3 Continents, 500+ people • Amdocs ($2.5b software co.) – Development efforts resulted in too much time gathering requirements, – poorly defined vision, lack of Def. of Done, too much time in planning, Intel, OAP PDE group – Incessant debate about the “right way” to do iterative development – 18 teams, 3 Continents, 200 people • Nokia – Lack of business line ownership and integration issues – 100 Teams, 3 continents, 11,500 people18 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 19. Break19 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 20. Agile Adoption Patterns Establish Expand Scale • Identify Pilot(s) • Senior Management Alignment • Facilitate enterprise communication • Figure out where you are • Codify Organizational today (Agile readiness Understanding • Manage Change / Release assessment) • Terminology Management Integration • Metrics • Security • Identify Work Streams • Tools • Auditability • Identify Training curriculum • Reporting Formats • Traceability (online and in-person) • Establish internal and external • Establish Governance • Agile Evangelizing Coaching Model • large project parameters (management and others) • distributed project • Create Forums parameters • Sr. Mgmt Engagement • Gating Criteria • Project Selection Criteria (What is Done) • Agile Evangelizing • Reduce Project cycle time • ALM Platform • IP Re-use / Management20 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 21. Exercise: Pilot Project What is important in identifying a Pilot Project? (12 mins)21 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 22. Exercise: Pilot Project Share your results Level set your Scrum knowledge with your teammates (8 mins)22 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 23. Thought Leader Perspective – Kane Mar Distributed Agile is possible, but it definitely requires “ The Agile Scorecard, as presented here, is a way for project teams that have little or no Agile experience to more experience than the determine if a project would likely be successful using an average team can bring to Agile methodology. The the table (at least initially). Scorecard is a simple (and Even then, it hasn’t been crude) technique of filtering projects from a portfolio of shown that distributed Agile projects and is not intended can succeed on a consistent as a replacement for basis. experienced advice. It may, however, provide sufficient 2005 Kane Mar, CST advice to get a project started with Agile.23 Copyright ©2012 CollabNet, Inc. All Rights Reserved. ”
  • 24. Pathway to the Agile Enterprise… Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team 1. The Exploration phase of an agile implementation is marked by interest and knowledge pursuit. 2. The Coordination phase of adoption is marked by a more organized effort to use Agile practices throughout the enterprise. 3. Enterprises moving into the Process Definition phase of Agile adoption exhibit a more structured and unified approach to product development. 4. A key indication of a move towards the Strategic Alignment phase of Agile adoption is that the organization begins to push Agile practices and values out to the entire organization 5. The final stage of Agile adoption occurs when an enterprise has transformed24 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 25. Thought Leader Perspective – Angela Druckman The Coordination phase is marked by experimentation with tools and practices; the Process Definition phase is a formalization of that work. The enterprise must have in place, at this point, tools that allow multiple teams working on the same project to coordinate and integrate work easily. 2011 Angela Druckman, CST25 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 26. Exercise: Pathway to the Agile Enterprise Where do you want to get to? (12 mins)26 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 27. Exercise: Pathway to the Agile Enterprise Share your results Level set your Scrum knowledge with your teammates (6 mins)27 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 28. Assessment Methodology 3.5 1=F 2=D 3=C 3.0 2.5 4=B 5=A 1.7 2.628 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 29. Agile Transformation Framework Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team Non-Agile Process Strategic Agile Exploration Coordination Transformation Project Team Definition Alignment Project Team29 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 30. Post Agile Engagement 66% cycle time• Deutsche Post reduction of which – 100% secured IP control, at least 50% is – 30% increase in developer productivity attributable to – 20% IT Ops savings CollabNet’s people – Multiple Innersource communities in place and platform, nine – 800+ Projects in Flight, 6 continents, 2,000 people figure savings Interest / Growth• DHL outside of OAP PDE – Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative group – Early days – CollabNet executing against Agile Assessment, Coaching and Training – 12 projects, 100 people 200 Teams, 3 Continents, 3,500+• Amdocs ($2.5b software co.) people – Created internal Agile Center of Excellence & community based in VP level endorsements – 18 Scrum Teams established, 200 people using the CollabNet platform – Cycle time reduction of 25% Intel• Nokia – 11,500 on the CollabNet platform – 100% pure Scrum Community – the largest in the world – 100+ Teams, 3 continents, 11,500 people30 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 31. CollabNet Industry Recognition • Recognized industry leader with dozens of industry awards • Featured in best-selling books “The World is Flat” and “Wikinomics” • “Put CollabNet on your shortlist of products to consider, especially if you are considering a hosted solution, have distributed teams, utilize a variety of in- house and external resources, and want a fairly "pluggable" backbone that will provide workflow coordination.” Gartner Research • “To get ALM from IBM today, you need to buy all the tools and then the services to tie them all together. That’s much more costly than turning on CollabNet tomorrow.” Forrester Research31 . Copyright ©2012 CollabNet, Inc. All Rights Reserved.
  • 32. © 2012 CollabNet, Inc., All rights reserved. CollabNet is a trademark or registered trademark of CollabNet Inc., in the US Laszlo Szalvay and other countries. All other trademarks, brand names, or VP Worldwide Scrum Business product names belong to their respective holders. Laz@collab.net 1-971-506-7862 https://twitter.com/#!/ewok_bbq http://www.linkedin.com/in/laszloszalvay32 Copyright ©2012 CollabNet, Inc. All Rights Reserved.