Yahoo adopted Scrum in 2004 with one experimental team and gradually expanded to over 200 Scrum teams by 2008 with over 1500 employees. Key results included an average team velocity increase of 35% per year, development cost reductions of over $1 million per year, and a 100% return on investment in trainings in the first year. While 15-20% of employees did not like Scrum initially, Yahoo saw faster time to market, higher quality, and satisfied customers compared to waterfall.

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

2. Agenda
Two Case Studies
Selected Topics
Break: Beer / Wine
Q&A
2

3. Yahoo-Eurosport: 2008 Event Schedule
TDF
Euro
Paris-Dakar Tour de France
January 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, etc
3
27-Feb-12

4. 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 Scrum
Source: Gabrielle Benefield http://agilesoftwaredevelopment.com/blog/artem/lessons-yahoos-scrum-adoption
4

5. 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

6. 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 Adoption
6

7. Enterprise: Complex Environment Index
E.g. Stakeholders
1 CEO's, top management 14 Accounting firms, accountants
2 Boards, board members 15 Management institutes & networks
3 Shareholders, business owners 16 Professional associations, certifiers
4 Market analysts, investors 17 Business schools, teachers
5 Pension funds 18 Students, "new millennials"
6 Startups, entrepreneurs 19 Training firms, trainers
7 Middle management 20 Coaches, consultants & writers
8 Support, HR, Legal, Operations 21 Governments, law makers
9 Employees, knowledge workers 22 Local/regional communities
10 Unions, employee representatives 23 NGOs
11 Spouses, families 24 Virtual communities, social networks
12 Customers, end users 25 Media, journalists
13 Suppliers, business partners
7 Source: Jurgen Appelo http://www.noop.nl/2012/02/stakeholders-for-organizational-change.html

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

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

10. 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-fail
10

11. Manager’s Role in Agile Index
Managing Teams
Agile team management
Resource management
Performance management
Managing Investments
Metrics and reporting
Agile portfolio management
Managing the Environment
Internal partner management
Supplier management and outsourcing
Meta-Competency
Source: Lyssa Adkins & Michael Spayd
Organizational change http://www.scrumalliance.org/articles/103-the-managers-role-in-agile
11

12. 12 © 2007 Itecor all rights reserved
Photo: http://www.flickr.com/photos/richjay/2523182283

13. 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’ careers
13 Source: Dan Rawsthorne http://www.scrumalliance.org/articles/21-contracts-for-implementing-scrum

14. Keys to Successful
Agile Adoption
14

15. Visionary &
Champion
Christopher Colombus
15

16. Agile Champions
http://www.versionone.com/pdf/3rdAnnualStateOfAgile_FullDataReport.pdf
16

17. Sponsor
17
Queen Isabelle

18. Translation Key
Rosetta Stone
18

19. Trainer
& Coach
Coach Extraordinaire 
19

20. Show Results:
Time, $
Customer
satisfaction
20

21. Success Factors Index
Commitments from
Management
Product Owner
Scrum Team members
Scrum Master
Culture of learning: apply retrospective findings
Respect teams to be self-organizing
21

22. What Works

23. Start small,
then grow
23

24. Train, Raise Awareness
24

25. Build Organizational Support
Top Down
Bottom Up
In all directions
Horizontal at the same time
25 © Itecor all rights reserved

26. Teamwork
26

27. Align Incentives
27

28. Inspect,
Adapt
Thomas A. Edison
28 © Itecor all rights reserved

29. 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 Change
29

30. INSPECT

31. ADAPT

32. And one more thing…

33. That 10x hyper-productivity...

34. it only comes
if serious
about removing real impediments
even some sacred cows

35. COURAGE

36. Silvana Wasitova, PMP, CSM, CSP
Vevey, Switzerland
s.wasitova@itecor.com
+41 79 558 05 09
slideshare.com/wasitova
36

37. 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 games
37

38. 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 validated
Certification validated by global Scrum
by global groups of agile professionals
community
2000 hrs Project experience
No prior experience
Pre-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/