Lean Agile Adoption Enterprise Challenges - XP 2012

1,422 views

Published on

The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors.
This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,422
On SlideShare
0
From Embeds
0
Number of Embeds
62
Actions
Shares
0
Downloads
42
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Lean Agile Adoption Enterprise Challenges - XP 2012

  1. 1. How’d  we  do  it?   Challenges  facing  Agile  Adop5on  in  the  Enterprise  
  2. 2. 3  Purposes  Enterprise  Agile  Adop5on  
  3. 3. Social  Environment   Technical  
  4. 4. Purposes:  enterprise    agile  adop5on  SOCIAL  
  5. 5. Social  •  Poli5cs  •  Interac5ons  •  PaAerns  •  Formal  &  informal  informa5on  flow  
  6. 6. Purposes:  enterprise    agile  adop5on  TECHNICAL    
  7. 7. Technical  •  Infrastructure  •  Opera5ons  •  Product  &  project  development  •  Opera5onal  systems  •  Physical  plant  
  8. 8. Purposes:  enterprise    agile  adop5on  ENVIRONMENTAL    
  9. 9. Environmental  •  Marketplace  •  Customers  •  Geography  •  Regulatory  •  Community  •  Suppliers  
  10. 10. 3  Condi5ons  Enterprise  Agile  Adop5on  
  11. 11. Strategy  Culture   Structure  
  12. 12. Condi5ons:  enterprise    agile  adop5on  STRATEGY    
  13. 13. Strategy  •  Where  we  want  to  go  
  14. 14. Condi5ons:  enterprise    agile  adop5on  STRUCTURE    
  15. 15. Structure  •  How  we  organize  ourselves  
  16. 16. Condi5ons:  enterprise    agile  adop5on  CULTURE    
  17. 17. Culture  •  Beliefs  •  Underlying  assump5ons  •  Values  
  18. 18. Process  Enterprise  Agile  Adop5on  
  19. 19. Agile  Roadmap   Cultural Local GlobalPilot Projects Acceptation clashes changes Formalization Rollout Changes
  20. 20. Inves5ga5on  Rollout  and  Repor5ng   Evangelism  
  21. 21. Case  Studies    Enterprise  Agile  Transi5ons  
  22. 22. Domains  Manufacturing   Sport   Logic   PlaRorms   Media  Ideas  eGov  Services  
  23. 23. Domains  Manufacturing   Sport   Logic   PlaRorms   Media  Ideas  eGov  Services  
  24. 24. Domains  Manufacturing   Sport   Logic   PlaRorms   Media  Ideas  eGov  Services  
  25. 25. Domains  Manufacturing   Sport   Logic   PlaRorms   Media  Ideas  eGov  Services  
  26. 26. DADA  Manufacturing   Sport   Logic   PlaRorms   Media  Ideas  eGov  Services  
  27. 27. eGov   Services  Case  Studies  :  enterprise    agile  transi5ons  EGOV  SERVICES    
  28. 28. eGov  Services    •  Size  :  ≈150  •  Role  :  CTO  •  Enterprise  Rollout  :  All  In  •  City  :  Rome  
  29. 29. Aims  •  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Increase  Overall  Quality  •  Reduce  Issues  with  the  Customers  
  30. 30.   Launched  organiza5onal  change   program    
  31. 31.       Everyone  jumped  in  together  
  32. 32.   Created  a  dedicated,  cross-­‐func5onal   rollout  team  
  33. 33.     Posi5oned  as  a  return  to  our  core   Posi5oned  as  a  return  to  our  Core  Values     values    
  34. 34. Goals  •  Enterprise  Transi5on  in  only  6  months  •  Establish  a  Rollout  team  •  2  Kanban  teams  •  12  Scrum  teams  •  Launch  of  CoPs  
  35. 35. Challenges  •  Management  vs  Leadership  •  Business  &  Marke5ng  Depts  •  Silos  •  Mul5-­‐projects  •  Legacy  code  •  Low  Technology  Knowhow  •  Customers  
  36. 36. Metaphor   ž  Solar  System  •  teams  take  their  name  by  the  solar  system     –  Mercury   –  Venus   –  Earth   –  Mars   –  Jupiter   –  Saturn   –  Neptune    
  37. 37. Organiza5onal  Model   Quality Assurance Quality Mercury Team Jupiter Team Halley Romanian Team 1Program 1 Project 1 Project 3 Task 1 Task N Project 2 Project N Proxy Proxy Life-Cycle Management CRM Test Systems - DBA
  38. 38. Sprint  Planning  »  es5ma5on  Team  Jupiter  @  Scrummorra  
  39. 39. Daily  Work  •  Teams  cooperated  in  their  team  rooms  divided  in  the   following  areas:   •  the  Laboratory  (set  of  desks  to  allow  XP  prac5ces,  pair   programming,  osmo-c  communica-on,  etc  …)     •  the  ThinkTank  (near  the  whiteboards)   •  ALM  Servers  (Ci  &  Tes5ng  -­‐  (ie:  Venera  7,  VGer)   •  CommunicaBon  (Skipe,  video  camera,  etc  …)  ž  They  released  new  RTFs  with  a  Test  Driven  Development  &   Agile  Modeling  approach  ž  They  were  cross-­‐func5onal  and  self  organizing  
  40. 40. Results  •  A  set  of  DEV  teams  (11  Scrum  +  XP)  •  Opera5ons  team  (2  Kanban)  •  Learning  team  (Scrumban)  •  3  CoPs  
  41. 41. Manufactoring   Logic  Case  Studies  :  enterprise    agile  transi5ons  MANUFACTORING  LOGIC  
