Strategies for Large Scale Agile Transformation

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Tries to impart some knowledge about steps for agile transformation in large organisations and business units

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  • This presentation tries to impart strategies to adopt and transform large businesses and organizations into Agile Principles and Practices.This presentation may contain materials that are procured from external sources.Please reach out to me in case you find any material that is been used infringes upon someone’s copyrights.
  • Agile not born of the dot-com eraIncremental and iterative software development has been around for a long timeMassive growth and development during the last decade.1950’s – Deming Quality CycleEVO – Evolutionary Delivery: still in use today in Europe. Short cycles of mini waterfalls.Waterfall, Royce, 19701970’s – IBM “Integration Engineering Model” was a well known iterative and incremental development approach.Scrum 1986: Source: “The New Product Development Game” by Takeuchi and Nonaka. Harvard Business Review, January 1986.XP – extreme programming.DSDM – Dynamic Systems Development Method (Mostly used in UK)AUP – Agile Unified Process (Scott Ambler)Lean – popularized in 2003 from the Toyota Production WayOthers:KaizenRUP – rational unified processUPInteraction DesignOpenUP/BasicSpiral – spiral model by Boehm (influenced XP)Methodology and mindset go hand-in-hand
  • http://www.flickr.com/photos/vxla/4266105037/sizes/z/in/photostream/Jim Highsmith’s comments about what happened on that date in that place:On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen people met to talk, ski, relax, and try to find common ground. And of course, to eat. What emerged was the Agile Software Development Manifesto.Representatives from Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the need for an alternative to documentation driven, heavyweight software development processes convened. Now, a bigger gathering of organizational anarchists would be hard to find, so what emerged from this meeting was symbolic: a Manifesto for Agile Software Development, signed by all participants. The only concern with the term agile came from Martin Fowler (a Brit for those that don’t know) who said that most Americans didn’t know how to pronounce the word “agile”. Alistair Cockburn’s initial concerns reflected the early thoughts of many participants. "I personally didn't expect that this particular group of agilites to ever agree on anything substantive." But his post-meeting feelings were also shared, "Speaking for myself, I am delighted by the final phrasing [of the Manifesto. I was surprised that the others appeared equally delighted by the final phrasing. So we did agree on something substantive."Naming ourselves "The Agile Alliance," this group of independent thinkers about software development, and sometimes competitors to each other, agreed on the Manifesto for Agile Software Development displayed on the title page http”//agilemanifesto.org.But while the Manifesto provides some specific ideas, there is a deeper theme that drives many, but not all, to be sure, members of the alliance. At the close of the two-day meeting, Bob Martin joked that he was about to make a "mushy" statement. But while tinged with humor, few disagreed with Bob’s sentiments that we all felt privileged to work with a group of people who held a set of compatible values, a set of values based on trust and respect for each other and promoting organizational models based on people, collaboration, and building the types of organizational communities in which we would want to work. At the core, Agile Methodologists are really about "mushy" stuff, about delivering good products to customers by operating in an environment that does more than talk about "people as our most important asset" but actually "acts" as if people were the most important, and lose the word "asset". So in the final analysis, the meteoric rise of interest in and sometimes tremendous criticism of Agile Methodologies is about the mushy stuff of values and culture.
  • The “Manifesto for Agile Software Development” consists of these four core values and 12 principles.
  • “Agile is an iterative and incremental (evolutionary) approach to software development which is performed in a highly collaborative manner with ‘just enough’ ceremony that produces high quality software in a cost effective and timely manner which meets the changing needs of its stake holders.”Scott AmblerAgile is:a way of developing software that is consistent with the principles of the Agile Manifestoa framework within which complex products in complex environments are developeda collective term for the principles, manifestos, tools, and best practices used to develop software that has, at its fundamental core, the ability to adapt to change and evolve throughout the lifecycle of the project
  • What does it take to become agile?This is a set of best practices for software development Scrum – follow the scrum a framework Open Workspace - To facilitate communication Executable Requirements – directly testable user stories OOAD and Patterns –Simple Design is hard! Sustainable Pace - The team needs to stay fresh to effectively produce software. Customer Team Member (otherwise known as the product owner) Small Frequent Releases Test Driven Development - Programmers write software in very small verifiable steps. Continuous Integration - Programmers integrate and test the software many times a day. Acceptance Testing - The tests demonstrate that the story is complete. Automated testing – tests of all types automated, unit, acceptance, UI, etc. Run continuously. Coding Standards - The code needs to have a common style to facilitate communicationXP – The Extreme Programming practice set is used is a pragmatic manner.Metaphor or Vision - The system metaphor provides an idea or a model for the system and a domain language. Planning Game - The customer and the development team determine the scope of the next releaseCollective Ownership - Knowledge is distributed across the team to avoid single points of failure.Pair Programming – Collaboration and code reviewUser Story - A User Story represents a feature of the system. Refactoring - Refactoring is the process of keeping the design clean incrementally.Simple Design - The design is kept as simple as possible. Only implement code for things that are needed.
