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
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
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
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
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
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?
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
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
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
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.
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
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
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
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