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ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
ADAPTing to Enterprise Agile
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ADAPTing to Enterprise Agile

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Certified Scrum trainer and author Mike Cohn shows you how to achieve a sustainable Scrum transition across an enterprise.

Certified Scrum trainer and author Mike Cohn shows you how to achieve a sustainable Scrum transition across an enterprise.

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  • 1. Copyright 2009, Mountain Goat SoftwareADAPTing to Enterprise AgileMike CohnMountain Goat Software
  • 2. Copyright 2009, Mountain Goat SoftwareSome challenges you’ll face  Mixing agile and traditional processes  Compliance issues– CMMI, SOX, ISO9001  Large scale coordination and strategicreuse within product lines  Distributed teams  Waterfallacies, agile phobias, and otherindividual resistance
  • 3. Copyright 2009, Mountain Goat Software
  • 4. Copyright 2009, Mountain Goat SoftwareA Awareness that the current approach isn’tworking.Desire to change.Ability to work in an agile manner.Promote early successes to buildmomentum and get others to follow.Transfer the impact of agile throughoutthe organization so that it sticks.DAPT
  • 5. Copyright 2009, Mountain Goat SoftwareTools for building…  Communicate that there’s a problem  Use metrics  Provide exposure to new people and experiences  Focus attention on the most important reason ortwo for adopting agileAwareness  Communicate that there’s a better way  Create a sense of urgency  Build momentum  Get the team to take agile for a test drive  Align incentives (or, at least, remove disincentives)  Address any fears  Help people let go  Don’t discredit the past  Engage everyone in the transitionDesire
  • 6. Copyright 2009, Mountain Goat Software  Provide coaching and training  Hold individuals accountable  Share information  Set reasonable targets  Just do itAbility  Publicize success stories  Take an agile safari  Attract attentionPromotion  Transfer the effects of agile beyond the currentgroup  If you don’t transfer, organizational gravity will pullyou back to the status quoTransfer
  • 7. Copyright 2009, Mountain Goat SoftwareWhy adopting agile is hard  It’s cannot be entirely bottom-up or top-down  The changes are pervasive  Best practices are dangerous  The end state is unpredictable  Must be able to measure and demonstratethe benefits of agile
  • 8. Copyright 2009, Mountain Goat SoftwareTransitioning isn’t about closing gaps  There is no end state in agile  Your influence is non-deterministic–  You don’t know how the organization will respond  Successful adopting agile is about achieving a fitwith the environment not closing gapsCurrentStateDesiredState Gaps?
  • 9. Copyright 2009, Mountain Goat SoftwareIterating Toward Agility
  • 10. Copyright 2009, Mountain Goat SoftwareEnterprise Transition Community  Creates a culture in which passion anddesire to improve thrive  Does not direct the transition effort– Provides energy, resources, support andguidance– Removes organizational impediments toagility  Encourages Improvement Communities toform
  • 11. Copyright 2009, Mountain Goat SoftwareETC members  Sponsor– From highest level at which change issupported– Not a checkbook-only commitment  Others– From any level but driven by desire to improve  Disbands when the “transition” part ofadopting agile is over
  • 12. Copyright 2009, Mountain Goat SoftwareETC responsibilities  Articulate the reasons for adopting agile  Stimulate conversation  Provide resources  Engage everyone  Set appropriate aspirations  Anticipate and address people issues andother impediments  Encourage simultaneous focus on practicesand principles
  • 13. Copyright 2009, Mountain Goat SoftwareAn ETC’s improvement backlogItem   Responsible   Note  Create an “Agile Office” whereteams can get help.Jim (CTO) to talk this up at monthlydevelopment meeting. Let’s see ifthere’s any interest.Establish an internal program fordeveloping ScrumMasters.How do we identify good internalcandidates? How do we developthem?Collect and disseminate Scrumsuccess stories in our company.SC Savannah has expressed interest inthis.Resolve dispute with facilitiesover rearranging second floorcubicles.JS Jim to talk to Ursula in facilities aboutbudget for this.Get more teams to docontinuous integration.AA Arie is going to summarize metricsfrom T-Bone project and see how manyteams he can motivate.
  • 14. Copyright 2009, Mountain Goat SoftwareImprovement communities (ICs)  Form around the passion of a smallnumber of people– Expand from there  Do the real work of improving how theorganization implements agile  Focus on goals with practical relevance  Examples:– ScrumMaster, Testing, Product Owner,Continuous Integration
  • 15. Copyright 2009, Mountain Goat SoftwareWorking on an IC  An IC works with a project team– Work is not done in an ivory tower  Most ICs work in 2–4-week iterations  Disband or refocus when goal has beenachieved
  • 16. Copyright 2009, Mountain Goat SoftwareAn IC Improvement BacklogFigure out how to identify goodcandidates to become ScrumMasters (inaddition to those who ask to participate inthis program).Establish an internal mentoring program.Develop some internal classroomtraining. Which courses? Who can teachthem? Can we license courses?Get budget for next year for externalcoaching. How many days? At whatexpected daily rate?See what we can do with local usergroups to bring in speakers.ETC Improvement Backlog…Establish an internal programfor developing ScrumMasters.…Not everything onan IC’simprovementbacklog needs totie back to theETC’s backlog
  • 17. Copyright 2009, Mountain Goat SoftwareFor more information  New book available on9 November  About getting startedwith agile/Scrum– And then getting goodat itSample chapters at:www.SucceedingWithAgile.com

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