Scrum: Enterprise Adoption

Scrum: Enterprise Adoption Service Knowledge Result Silvana Wasitova, CSM, CSP, PMP, ACP 13 February 2012

Agenda Two Case Studies Selected Topics Break: Beer / Wine Q&A2

Yahoo-Eurosport: 2008 Event Schedule TDF Euro Paris-Dakar Tour de FranceJanuary February March April May June Rugby 6 Nations Rolland Garros Wimbledon FOOT: Moto GP Boxing Olympic Games qualifiers Golf, Athletics, Cycling Horse Racing World Cup qualifiers Basketball Hockey, etc3 27-Feb-12

Scrum Adoption at 2004: One person experimented with scrum 2005: VP of Product Development hired Senior Director of Agile Development 2008: 3 coaches, each coaching approx. 10 scrum teams/year 200 scrum teams world wide, total approx. 1500+ employees Results in 2008: Average Team Velocity increase estimated at +35% / year, in some cases 300% - 400% Development cost reduction of over USD 1 million / year ROI on transition and trainings about 100% in first year Note: In first three years, 15-20% of people consistently DID NOT like ScrumSource: Gabrielle Benefield http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption 4

3 MONTHS Scrum vs. Waterfall: Time ToFaster Time to Market  Market  Higher Quality  Satisfied Customer Scrum Collaborative Develop & QA Results-Oriented Spec 6-10 MONTHS 9 weeks Waterfall 3 months Spec Develop & QA Updates 12 weeks 3-6 wks x wks y wks 6-10 months Sequential Process-Oriented© Silvana Wasitova

Optional Topics: Your Choice Index Challenges Fertile Conditions Role of Manager Contracts Role of Project Manager Budget Failed Adoptions Tools PMI ACP Keys to Successful Adoption6

Enterprise: Complex Environment Index E.g. Stakeholders1 CEOs, top management 14 Accounting firms, accountants2 Boards, board members 15 Management institutes & networks3 Shareholders, business owners 16 Professional associations, certifiers4 Market analysts, investors 17 Business schools, teachers5 Pension funds 18 Students, "new millennials"6 Startups, entrepreneurs 19 Training firms, trainers7 Middle management 20 Coaches, consultants & writers8 Support, HR, Legal, Operations 21 Governments, law makers9 Employees, knowledge workers 22 Local/regional communities10 Unions, employee representatives 23 NGOs11 Spouses, families 24 Virtual communities, social networks12 Customers, end users 25 Media, journalists13 Suppliers, business partners7 Source: Jurgen Appelo http://www.noop.nl/2012/02/stakeholders-for-organizational-change.html

Challenges: Barriers to Adoption Index Source: Version One 2011: http://www.versionone.com/state_of_agile_development_survey/11/8

Causes of Failed Agile Adoptions Source: Version One 2011: http://www.versionone.com/state_of_agile_development_survey/11/9

Why Agile Adoptions Fail Index 1. Ineffective use of the retrospective 2. Inability to get everyone in the planning meetings 3. Failure to pay attention to the infrastructure required 4. Bad ScrumMasters 5. Product Owner Consistently Unavailable, or too many owners who disagree 6. Reverting to Form 7. Obtaining only "Checkbook Commitments" from Executive Management 8. Teams Lacking Authority and Decision-Making Ability 9. Not Having an Onsite Evangelist for Remote Locations 10.A Culture that Does Not Support Learning 11.Embracing denial instead of the Brutal Truth Source: Jean Tabaka http://www.infoq.com/news/2007/09/why-do-agile-adoptions-fail10

Manager’s Role in Agile IndexManaging TeamsAgile team managementResource managementPerformance managementManaging InvestmentsMetrics and reportingAgile portfolio managementManaging the EnvironmentInternal partner managementSupplier management and outsourcingMeta-Competency Source: Lyssa Adkins & Michael SpaydOrganizational change http://www.scrumalliance.org/articles/103-the-managers-role-in-agile11

Fertile Conditions: Index Contract between Organization and the Scrum Team The Team promises the Stakeholders Product Owner on the team focuses on stakeholders interests will use the stakeholders’ time wisely, focusing on questions relevant to the work being done now will do quality work the best way they know how within the constraints set forth by the organization will deliver demonstrable product at the end of every sprint for review and validation by stakeholders The Organization promises The Team stakeholders (& SMEs) available to help when needed will help ScrumMaster in removing impediments will not change priorities or constraints mid-sprint without team consent being on a Scrum team will not hurt Team Members’ careers13 Source: Dan Rawsthorne http://www.scrumalliance.org/articles/21-contracts-for-implementing-scrum

Keys to Successful Agile Adoption14

Visionary & Champion Christopher Colombus15

Agile Champions http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf16

Sponsor17 Queen Isabelle

Translation Key Rosetta Stone18

Trainer & Coach Coach Extraordinaire 19

Show Results: Time, $ Customer satisfaction20

Success Factors Index Commitments from Management Product Owner Scrum Team members Scrum Master Culture of learning: apply retrospective findings Respect teams to be self-organizing21

What Works

Start small, then grow23

Train, Raise Awareness24

Teamwork26

Align Incentives27

Eight Steps to a Large Scale Change Index 1. Increase urgency 2. Build the Guiding Team 3. Get the Vision Right 4. Communicate for Buy-In 5. Empower Action 6. Create Short-term Wins 7. Don’t Let Up 8. Make Change Stick John Kotter: Leading Change29

INSPECT

And one more thing…

That 10x hyper-productivity...

it only comes if seriousabout removing real impediments even some sacred cows

COURAGE

Silvana Wasitova, PMP, CSM, CSP Vevey, Switzerland s.wasitova@itecor.com +41 79 558 05 09 slideshare.com/wasitova36

PMI ACP – Pilot in 2011 Index Agile Interest level: 7654 Applications Opened Certified 1404 Applications Submitted 827 Exam Applicantions Paid 557 Exams Taken (till Dec 2011) Practictioner 515 Certified ACP (Jan 2012); 6 in Switzerland PMI ACP scope: - Agile Manifesto values and principles - Incremental delivery, time/budget/cost estimation - Co-location/distributed teams - PMI’s Code of Ethics, - Agile frameworks and terminology: Scrum, XP, Lean, Kanban, TDD, FDD - Agile contracting methods, compliance - Innovation games37

Scrum Master® (CSM) PMI-ACP℠ Index PMI ACP Codify & certify “agile” across Purpose Clarifying & promote Scrum organizations Principles, practices and tools, Scrum Terminology & Practices techniques across agile methodologies” Content Agile Principles Scrum, Kanban, XP, lean, DSDM, TDD, ATDD etc. Goal Understanding of Scrum Broad Understanding of Agile and Lean Developed by the Scrum Alliance, Developed and independently validatedCertification validated by global Scrum by global groups of agile professionals community 2000 hrs Project experience No prior experiencePre-requisite 1500 hrs Agile experience 2 day Scrum Master class 21 hrs Agile training No-Fail exam Pass/Fail Exam Exam Administered by Scrum Alliance Administered by ProMetric 35 questions 120 questions Renew ea 3 yrs: 30 PDUs in Expiration Currently CSM does not expire Agile project management CSM typically $1000 – 3000, exam PMI Member Computer based: $335 Fees included. Can not take exam Non-Member computer based: $435 without taking class.Source: Josef Flahiff http://whitewaterprojects.com/2012/01/03/a-comparison-of-the-pmi-acpsm-and-the-certified-scrum-master/

Scrum: Enterprise Adoption

by Silvana Wasitova

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