  • See: “Empirical Software Engineering” by K Molokken and M Jorgensen. 2003 International Symposium on Environmental Standards for Electronics. Digital Object Identifier: 10.1109/ISESE.2003.1237981Most projects encounter effort and/or schedule overruns. Why? Formal estimation models: no evidence that these produce more accurate estimates (I.e. Cocomo: Basic COCOMO is a static, single-valued model that computes software development effort (and cost) as a function of program size expressed in estimated lines of code). Do customers buy lines of code? Add in complexity that isn’t required. Teams lack a solid and agreed upon definition of what it means to be done with a requirement.Agile is an empirical process model which recognizes that software by its nature cannot be completely known in advance. Why do requirements change? Because they can – software is tractable (changeable) Because markets change Software is often has a high degree of novelty – “never been done before” type stuff Because new knowledge is gained during the project Because customers don’t know what they want – even though they think they do Because customers aren’t good at describing what they want – but they know it when they see it Because needs changeThe numbers run between 60% to 80%, depending on the source (see http://www.stsc.hill.af.mil/crosstalk/1997/07/maintenance.asp for George Stark, of the MITRE Corporation). Writing the wrong software results in bloated code and feature bases, dramatically increasing TCO Even if you did a wonderful job delivering high quality software, there is going to be on-going “maintenance” to address changing and new needs. Software spends most of its life in maintenance therefore it needs to be initially developed with “changeable” as one of its primary characteristics. A piece of software that is difficult to change will not be used for very long – generally.Source: “Empirical Software Engineering” by K. Molokken and M. Jorgensen, 2003Source: Gartner, 2006Source: George Stark, MITRE Corporation,www.stsc.hill.af.mil/crosstalk/1997/07/maintenance.asp
  • The longer it takes to find a defect, the more it costs to fix it.Scott Ambler, at http://www.ambysoft.com/essays/whyAgileWorksFeedback.html then maps some popular development methodologies on this curve to show the effectiveness of many popular techniques.Agile techniques are on the good, left-hand side; the more traditional waterfall techniques occupy the bad, right-hand side.
  • Standish Group, 1994 Chaos Report: 222% schedule overrun in 1994 Standish Group, 2000 Chaos Report: 63% schedule overrun in 2000 Standish Group, 2005 Chaos Report: 84% schedule overrun in 2004 Another widely accepted number is 100%.See Capers Jones “Software Estimating Rules of Thumb” and “Applied Software Measurements.”Why? We can’t define all of the requirements up front We have no way to manage emerging requirements We have silos in our organizations (no cross functional teams with daily interaction and participation from the business) The waterfall fantasy: analyze a problem, design a solution, develop that solution, then test to validate. Do we find bugs in the solution? New or misunderstood requirements? Is it possible to get every detail right in one pass?Why do we spend effort and money on the wrong features? Subconsciously, we add add needless complexity. Unclear requirements; have to make assumptions about the requirements actually mean. Unclear definition of done.