  42. 42. Manufactoring  Logic  •  Size  :  950+  •  City  :  Genoa  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  All  In  /  Rollout  
  43. 43. Aims  •  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  oriented  development  •  Manage  many  different  PLUs  •  Increase  Morale  •  Increase  Overall  Quality  •  Reduce  Issues  with  Customers  
  44. 44. Strategic  Goals  •  Enterprise  Transi5on  in  1.5  years  •  Establish  an  ETC  •  All  in  One  •  Kanban  teams  •  Scrum  Teams  •  Launch  of  CoPs  
  45. 45. Challenges  •  Management  •  Dominant  Culture  •  Business  •  Mul5-­‐project  •  Legacy  code  •  Low  Technology  Knowhow  •  Customers  
  46. 46. Firefigh5ng  culture  
  47. 47. Surviving  legacy  code  
  48. 48. Command  and  Control  
  49. 49. Blaming  culture  
  50. 50. How’d  we  do  it?   the  teams  were  not  empowered  
  51. 51. Facilita5ng  change  FIGHT  A  BLAMING  CULTURE  
  52. 52. Facilita5ng  change  DON’T  ESCAPE  FROM  PROBLEMS  
  53. 53. System  thinking  Agile  coach  son-­‐skills  categories  
  54. 54. From  a  Hierarchical  Model  …  ORGANIZATIONAL  STRUCTURE  
  55. 55. Command  &  Control  
  56. 56. …  flow  of  Commands  …  
  57. 57. …  and  Control  
  58. 58. …  to  a  Social  Network  one  ORGANIZATIONAL  STRUCTURE  
  59. 59. Takeaways  •  Mini  Kaizen  •  Prisoner  metrics  •  Coaches  camps  •  A  lot  of  other  ideas  !   hAp://www.slideshare.net/cperrone/a3-­‐kaizen-­‐heres-­‐how  
  60. 60. Results  •  More  than  12  DEV  teams  (Scrum)  •  More  than  16  teams  (Kanban)  •  4  CoPs  established  •  ETC  •  S5ll  High  Storming  •  Methodology  only  par5ally  implemented  •  Usage  of  Lean  in  Management  
  61. 61. Media   Ideas  Case  Studies  :  enterprise    agile  transi5ons  MEDIA  IDEAS  
  62. 62. Media  Ideas  •  Size  :  700+  •  City  :  Milan  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  pilots    
  63. 63. Aims  •  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  centered  development  •  Increase  Overall  Quality  
  64. 64. Strategic  Goals  •  Enterprise  Transi5on  pilot  •  Establish  an  ETC  •  1  Kanban  team  •  4  Scrum  teams  •  Establish  of  CoPs  
  65. 65. Challenges  •  Lack  of  Management  •  Dominant  Culture  •  Legacy  code  •  Very  Low  Technology  KH  •  User  Experience  •  Marke5ng  &  Business  •  Silos  
  66. 66. How’d  Complex  interdependencies  across   we  do  it?   projects  
  67. 67. How’d  we  do  it?   Handling  of  specialized  and  global   project  resources  
  68. 68. How’d  we  do  it?   Team  dynamics  
  69. 69. Forming  
  70. 70. Storming  
  71. 71. Lack  of  Leadership  
  72. 72. Lack  of  Management  
  73. 73. Lack  of  Management  
  74. 74. Management  •  False  Consensus  •  Provide  no  real  support  to  the  Adop5on   Ini5a5ve  •  No  feedback  to  the  teams  
  75. 75. Results  •  Pilot  Scrum  teams  almost  failed  •  Line  Product  team  (Kanban)  failed  •  ETC  not  started  at  all  •  CoPs  disbanded  in  few  months  
  76. 76. How’d  we  do  it?   Lean  Agile  Pilot  was  Stopped  !  
  77. 77. DOMS  Case  Studies  :  enterprise    agile  transi5ons  DOMS  
  78. 78. Doms  •  Size  :  500+  •  City  :  Florence  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  pilots  
  79. 79. Aims  •  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  centered  development  •  Increase  Morale  •  Increase  Overall  Quality  
  80. 80. Strategic  Goals  •  Learning  &  Con5nuous  Learning  •  Enterprise  Transi5on  pilot  •  Establish  an  ETC  •  Kanban  teams  •  Scrum  teams  •  Launch  ICs  •  Launch  CoPs  
  81. 81. Challenges  •  Management  •  Business  •  Legacy  code  •  Technology  KH  •  User  Experience  •  Marke5ng  
  82. 82. Enterprise  Transi5on  Community  
  83. 83. Enterprise  Transi5on  Community  
  84. 84. Enterprise  Transi5on  Community  
  85. 85. ETC  Product  Box  
  86. 86. CoP  2   IC-­‐ IC-­‐ Meth   Tech  Focus  Group     CoP  1  
  87. 87. CoP  2   IC-­‐ IC-­‐ Meth   Tech  Focus  Group     CoP  1  
  88. 88. UX   CoP   IC-­‐ IC-­‐ Meth   Tech  Focus  Group     Dev  CoP  
  89. 89. Norming  Storming  
  90. 90. Performing   Norming   Storming  
  91. 91. Lean  Agile  Tuscany  
  92. 92. Results  •  ETC  •  ICs  •  CoPs  •  Lean  Agile  Tuscany  •  Learning  organiza5on  :  AgileUX  Camp  •  Pilot  teams  (Scrum  –  Scrumban)  •  Line  Product  teams  (Kanban  –  Scrumban)  •  A3  Thinking  •  Kaizen  
  93. 93. thanks  
  94. 94. Fabio  Armani   www.open-­‐ware.org   @fabioarmani  f.armani@open-­‐ware.org  

×