This document discusses the need for organizations to scale agility across the enterprise. It provides an overview of how one company adopted agile practices including Scrum and how they use Scrum boards and a "Scrum of Scrums" approach to increase visibility and coordination across multiple projects and teams. Practical examples of Scrum boards and a scenario are presented to demonstrate these techniques.

1. Scaling agility across the Enterprise.
Focus on visibility, consistency and keeping track of the bigger picture
David Weir – Head of Development

2. Presentation Summary
• Quick overview
• Why we needed to become Agile
• Scrum Boards – Common Pitfalls
• Scrum Boards – Quick Wins
• Practical walkthrough
• Increase visibility across the Enterprise/
Multiple Programmes
• Q&A

3. Introducing Callcredit
• More than 1000 employees in
ten locations, headquarters in
Leeds Experts in
enabling smarter
decisions, by
• Vertically split into 3 sectors:- converting clients
Credit, Marketing and Consumer. own DATA into
INFORMATION
• Serving leading companies in
Financial
Services, Telecoms, Retail, Utilitie
s and Insurance

4. Our Agile Adoption
• Since 2000 (inception) Callcredit has grown both organically and
through acquisition ( over 8 sub companies acquired in 12 years)
• Adopted a complete new restructure in 2010 to provide total
operational capability (HR, IT, Legal, Facilities) as one to the wider
group.
• In parallel to the TOM, we adopted a standard Agile delivery
approach:- DSDM
• DSDM
• More business friendly terms
• Prioritised set of requirements (M60%, S20%, C20%, W0%)
• Delivers to a fixed time, dropping scope (S&C) if necessary

5. Scrum Boards / White Boards
• Provides a focal point for the project team
• Assists the velocity
• Are we working on the right things
• What’s blocked
• What is committed / time left
• Ensures important steps are not missed
• Provides visibility……
provided that we stick to a few simple rules.

6. No Scrum board is the same

7. Examples of some of our white boards

8. Quick Win 1: Project Info
• Name of the Project or Product
• Timebox Start Date
• Timebox End Date
• Optional
• RAG
• Current Stage
• Due Date

9. Quick Win 2: Consistent Sectors
Backlog Q In Progress Q In QA Done
13 13
Derived from Timebox
Where a priority is currently in a number of
A story Where A story currently in QA
Planning decided then this shows stories are completed and Completed stories
development
Story Section
the next story to move to awaiting QA they can be
development prioritised here
ready for timebox
release
Task Section

10. Quick Win 3: Colour Coding
A
STORY
TASK
Issue
A.1 BLOCKER
A.1
A
Test Database
QA Resource Unavailable
Corrupted
As a businessto allow ............. To
Write query ambassador I want
to be able to ............ So that
be retrieved
Blocker
Issue

11. Quick Win 4: Consistent Progression
Backlog Q In Progress Q In QA Done
13 13
C F A
B
E D
G
A.5 A.1 A.3 I A.2 B A.4
B.1 B.2 B.3
D.1 D.3
D.2
E.1 E.2 E.3 E.4
F.1 F.2
G.1 G.2 G.3 G.4 G.5 E.6

12. Practical Walkthrough - Scenario
• There is a development conference in
Southampton (UK) scheduled for 4th May 2013.
We have won the exclusive catering contract
for this event.
• We must transport 2 Tonnes of bananas from
Rio (Brazil) to the Event
• We must arrive via France in order to pay the
minimal European import tax

13. Practical Walkthrough – NFR’s
• The transport must arrive before May 2013
• Bananas will only last 6 weeks unrefrigerated
• Southampton port is not used to international
trade therefore we must upgrade its
navigational aids.
• 2 Projects. Build a Boat, and Build a Lighthouse

14. The Boat Design

15. The lighthouse Design 1

16. The lighthouse Design 2

17. The lighthouse Design 3

18. The Plan

19. The Boat: Halfway checkpoint

20. The Lighthouse: Halfway Checkpoint

21. The Boat: Complete (Ahead of Schedule)

22. The lighthouse: Complete J.I.T

23. Conclusion

24. Post Implementation Review
• Boat twice as fast as expected
• The light house was delayed
• The boat was finished and released early
•
•
FUNDAMENTALLY – Each project
The daylight savings hours (march) wasn't considered
......Lots of other reasons etc.
was not concerned or visible to
Generally
• Each project acted exactly as it should have donetheir joint
one another despite to satisfy it’s own
requirements.
• Each project approached the delivery using manyLOOKING
goals– NO ONE WAS of the tried and tested
agile techniques (incl. Running their whiteboards/scrum boards as
demonstrated – this doesn't guarantee success)
• Doing right by their own project but by the programme/Enterprise
• No overarching ownership

25. Scrum of Scrums
• 9:45am daily ‘huddle’ which contains all PM’s
and other stakeholders to discuss issues/status
of the day.
• Reports on the major
issues, concerns, changes and state of every
project in a programme
• Contains key individuals who can un-block
major issues (Dev/QA/DBA/Infrastructure)

26. Our Scrum of Scrums Board

27. Project Cards
• Project Name
• Release Name
• PM Initials
• Release Date
• RAG Status
• Any associated Issues
or Blockers