Adopting Scrum: an enterprise transformation

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Adopting Scrum: an enterprise transformation
Using Scrum as a Pattern Language for Enterprise Transformation

Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com

Andy Carmichael
Andrea's company is called agile42 and
if you think about it the name has some
logic to it - "agile" is the undisputed
answer to all the major questions of
software engineering (mmm...?) in the same
way that 42 is the answer to that only
slightly larger chestnut: life, the universe
and everything...

Why Agile?

Growing Software
Complexity
Software complexity in FORD vehicles
quadruplicated in 5 years
0
2.5
5
7.5
10
2005 2006 2007 2008 2009 2010
10
6
4.5
3.4
2.8
2.4
Software lines in FORD vehicles over the past 5 years
x4

Growing Software
Complexity
Compared software complexity growth in
aerospace and automotive
F-22 Raptor
F-35 Joint Strike
Boeing 787 Dreamliner
S-Class Daimler 98.6
6.5
5.7
1.7
x10

Time to Market
Due to globalization effects, and other
economical changes, the time to market over
time decreased signiﬁcantly
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
13.5 years
3
m
onths

Why does that matter?

Change from this...
Deﬁned Process, suited to produce faster

... to this.
R&D based process

Adopting Scrum using Scrum...
or not?

Enterprise Complexity
Dimensions of complexity for an organization

360°
Structure of the organization

720°
Product portfolio

1080°
Product portfolio
People and Teams

Enterprise Challenges
Going beyond the three dimensions...

Transition to Agility
• Team/People Empowerment
• Knowledge building, and
persisting
• Adaptivity to changes, ﬂexibility
• Focus on Value and Customer
• Cultural Change, paradigm shift

Adapting vs. Deﬁning
“At the University of California at Irvine, ...
they just planted grass... they waited a year
and looked at where people had made paths
in the grass and built the side walks there.”

Scrum Language Patterns
Scrum deﬁnes clear patterns to tackle speciﬁc problems: uncertainty, complexity,
unpredictability, focus, value...

Scrum Meeting - Daily
Scrum
What is the best way to control an empirical and
unpredictable process such as software development,
scientiﬁc research, artistic projects or innovative designs
where it is hard to deﬁne the artifacts to be produced and
the processes to achieve them?
From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken
Schwaber, Jeff Sutherland)

Sprint - Iteration
We want to balance the need of developers
to work undisturbed and the need for
management and the customer to see real
progress

Backlog
What is the best way to organize
the work to be done next at any
stage of the project?

Enterprise Transformation
How to deﬁne a Goal and setup a strategy to successfully transform your
organization?

Enterprise successfully
delivering with Scrum
Strategy Tactic
Top Management
Sponsorship
Evidence of
Success
Pilot Projects
TOC Strategy Map

What is a Pilot Project?
t
POT TTPOC POC POC TC TC TC TC TC
• Try the whole process end-to-end, not just the development
• Start by training the Product Owners, and through coaching identify and develop
a Product Backlog
• Train the Team when the Backlog is READY and start sprinting
• Coach the whole Scrum Team through 2-3 Sprints till the Team will be able
independent, than start with another team
• Learn from every experience and consolidate the Backlog and the approach

Strategy Tactic
Top Management
Sponsorship
Remove
Impediments
Evidence of
Success
Pilot Projects
Transition Team
Transition
Backlog
TOC Strategy Map

Transition Backlog
• Contains all the tactical actions
stemming from the Transition
Strategy
• Contains all the impediment rose
by the Scrum Teams that need
systemic intervention outside of
their responsibility
• Get’s processed by the Transition
Team, in order of priority

Transition Team
People of different Roles supporting the transition
Sponsor of the transition acting as Product Owner
Members may rotate over time (e.g.: Scrum Team
Member may join to support Impediment removal)

Strategy Tactic
Remove
Impediments
Top Management
Sponsorship
Awareness
Evidence of
Success
Pilot Projects
Transition Team
Transition
Backlog
Agile & Scrum
introduction
TOC Strategy Map

Lean, Agile or Scrum?
Lean Principles
Agile Values
Scrum FrameworkCom
m
itm
ent Openness Courage
Focus
Respect

