Adopting Scrum: an enterprise transformation

Adopting Scrum: an enterprise transformation Using Scrum as a Pattern Language for Enterprise Transformation agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Andy Carmichael Andrea's company is called agile42 and if you think about it the name has some logic to it - "agile" is the undisputed answer to all the major questions of software engineering (mmm...?) in the same way that 42 is the answer to that only slightly larger chestnut: life, the universe and everything... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Software lines in FORD vehicles over the past 5 years 10 10 7.5 6 x4 5 4.5 3.4 2.8 2.4 2.5 0 2005 2006 2007 2008 2009 2010 Software complexity in FORD vehicles Growing Software quadruplicated in 5 years Complexity agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

F-22 Raptor 1.7 F-35 Joint Strike 5.7 x1 0 Boeing 787 Dreamliner 6.5 S-Class Daimler 98.6 Compared software complexity growth in Growing Software aerospace and automotive Complexity agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

.5 years 13 3 m on th s 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California Due to globalization effects, and other economical changes, the time to market over Time to Market time decreased signiﬁcantly agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Transition to Agility • Team/People Empowerment • Knowledge building, and persisting • Adaptivity to changes, ﬂexibility • Focus on Value and Customer • Cultural Change, paradigm shift agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

“At the University of California at Irvine, ... they just planted grass... they waited a year Adapting vs. Deﬁning and looked at where people had made paths in the grass and built the side walks there.” agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Scrum Language Patterns Scrum deﬁnes clear patterns to tackle speciﬁc problems: uncertainty, complexity, unpredictability, focus, value... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland) What is the best way to control an empirical and Scrum Meeting - Daily unpredictable process such as software development, scientiﬁc research, artistic projects or innovative designs Scrum where it is hard to deﬁne the artifacts to be produced and the processes to achieve them? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland) We want to balance the need of developers to work undisturbed and the need for Sprint - Iteration management and the customer to see real progress agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland) What is the best way to organize Backlog the work to be done next at any stage of the project? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Enterprise Transformation How to deﬁne a Goal and setup a strategy to successfully transform your organization? agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Top Management Sponsorship Enterprise successfully delivering with Scrum agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

What is a Pilot Project? POT POC POC POC TT TC TC TC TC TC t • Try the whole process end-to-end, not just the development • Start by training the Product Owners, and through coaching identify and develop a Product Backlog • Train the Team when the Backlog is READY and start sprinting • Coach the whole Scrum Team through 2-3 Sprints till the Team will be able independent, than start with another team • Learn from every experience and consolidate the Backlog and the approach agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Enterprise successfully delivering with Scrum agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Transition Backlog • Contains all the tactical actions stemming from the Transition Strategy • Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility • Get’s processed by the Transition Team, in order of priority agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Transition Team People of different Roles supporting the transition Sponsor of the transition acting as Product Owner Members may rotate over time (e.g.: Scrum Team Member may join to support Impediment removal) agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Lean, Agile or Scrum? Openne Re e nt s s Co urage sp e ct it m m om Focus C Scrum Framework Agile Values Lean Principles agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

How to build a solid “Scrum” culture... • Scrum enables transparency into an organization • Without transparency trust can’t be build • Transparency exposes problems, not Courage all of them are apparent, some require investigation Commitment • Asking questions is often the best way to stimulate people to “sove problems” Trust Transparency agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: bottom-up agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Put your team into context, allow them to tell the story... goods and bads, are all lessons Start to ask Questions! learned :-) agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully delivering with Scrum Success Stories Marketing & Communication Paradigm shift: Effective bottom-up Scrum Teams Agile Engineering Technical Practices Excellence Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Agile Engineering Practices Delivering fast requires new methods... and new tools People need to learn new tools and new practices... agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

and have the courage to leave behind the Old tools which are not supportive anymore There is no “perfect” tool and there is no tool Agile Engineering forever... Practices agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Success Transition Team Top Management Sponsorship Transition Remove Backlog Impediments Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

The constraints set into a system are responsible for people behaviors into that System Thinking system agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Learning as Doing... Learning as Belonging... Community of Practice Learning as Becoming... Learning as Experience agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

TOC Strategy Map Strategy Tactic Evidence of Pilot Projects Community of Agile Leadership Practice Success Internal Coaches Transition Team Building Top Management Knowledge Sponsorship Transition Sustainability Remove Backlog Impediments Training Program & Career path Agile & Scrum Awareness introduction Enterprise successfully Support growth of Cultural Change delivering with Scrum Success Stories new “Roles” Marketing & Communication Customer & Value Paradigm shift: Effective bottom-up orientation Scrum Teams Agile Engineering Technical Practices Excellence System Thinking Training Coaching At Risk Need Action Achieved agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Conclusions • Agile is mainstream, enterprises need to adopt is growing • Succeeding with one or two projects is not the same as succeeding with the whole enterprise • Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation • Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-) agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Questions? & Answers! For any further comment and or question, feel free to contact us info@agile42.com Further References: Scrum Alliance: http://www.scrumalliance.org Control Chaos: http://www.controlchaos.com Implementing Scrum: http://www.implementingscrum.com Jeff Sutherland Blog: http://jeffsutherland.com/scrum Mike Cohn “User Stories”: http://www.mountaingoatsoftware.com agile42 Website: http://www.agile42.com/ agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Adopting Scrum: an enterprise transformation

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