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ThreeStepstoTransform
fromaWaterfalltoan
Agileorg
Elad Sofer - Practical Agile - @eladsof
Onceupon:

atime…
Therewasa
companythat
developed
productsfor
thesecurity
domain
Thistaleis
abouta
security
management
platform
product
Thisproduct
grouphad
serious
business
challengesto
dealwith
P roductgrouporgstructure
Head of
Product
Group
Server
Comp 

Mgr
Client 

Comp 

Mgr
Test Mgr
Comp team
Comp TeamComp Team
(TL+team)
Comp TeamComp Team
(TL+team)
Mobile
Comp 

Mgr
Comp Team
(TL+team)
Manual

Test Team
Functional

Test Team
Non-
Functional

Test Team
Product
Mgr
Architect
Fragmentationlevel-7
Stepone:

Scrum
experiment
G etting
management
buyinwas
difficultso
wedecidedto
startsmall
Scrumteamexperiment
• Single cross functional feature team
• No team leader
• Team members volunteering
• DoD Excluded non-functional testing and
technical writing
• Experiment timeboxed for 3 month (6
sprints)
After6
sprintsthe
resultwere
outstanding
Success!
Thehuge
success
resultedin
managementbuy
inforscaling
Scrumacross
thegroup
Steptwo:

Designand
Preparation
Educatetheorganization
•2-Day Scrum training for everyone.
•1-Day Scaling Agility workshop for
managers .
•Initial product backlog refinement
workshop with all teams
Newstructure
• 7 Cross functional feature teams
• Two requirement areas (5 and 2), one in each
site (wrong!)
• Single Product Owner
• Self designing team workshop
• Change seating arrangements for co-location
DefinitionofDone
•Includes:
•Coding, Code review, Automated
functional tests, Documentation,
etc
•Does not include:
•Unit testing, Non functional tests,
Regression tests
Fragmentationlevel-7
Fragmentationlevel-3
Pendingimpediments
• Team members did not have an available channel to
communicate with customers.
• QF - Nominated the architect to own this problem.
• One of the teams had only 3 members and a team lead
• QF - We nominated a component mentor.
• Team leaders were not a good fit for the ScrumMaster
• We decided to coach them - Wrong!
• The office layout did not have enough big rooms
• We allocated each team adjacent rooms.
• Definition of Done is missing basic elements.
Stepthree:

LargeScale
Scrum
Firstthreesprints
•Implementing multiple Scrums
•Major (perceived) drop in productivity.
•Management start realizing what it
means to support a self managing team.
•Resistance to change was all over.
•Scrum masters were still “supervisors”
Pendingimpediments
•Low team maturity - amplified by SMs
behavior which resulted in a decrease in
motivation.
•Lack of skills caused “mini waterfall” in
sprint.
•Coordination and collaboration between
teams was lacking.
Pendingimpediments
•Lack of testing equipment availability.
•QA manager is puzzled about the role.
•Long & ineffective meetings
•Architect was a bottleneck for clarifying
items.
•Conflict with Sales & Marketing org that
expected Gantt charts and fixed date  content.
•Lack of synchronization between the two sites.
AndTheyKepton?
Theresultsof
thepilotteamwere
stillfreshinthe

managersmind
whichenabledthe
neededbuyinto
continue.
Stepfour:

Inspectand
adapt
Ittookusfour
sprintstostart
seeingactual
value
Cultureandprocesschanges
•Planning was done in two parts, the first
having SMs (wrong!) and PO.
•2 teams performed Planning part II
together.
•At the sprint review all teams were able
to demonstrate DONE functionality.
•Overall retrospective was held.
OverallRetrospective
•Reducing the lab resource queue size by
splitting the current lab into two
testing environments.
•Have a synchronization meeting for all
teams twice a week.
•Start a SM CoP
Aftersixmonths
•Increase in visibility, quality, motivation
•Decrease in meeting times.
•All tester have at least some dev capabilities,
No longer hiring manual testers.
•4 CoP are operating and increase consistency
across the product.
• Learning culture
Afteroneyear
•Fake SMs were either replaced or changed
their attitude.
•DoD expanded to include NFT.
•QA manager quit and role was eliminated.
•Teams communicate directly with customers.
• Decrease in delivery cycle time from 2 weeks
to less than a day.
• High percentage of coverage.
Pending challenges
• Enterprise employee evaluation
process still exists.
• Most teams fake it.
• Internal procedures prevent the team
to choose tools.
• Some teams fake it.
3 stepsfromwaterfalltoagile
1. Single team Scrum experiment
2. Preparations and Organizational design
3. Large Scale Scrum
4. Inspect and adapt.
3 stepsfromwaterfalltoagile
1. Single team Scrum experiment
1. Preparations and Organizational design
2. Large Scale Scrum
3. Inspect and adapt.
Questions?
Thankyou
Elad Sofer - Practical Agile - @eladsof

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