  • See David Anderson, experience report at Agile Conference 2005, given in Denver, CO. (see http://www.agilemanagement.net/Articles/Papers/Agile_2005_Paper_DJA_v1_6.pdf) Work only on features customers want/need; eliminates 2/3 of work currently being done Add in 85% reduction in overhead Agile offers compared with heavyweight waterfall/CMMI process Deliver projects on time, on budget, and deliver higher quality code
  • Strategies for Large Scale Agile Transformation

    1. 1. Strategies forLarge Scale AgileTransformation
    2. 2. Agenda• Phase 1 – Introduction and Why Agile– Identify the need for change– Apprise Executive Management on Agile Organizations• Phase 2 – Familiarize Current Picture– Gauge current state of affairs– Propose the change and ways to measure impact• Phase 3 - In-Detail on Principles and Practices– Apprise Team– Identify and Impart Trainings• Phase 4 – Applying Principles and Practices– Select Pilot Project– Showcase agile principles and methods in practice– Challenges– Next Steps• Phase 5 – Inspect and Adapt
    3. 3. Introduction
    4. 4. How Did We Get Here?Incremental and iterative development has been around for along time.1960s 1970s 1980s 1986 1990s 1991 2000s 2001 2003EVO SpiralModelScrumFirst CoinedXPDSDMRUPScrumFormalizedAUP Agile LeanWaterfallDefinedTime Line
    5. 5. February 2001 Snowbird, Utah• 17 proponents of iterative, incremental and lightweightmethods• They agreed on values based on trust and respect• The Agile Alliance formed• The Agile Manifesto written
    6. 6. Agile ManifestoWeareuncoveringbetterwaysofdeveloping softwarebydoingitandhelpingothersdoit.Throughthisworkwehavecometovalue:• Individualsandinteractionsoverprocessesandtools• Workingsoftwareovercomprehensivedocumentation• Customercollaborationovercontractnegotiation• RespondingtochangeoverfollowingaplanWhilethereisvalueintheitemson theright,wevaluetheitemsontheleftmore.
    7. 7. “Agile” is …• a way of developing software that is consistentwith the principles of the Agile Manifesto• a framework within which complex products incomplex environments are developed• the ability to adapt to change and evolvethroughout the lifecycle of the project
    8. 8. Agile PracticesScrumAutomated Testing Open WorkspaceTest Driven DevelopmentExecutable RequirementsXPSmall Frequent Releases Coding StandardsOOAD and PatternsCustomer Team MemberAcceptance Testing Sustainable Pace
    9. 9. Why Agile?
    10. 10. Usage of Featuresand FunctionsAlways7%Often13%Sometimes16%Rarely19%Never45%Source: Standish Group Study of 2000 projects at 1000companiesUsage of Features and Functions In Typical System
    11. 11. More Bad News…• 66%1 ofprojectssignificantlyoverruntheirbudget.• 70%2 ofdefectsinproductionareintroducedintherequirementsstage• 70%3 ofthetotalcostofownershipforsoftwareismaintenance.
    12. 12. Lower Cost of Change By High Quality Software
    13. 13. Effectiveness of standard “Waterfall” methods1. Source: Standish Group, 2005 Chaos Report2. Source: J. Johnson, Keynote speech, XP 2002 Italy• Theaverageprojectexceedsitsscheduleby84%1• 64%2offeaturesdeliveredareneverused.
    14. 14. What Businesses are interested in:• Delivering fewer defects• Delivering what the customer wants• Open communication with the customer• Being trusted by your customer• Showing working software frequently• Having control over the way you work• Understanding who is supposed to do what• Working at a sustainable pace• Finding more satisfaction in your work
    15. 15. Agile is a Response to• Too many artifacts• Too much documentation• Inflexible plans• Late, over budget and buggy software• Not delivering what the customer wants
    16. 16. Business Case for Agile• Quicker to Market• Better Understanding of Customer Needs• Higher Customer Satisfaction• Lower Risk Through Early Discoveries• Lower Risk by Delivering Incrementally• Higher Return On Investment• Accelerates ROI• Progress is Measured by Actual Working SoftwareThereisan85%overheadreductiongoingtoanAgilemodel
    17. 17. Paradigm Shift(Changing a “mass manufacturing, assembly line” mindset to an “innovative, new-product” mindset)
    18. 18. Acceptance TestDriven Development(ExecutableRequirements)AutomatedIntegration Testing(Interface DrivenHigh Level Design)Unit TestDriven Design(Low Level Design)Unit TestDriven Development(Implementation)V-Model to I-Model(Changing a “waterfall” verification and validation testing mindset to test-driven defect prevention mindset)
    19. 19. Agile Adoption Trends
    20. 20. Global Agile Adoption Trend
    21. 21. Benefits of adoption Agile
    22. 22. Agile Adoption-IndiaDemographics of Agile Adoption.Source: Agile Adoption India SurveyReport 2011 ThoughtworksFactors Influencing Agile AdoptionSource: Agile Adoption India Survey Report 2011ThoughtworksReported by economic times 6th Aug 2012
