1. Entering the Scrum: Taking the First Steps on
Your Agile Journey
An InformationWeek Webcast
Sponsored by

2. Webcast Logistics

3. Today’s Presenters
Armond Mehrabian
Enterprise Agile Coach and Trainer
CSP, PMP, SPC
Steve Kovsky
Contributing Editor
InformationWeek

4. Today’s Agenda
Understanding Agile
• Definitions & History
• Guiding Principles
• Thought Leadership
Adapting Agile to the Enterprise
• Agile’s Evolution
• Why Agile
Running Agile at Scale
• Challenges
• Best Practices
• Successes & Rewards

5. Enterprise Agile Outlook
“If last year saw the tipping point for agile, this year will
“If last year saw the tipping point for agile, this year will
see the blood on the boardroom carpet…”
see the blood on the boardroom carpet…”
“When clients told me of their plans to use Scrum on a $5 million
project with 400 developers in three countries I found myself
excited and a tad scared – bit like sitting in a roller coaster for the
first time.”
As agile becomes a strategic tool at the enterprise level we are going
to see some great success, often in surprising areas . . . But we are
also going to see some spectacular cock-up’s.

6. The Allure of Agile
Effectiveness of Agile software development compared to traditional approaches
Dr. Dobb's Journal

7. Scaling Agile Across the Enterprise
Armond Mehrabian
@armond_m
Enterprise Agile Coach and Trainer
CSP, PMP, SPC
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8. Poll # 1
How widely are Agile methods being used across your company?
1. Not at all
2. In some pockets
3. In the majority of projects
4. Agile is institutionalized at my company
5. I don’t know

9. Poll # 2
How would you rate your proficiency level in Agile concepts?
1. Never heard of it
2. Familiar with the concept but have no experience with it
3. I have less than a year of experience with it
4. I am a practitioner
5. I can teach it

10. ag·ile
Adjective: Able to move quickly and easily, well coordinated and adaptable
character.
Synonyms: active, nimble, quick, spry, alert
Antonym: lethargic, slow, clumsy, awkward
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11. The Manifesto for Agile
Software Development - 2011
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12. Agile Principles – The Agile Manifesto
“We are uncovering better ways of developing software by
doing it and helping others do it. Through this work we have
come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the
items on the left more”
http://www.agilemanifesto.org
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13. Thought Leadership
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14. Scaling Agility Across the
Enterprise
“A startup is a human institution
designed to deliver a new product or
service under conditions of extreme
uncertainty.
It has nothing to do with the size of the
company, sector of the economy or
industry.”
- Eric Ries
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15. Agile Process Movement Yahoo, BMC,
Google,
Enterprise Agility John Deere,
SalesForce
Agile (Adaptive)
Processes
Scrum, XP, Lean, Open UP, FDD, Crystal…
Iterative
Processes
Spiral RAD RUP…
Predictive
Process
1970 1980 1990 2000 2010
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16. Setting the Context: Why Agile?
We’ll be focusing on the question, “Why Agile?” and “How do we do it at
We’ll be focusing on the question, “Why Agile?” and “How do we do it at
scale?”
scale?”
Start Month 1 Month 2 Month 3 Month 4
Requirements
Design
Implementation
Verification
Documents Documents Unverified Code Software
Software Software Software Software Software Software Software Software
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17. Setting the Context
Scrum is the most widely used Agile frameworks for teams.
Scrum is the most widely used Agile frameworks for teams.
We’ll see how it scales to the enterprise.
We’ll see how it scales to the enterprise.
Value
Timebox
Team
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18. Lots of Scrum teams
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19. So why hasn’t it caught on in larger companies?
• Where are the management
roles:
• Product Management?
• Project Management?
• Dev/QA Management?
• Where are the Technical Specs?
• Can anything significant get
done in 2 weeks?
• How will our 500 engineers on 5
continents collaborate?
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20. The Scaled Agile Framework
The Scaled Agile Framework is a proven framework for applying Lean and Agile
practices at enterprise scale
Well codified in books and
web
Synchronizes vision, planning,
interdependencies, and
delivery of many teams
Works well for teams of 50-
100
Has been scaled to over
hundreds of teams and
thousands of people
For more info, see
ScaledAgileFramework.com
See Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise
and www.scalingsoftwareagilityblog. com
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21. The Scaled Agile Framework Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

22. The Scaled Agile Framework Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

23. Release Planning Day
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24. The Scaled Agile Framework Big
Picture
V0.81
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

25. Scaled Agile Gets Business Results
BMC Software
• We increased individual developer
and team productivity by an
estimated 20 percent to 50
percent
Source: QSM Associates Press Release, Sep 10, 2007
John Deere Intelligent Systems Group
• Field Issue resolution time: down 42%
• Warranty Expense: down 50%
• Time to production: down 20%
• Time to market: 20% faster
• Employee engagement: Up 9.8% (from 71 to 78)
Source: Chad Holdorf of John Deere, at Rally Agile Portfolio
Management Roadshow, Dallas, TX, Dec. 13, 2011

26. Real Business Benefits
“Agile turned my frown upside
“Agile turned my frown upside
down”
down” Agile teams average 37-
Agile teams average 37-
Significant increase in employee
Significant increase in employee 50% faster to market
50% faster to market
engagement
engagement − QSM research
− QSM research
-- John Deere
John Deere
Our agile teams
Our agile teams
introduced 50% less
introduced 50% less
defects into production
defects into production
We experienced a 20-50% increase in
We experienced a 20-50% increase in
− confidential
− confidential
productivity
productivity
− BMC Case Study
− BMC Case Study

27. The Scaled Lean|Agile Journey
• A company does not become a Lean|Agile
enterprise; instead, it is continuously becoming
more Lean|Agile
Lean Thinking
Enterprise
Agile Portfolio
Management and
Agile Technical Agile Architecture
Practices
Agile
Programs
Agile
Teams

28. Lean Thinking House
Product
Development
Flow
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29. Thank you for attending…
Email: amehrabian@portofinosolutions.com
Twitter: @armond_m
Dean Leffingwell Drew Jemilo
Blog: http://portofinosolutions.wordpress.com
http://www.scaledagileframework.com
http://www.scalingsoftwareagilityblog.com
Colin O’Neal Alex Yakyma
www.scaledagile.com
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30. Q&A Session
Armond Mehrabian
Enterprise Agile Coach and Trainer
CSP, PMP, SPC
Steve Kovsky
Contributing Editor
InformationWeek

31. Resources
For more information please visit:
http://www-01.ibm.com/software/rational/agile/