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Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
Adopting Scrum: an enterprise transformation
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Adopting Scrum: an enterprise transformation

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Adopting Scrum: an enterprise transformation
Consulting with Scrum FrameWork

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  • 1. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adopting Scrum: an enterprise transformation Using Scrum as a Pattern Language for Enterprise Transformation
  • 2. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Andrea Tomasini Agile Coach & Trainer andrea.tomasini@agile42.com
  • 3. 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...
  • 4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Why Agile?
  • 5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Growing Software Complexity Software complexity in FORD vehicles quadruplicated in 5 years 0 2.5 5 7.5 10 2005 2006 2007 2008 2009 2010 10 6 4.5 3.4 2.8 2.4 Software lines in FORD vehicles over the past 5 years x4
  • 6. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Growing Software Complexity Compared software complexity growth in aerospace and automotive F-22 Raptor F-35 Joint Strike Boeing 787 Dreamliner S-Class Daimler 98.6 6.5 5.7 1.7 x10
  • 7. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Time to Market Due to globalization effects, and other economical changes, the time to market over time decreased significantly Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 13.5 years 3 m onths
  • 8. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Why does that matter?
  • 9. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Change from this... Defined Process, suited to produce faster
  • 10. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. ... to this. R&D based process
  • 11. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adopting Scrum using Scrum... or not?
  • 12. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise Complexity Dimensions of complexity for an organization
  • 13. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 360° Structure of the organization
  • 14. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 720° Structure of the organization Product portfolio
  • 15. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 1080° Structure of the organization Product portfolio People and Teams
  • 16. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise Challenges Going beyond the three dimensions...
  • 17. 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
  • 18. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adapting vs. Defining “At the University of California at Irvine, ... they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
  • 19. 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...
  • 20. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Scrum Meeting - Daily Scrum What is the best way to control an empirical and unpredictable process such as software development, scientific research, artistic projects or innovative designs where it is hard to define the artifacts to be produced and the processes to achieve them? From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
  • 21. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Sprint - Iteration We want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
  • 22. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Backlog What is the best way to organize the work to be done next at any stage of the project? From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
  • 23. 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?
  • 24. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Top Management Sponsorship Evidence of Success Pilot Projects TOC Strategy Map
  • 25. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. What is a Pilot Project? t POT TTPOC POC POC TC TC TC TC TC • 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
  • 26. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Top Management Sponsorship Remove Impediments Evidence of Success Pilot Projects Transition Team Transition Backlog TOC Strategy Map
  • 27. 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
  • 28. 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)
  • 29. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Remove Impediments Top Management Sponsorship Awareness Evidence of Success Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction TOC Strategy Map
  • 30. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Lean, Agile or Scrum? Lean Principles Agile Values Scrum FrameworkCom m itm ent Openness Courage Focus Respect
  • 31. 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 all of them are apparent, some require investigation • Asking questions is often the best way to stimulate people to “sove problems” Transparency Trust Commitment Courage
  • 32. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Marketing & Communication Evidence of Success Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction Success Stories Paradigm shift: bottom-up TOC Strategy Map
  • 33. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Start to ask Questions! Put your team into context, allow them to tell the story... goods and bads, are all lessons learned :-)
  • 34. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Effective Scrum Teams Training Coaching Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction Success Stories Paradigm shift: bottom-up TOC Strategy Map
  • 35. 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...
  • 36. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Agile Engineering Practices There is no “perfect” tool and there is no tool forever... and have the courage to leave behind the Old tools which are not supportive anymore
  • 37. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Effective Scrum Teams Training Coaching Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
  • 38. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. System Thinking The constraints set into a system are responsible for people behaviors into that system
  • 39. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
  • 40. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Community of Practice Learning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience
  • 41. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
  • 42. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map At Risk Achieved Need Action
  • 43. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. so what?
  • 44. 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 :-)
  • 45. 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/

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