    23. 23. Scrum Leading Agile Transformation Globally
    24. 24. Agile Organizations
    25. 25. Agile Organizations• Cross-functional teams aligned directly tosolve business problems• Products• Features• Programs• Components• Services• Business Capabilities
    26. 26. Agile Organizations• Clear voice of the business and a willingnessto make tradeoffs to meet time and costconstraints• Highly engaged product ownership• Willingness to deal with reality• Focus on maximizing value and reducing risk
    27. 27. Agile Organizations• Individual empowerment and sharedaccountability for outcomes• Establish boundaries and ownership but empowerwithin those boundaries• Teams own outcomes not activities
    28. 28. Agile Organizations• Disciplined attention to technical excellenceand product quality• Technical excellence stabilizes the requirementsdelivery function
    29. 29. Agile Organizations• Predictable, accountable, able to consistentlymake and meet commitments• Teams have the ability to consistently do what they saythey are going to do• Predictable agile teams are the foundational elementof a predictable agile enterprise
    30. 30. Agile Adoption andTransformation Journey
    31. 31. Adoption vs. Transformation• First... Let’s understand the two terms that oftenused interchangeably– Agile Adoption is about what we do...practices, tools, techniques, ceremonies, and habits– Agile Transformation is about who we are...reflected in both the structure of the organizationand who we are as people• For long term success organizations need both adoption andtransformation
    32. 32. Adoption vs. Transformation• Second... we want clearly explain the three majorfocus areas that must be addressed• Organizational Structure is about how you create teamsand how you organize them• Agile Practice is about the methods and tools you chooseto introduce• People and Culture is about changing hearts and minds ofthe individuals in the organization– All three aspects are essential to sustain agility of anyorganization
    33. 33. Incremental vs. Iterative• Third... we want introduce the notion thatintroducing Agile is an iterative and incrementalprocess for you organization• Iterative is when parts of the system are developed atdifferent times and integrated as they are completed• Incremental is when you go back over parts of the systemmaking improvements– The strategy is to increment the organization bybuilding teams and iterate the teams over time
    34. 34. Adoption/Transformation Cycle• Incrementing and Iterating the AgileEnterprise– Change physical structures and introduce teams– Teach people new practices and ways of working– Help people internalize the value system
    35. 35. Adoption/Transformation Cycle• Organizational Transformation– Establish top to bottom structure and roadmap– Incrementally make changes and establish teams– Define policies and working agreements betweenteams
    36. 36. Adoption/Transformation Cycle• Adopting Practices– Sprint planning, daily stand-ups, productreviews, and retrospectives– Identify and train a Product Owner and ScrumMaster– Teach TDD, CI, Story Maps, and MMF
    37. 37. Adoption/Transformation Cycle• Personal Transformation– Develop an ability to deal with uncertainty andadaptation– Help people work toward common organizationalgoals– Help foster empathy, trust, and teamwork
    38. 38. Common Anti-Patterns• Establishing teams without breaking downthe strict functional silos and rigid roledefinitions• Running daily standup meetings thatdevolve into status updates for the projectmanager• Coming back from Agile training only to findthat there is no way to form agile teams andno interest in agile
    39. 39. Understanding Current State ofAffairs
    40. 40. Understanding Current State of Affairs• Management Engagement• Team Engagement• Measure Current Process Maturity• SWOT Analysis
    41. 41. Management/Leadership Engagement• Engage with mid-level to upper level managers• Talk to them to understand on how they perceivegeneral work trends and issues/concerns andcurrent state of affairs• Create openings for collaboration• Attend as many currently running meetings aspossible• Just Listen – Don’t offer any suggestions orsolutions
    42. 42. Team Engagement• Engage with teams on the shop floor• Talk to as much individual team members ongeneral work trends and issues/concerns andsolutions, if any• Create rapport with teams• Attend as many currently running meetings aspossible• Just Listen – Don’t offer any suggestions orsolutions
    43. 43. Measure Current Process Maturity• Engineering Processes (Quality ManagementSystem)• Engineering Practices• Compliance to Mandatory Regulations(FDA, SFDA, etc.)