How to build a solid “Scrum” culture...
• Scrum enables transparency into an
organization
• Without transparency trust can’t be
build
• Transparency exposes problems, not
all of them are apparent, some require
investigation
• Asking questions is often the best way
to stimulate people to “sove problems”
Transparency
Trust
Commitment
Courage

Strategy Tactic
Awareness
Remove
Impediments
Top Management
Sponsorship
Marketing &
Communication
Evidence of
Success
Pilot Projects
Transition Team
Transition
Backlog
Agile & Scrum
introduction
Success Stories
Paradigm shift:
bottom-up
TOC Strategy Map

Start to ask Questions!
Put your team into context, allow them to tell
the story... goods and bads, are all lessons
learned :-)

Marketing &
Communication
Strategy Tactic
Awareness
Remove
Impediments
Top Management
Sponsorship
Effective
Scrum Teams
Training Coaching
Technical
Excellence
Evidence of
Success
Agile Engineering
Practices
Pilot Projects
Transition Team
Transition
Backlog
Agile & Scrum
introduction
Success Stories
Paradigm shift:
bottom-up
TOC Strategy Map

Agile Engineering
Practices
Delivering fast requires new
methods... and new tools
People need to learn new
tools and new practices...

Agile Engineering
Practices
There is no “perfect” tool and there is no tool
forever...
and have the courage to leave
behind the Old tools which are
not supportive anymore

Marketing &
Communication
Strategy Tactic
Awareness
Remove
Impediments
Top Management
Sponsorship
Cultural Change
Effective
Scrum Teams
Training Coaching
Technical
Excellence
Evidence of
Success
Agile Engineering
Practices
Pilot Projects
Transition Team
Transition
Backlog
Support growth of
new “Roles”
Agile & Scrum
introduction
Customer & Value
orientation
System Thinking
Success Stories
Paradigm shift:
bottom-up
TOC Strategy Map

System Thinking
The constraints set into a system are
responsible for people behaviors into that
system

Marketing &
Communication
Strategy Tactic
Awareness
Remove
Impediments
Top Management
Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building
Knowledge
Effective
Scrum Teams
Training Coaching
Agile Leadership
Training Program
& Career path
Technical
Excellence
Evidence of
Success
Agile Engineering
Practices
Pilot Projects
Transition Team
Transition
Backlog
Support growth of
new “Roles”
Community of
Practice
Agile & Scrum
introduction
Customer & Value
orientation
System Thinking
Success Stories
Paradigm shift:
bottom-up
TOC Strategy Map

Community of Practice
Learning as Doing...
Learning as Belonging...
Learning as Becoming...
Learning as Experience

Marketing &
Communication
Strategy Tactic
Awareness
Remove
Impediments
Top Management
Sponsorship
Cultural Change
Sustainability
Internal Coaches
Building
Knowledge
Effective
Scrum Teams
Training Coaching
Agile Leadership
Training Program
& Career path
Technical
Excellence
Evidence of
Success
Agile Engineering
Practices
Pilot Projects
Transition Team
Transition
Backlog
Support growth of
new “Roles”
Community of
Practice
Agile & Scrum
introduction
Customer & Value
orientation
System Thinking
Success Stories
Paradigm shift:
bottom-up
TOC Strategy Map
At Risk
Achieved
Need Action

so what?

Conclusions
• Agile is mainstream, enterprises need
to adopt is growing
• Succeeding with one or two projects
is not the same as succeeding with
the whole enterprise
• Transitioning to agile requires a vision,
a strategy and constant and
inspection & adaptation
• Transition is a cultural change, it will
take time, and not everybody will like
it, but needs to happen :-)

Questions? & Answers!
For any further comment and or question, feel free to
contact us info@agile42.com
Further References:
Scrum Alliance: http://www.scrumalliance.org
Control Chaos: http://www.controlchaos.com
Implementing Scrum: http://www.implementingscrum.com
Jeff Sutherland Blog: http://jeffsutherland.com/scrum
Mike Cohn “User Stories”: http://www.mountaingoatsoftware.com
agile42 Website: http://www.agile42.com/

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