    44. 44. SWOT Matrix• Prepare SWOT Matrix to find out– Areas of strength– Areas for improvement– New opportunities/practices to adopt– Threats if not adapted to changing environmentw.r.t business
    45. 45. Results
    46. 46. Current State of Affairs• Inorganically grown organization• Waterfall + iterative model for development• Specialised teams for each function(Development, Testing, ProductManagement, etc.)• Teams are always busy with new programs ormaintaining existing ones
    47. 47. Other Challenges• Persistent customer complaints w.r.t quality andperformance of the products• Significant cost and schedule overrun• Silos• No clear understanding of progress made• No common processes followed• Frequently changing requirements• Most time spent on fire fighting• High attrition rates
    48. 48. Solution
    49. 49. Proposed Solution• Adopt Agile principles and practices to have short-cycled releases to facilitate instant/early feedback fromCustomers• Invite selected customers for demos and pilotprograms to build trust and transparentcommunication• Encourage and incentivise cross-team communicationand collaboration• Provide and environment conducive of collaborativedevelopment (as proposed by Agile principles)• Create Product Owners with responsibility for the ROIof the product lines
    50. 50. Which Agile Practices to Adopt• Scrum– Lightweight Framework for Program/ProductManagement– Very minimal prescriptions– Importance to Customer value generation all the time• XP (eXtreme Programming)– Solid engineering practices and principles• Portions of UP (Unified Process)– Enhances product vision and goals for betterexecution of business strategy and goals (long andshort term)
    51. 51. Why Scrum• Widely adopted agile practice• Promotes Short-cycle releases instead of big-bang releases– Thereby increases opportunity for early customer feedback andimprovement opportunities• Bring in the concept of Product Owner (PO)– Responsible for product life cycle and ROI• Promotes the idea of Potentially Shippable Product Increments(PSPI)• Promotes Iterative development (called Sprints)– Short, time-boxed delivery of mutually agreed items between teamand PO.• Requires cross-functional teams (Dev+Test+Product Management)– Breaks the silos and creates a multi-talented teams capable of tacklingbusiness priorities
    52. 52. Why Scrum• Moots the concept of self-managed teams– Places the job of estimating tasks and feature into the people whoactually develops them– Improved estimates• Team only picks items/features that are clear andunambiguous• Requires Prod. Mgr ( or Product Owner) to constantlyreprioritise requirements (product backlog) according tochanging business needs• Promotes minimal upfront design so as to improve scalabilityand minimised impact of requirement changes down the line• Promotes review and retrospection of the iterationscompleted to improve practices and process
    53. 53. Why XP• Promotes a set of Engineering Practices that willenhance productivity and quality of the productsdeveloped– TDD (Test Driven Development)– Pair Programming (detects and help to remove codedefects very early)– CI (Continuous Integration) to make sure code qualityis maintained– Refactoring to remove any technical debts• Inline with agile principles and complementsScrum framework
    54. 54. Why UP (Unified Process)• Establish product and release vision– Helpful in prioritising requirement for a release– Helps to identify the targeted customer base w.r.t arelease• Agile Modelling– Helps to have an overall architectural design in mind– Brings in architectural clarity w.r.t items chosen for agiven iteration– Helps in measuring architectural impact of changed ornew requirements brought into the release
    55. 55. Rollout
    56. 56. Proposed steps for Rollout – Principles and Practices• Ensure Executive buy-in• Implement Scrum as program/productmanagement framework• Introduce XP Engineering practices• Small, incremental rollout is proposed• Identify pilot product to implement the agileprinciples and practices– Create cross-functional, co-located teams– Create open workspace for better collaboration
    57. 57. Pilot Rollout
    58. 58. Pilot Rollout – Trainings• Agile and Scrum trainings for the entire team– Developers– Testers– Product Owner/Product Manager– Identify Scrum Master(s)– Requirements writing (Stories, Use Cases)– Estimation Techniques• Relative Estimation Technique• Story point Estimates• Planning Poker
    59. 59. Pilot Rollout – Trainings• Engineering Practices Trainings– Test Driven Development– Writing Unit Test Cases– CI tools (Hudson, CruiseControl, etc.)– Configuration Management Tools (ClearCase, SVN,etc.)– Architectural best practices– Automated Testing (functional, performance, andsome GUI)– Automated Build Management including automatedtesting (unit and functional)
    60. 60. Pilot Rollout – Product Development• Coach PO and teams on how to plan releases• Includes– Vision Workshop– Identify the release timeframe and requirements thatneed to be implemented– Prioritize the requirements (user stories)– Estimate requirements– Participated by Team, PO, Scrum Master, stakeholders(if any)– Product Backlog Creation
    61. 61. Pilot Rollout – Product Development• Coaching teams on Sprint Planning• Includes– Tactical development plan– Team commitment– User Stories are broken down into tasks– “Definition of Done”
    62. 62. Pilot Rollout – Product Development• Coaching teams on Daily Planning– Shared accountability– Daily adjustments– Generates burndown metrics
    63. 63. Product Backlog: Organized, Prioritized RequestsSprint 1ReleasePlanningSession 1Sprint 2Sprint 3Sprint 4Sprint 5Releasable CodeReleasePlanningSession 2Release 1Agile Process Flow
    64. 64. Tracking Progress
    65. 65. Pilot Rollout – Tracking Progress• Collect Metrics– Velocity (number of story points delivered periteration)– Sprint Burndown (tasks completion rate in aniteration)– Release Burndown (stories/features completionrate)
    66. 66. Pilot Rollout – Tracking Progress• Identify improvement opportunities bydiscussing the metrics with teams– Improving estimation techniques– Improving requirements/user stories– Improving technical skills– Improving physical assets of the team, etc.• Elicit suggestions from team for improvement• Assist teams in implementing the suggestionsby talking to appropriate stakeholders
    67. 67. Some Challenges
    68. 68. Pilot Rollout – Challenges• High cost of training and related changes inthe organisational structure• Fear of Loss of productivity during the pilotphase• Executive Leadership push for all-out rollout ofagile practices• Training vs. implementation of Agile andScrum principles and Practices• New methods for estimation (Story points)
    69. 69. Pilot Rollout – Challenges• Management expectation of high/improvedproductivity from first iteration itself• Low productivity during initial iterations(sprints) induces low morale and confidenceamong teams and management• Push back/inertia from existing teammembers against Scrum and Agile adoption
    70. 70. Pilot Rollout – Resolving Challenges• Reiterating the value-based delivery model ofagile• Clear upfront communication about “reduced”productivity during initial stages of adoption• Hand-holding team whenever and wherevernecessary to allay any doubts they might havew.r.t agile and scrum practices• Explain the importance of organisational changeand the associated cost• On-the-shop floor coaching and mentoring
    71. 71. Pilot Rollout – Resolving Challenges• Regular executive updates on adoptionprogress, challenges, and resolution to sustainthe confidence level• Progress towards less-intrusive coaching andmentoring by creating scrum masters andtechnical experts to carry forward themomentum• Targeted sessions on different aspects of projectand product management w.r.t agile and scrum
    72. 72. Pilot Rollout – Resolving Challenges• Technical Colloquium to find and mootreusability across product lines– Facilitated by Chief/Enterprise Architect– Can result in creating a platform approachedowned and developed by different teams asrequired– Explore newer architectural best practices thatcould be adopted to reduce overall developmentcost
    73. 73. Pilot Rollout – Resolving Challenges• Impart trainings and touch-points to improve– Technical, functional, and domain expertise withinteams– Cross-pollination via short sessions of differentproduct lines and their applicability in the market• Open Workspace– Improved collaboration– Reduce email clutter
    74. 74. Pilot Rollout – Resolving Challenges• Weekly Architects’ Round-up– Identify common components/code– Continual design (means ahead of next sprint)• Daily Scrum-of-Scrum– SMs of all teams to share update with each other– Identify common problems– Fix or escalate
    75. 75. Pilot Rollout – Resolving Challenges• Monthly Product Management Round-up– To recalibrate the product backlogs according to changingbusiness priorities and release content according to teamvelocity• Monthly deep dive– To be done with Business Leadership/stakeholders– To identify and escalate any issues that need leadershipintervention or help– To be done by scrum masters of each team
    76. 76. Next Steps
    77. 77. Next Steps• Introspect on the outcome of the pilot rolloutwith executive management and seniorleadership• Explain the metrics, areas of improvement,and future plan• Secure buy-in from the business stakeholdersfor continued rollout
    78. 78. Next Steps• With the help of executive management, select teamsthat need to transformed next– Big bang is still not preferred as we have 40+ teams acrossmultiple sites– Make sure to include a multi-site team for transformation• Introduce Large scale Agile transformation using Scrumfor multi-site teams• Repeat Phase 2 (if necessary, else start from Phase 3)through phase 5• Inspect and adapt practices as and whentransformation progresses
    79. 79. Sustaining the Change
    80. 80. Rollout – Sustaining the Change• Regular executive updates on adoptionprogress, challenges, and resolution of issues tosustain the confidence level• Progress towards less-intrusive coaching andmentoring by creating internal coaches, scrummasters and technical experts to carry forwardthe transformation• Targeted sessions on different aspects of projectand product management w.r.t agile and scrum
    81. 81. Thank youExciting new transitions
    82. 82. Appendix• The contents of this material was influencedby below mentioned people– Craig Larman – his work, teachings, and bookshave inspired the section on multi-site scaling ofScrum– Mike Cottmeyer – his ideas were adopted in theagile organization and transformation journeysections

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