agile transformation longform

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  • 1.Agile Transformation StrategyLaszlo SzalvayVP Worldwide Scrum BusinessTuesday, April 02, 2013ENTERPRISE1CLOUD DEVELOPMENTCopyright 2012 CollabNet, Inc. All Rights Reserved.

2. CollabNet Company Background Founded in 1999; Headquarters in Silicon Valley. Global offices in Singapore, Shanghai, Seoul, Tokyo,Chennai, Munich, London, Amsterdam, Seattle,Portland. Started Subversion project in 2000 50%+ Market share for Source Code Management.CollabNet named strategic leader by Gartner andForrester Founders include Brian Behlendorf (Founder ofSubversion, Apache Project, Mozilla Board member, CTOof the World Economic Forum) and Tim OReilly(founder of OReilly Media) Multiple Acquisitions along the way(VA Software, Danube, Codesion) Primary product today is called TeamForge and is builton top of Subversion 10,000 companies use our products and services2Copyright 2012 CollabNet, Inc. All Rights Reserved. 3. Agile Biz Line Drill Down Acquired in 2010 (Danube Technologies, inc) Trained over 20,000 Scrum Alliance CertifiedProfessionals 6 Full Time CSTs on staff (W2) significant thoughtleadership Conducting 100s of classes each year Authors of ScrumWorks Pro Founders include Victor Szalvay and Laszlo Szalvay Multiple awards over the years (US Small Biz Admin,Jolt) 1,600 business line customers3 Copyright 2012 CollabNet, Inc. All Rights Reserved. 4. Exercise: Why Transition to Agile?Discuss WhyLevel set your Scrum knowledge with your teammates (8 mins)4 Copyright 2012 CollabNet, Inc. All Rights Reserved. 5. Exercise: Why Transition to Agile?Share your resultsLevel set your Scrum knowledge with your teammates (4 mins)5 Copyright 2012 CollabNet, Inc. All Rights Reserved. 6. Why Transition to Agile? Better, faster, higher quality code Reduce cycle / lead times Increase frequency around incremental delivery Because what were doing isnt working Agile will help us prioritize our business goals aka afocus on ROI Helps with employee morale or turnover Helps align IT with the Business CXO led initiative.Jeff Sutherland6 Copyright 2012 CollabNet, Inc. All Rights Reserved. 7. Market trendsScrum is the Modern way to workOctober 2010 Tieto In person meeting in HelsinkiMika Koivuluoma, VP Software Development and Tools7 Copyright 2012 CollabNet, Inc. All Rights Reserved. 8. Exercise: Build Your Own Scrum Build Your Own Scrum brought to you by Adam Weisbart Level set your Scrum knowledge with your teammates (18 mins)8 Copyright 2012 CollabNet, Inc. All Rights Reserved. 9. Exercise: Build Your Own Scrum Build Your Own Scrumbrought to you by Adam Weisbart Showcase your results with the team (8 mins)9Copyright 2012 CollabNet, Inc. All Rights Reserved. 10. Roles, meetings, and artifacts Scrum is a means to an end10Copyright 2012 CollabNet, Inc. All Rights Reserved. 11. Prerequisite to Transitioning The Organization On Become a Learning Organization11 Copyright 2012 CollabNet, Inc. All Rights Reserved. 12. Exercise: How do we transition to Agile? What are two things you can change inside your own companytomorrow to enable a transformation?(8 mins)12 Copyright 2012 CollabNet, Inc. All Rights Reserved. 13. Exercise: How do we transition to Agile? Share your results Level set your Scrum knowledge with your teammates (4 mins)13 Copyright 2012 CollabNet, Inc. All Rights Reserved. 14. On Become a Learning Organization Scrum wont solve your problems. Scrum willdiscover underlying problems in your organization.Its your job as managers and executives to solve theproblems Scrum unearths using a frameworkCollabNet can teach you. Scrum doesnt work when: You believe that your organization doesnt have problems Politically or culturally you cant solve problems Scrum works when You have a learning organization. One where the leadership sees solving problems as a means to a better company. Being an Agile Business A lesson about following the batonJeff Sutherland14Copyright 2012 CollabNet, Inc. All Rights Reserved. 15. Thought Leader Perspective If your companys goal is DeMarco (Peopleware), a to become fast, management consultant, says that responsive, and agile,in todays competitive, fast-moving more efficiency is not theeconomy, managers work far less answer you need moreeffectively than before. Responding slack.to restructuring and staff reductions, managers 2002overemphasize deadlines and rush SlackTom DeMarco employees, sacrificing quality. Instead, says DeMarco, executives should encourage teamwork, discourage competition and allow training time.2001Cahners Business Information, Inc.15 Copyright 2012 CollabNet, Inc. All Rights Reserved. 16. Thought Leader PerspectiveAutonomy over time, task, team,technique led to 20% time at some of themost innovative companies in the world.2009TED ConferenceDan Pink These lessons are worthrepeating, and if morecompanies feelemboldened to follow Mr.Pinks advice, then so much In Drive, Dan Pink examines the threethe better. elements of true motivationWall Street Journal Pink is rapidly acquiringinternational guru statusHe is an engaging writer,who challenges andprovokes.Financial Times16Copyright 2012 CollabNet, Inc. All Rights Reserved. 17. Enterprise Transformation patterns Organic / Viral Transformation Strategic Transformation Accidental Transformation accidental strategic organic17 .Copyright 2012 CollabNet, Inc. All Rights Reserved. 18. Pre-Agile Client Situations Deutsche Post No traceability into software quality metrics, source code (unknown number of shadow IT projects), and no formal document organization across programs or geographies No internal development communities in place Lack of visibility at the executive level we have a long history 1,000+ projects, 6 Continents, 4,000 peopleof requirements thrash,over-committing, missedschedules, insane work DHLweeks, poor morale, and Poorly defined business line ownership resulting in requirements thrash, weak definitions of done, scope creep, and a lack of meaningful metricshigh turnover rates Lack of flexibility / time to market between IT Services, BuIT, and the Business 100 projects, 4 Continents, 1,200 people 50 Teams, 3 Continents,500+ people Amdocs ($2.5b software co.) Development efforts resulted in too much time gathering requirements, poorly defined vision, lack of Def. of Done, too much time in planning,Intel, OAP PDE group Incessant debate about the right way to do iterative development 18 teams, 3 Continents, 200 people Nokia Lack of business line ownership and integration issues 100 Teams, 3 continents, 11,500 people18Copyright 2012 CollabNet, Inc. All Rights Reserved. 19. Break19 Copyright 2012 CollabNet, Inc. All Rights Reserved. 20. Agile Adoption Patterns Establish ExpandScale Identify Pilot(s) Senior Management Alignment Facilitate enterprise communication Figure out where you are Codify Organizational today (Agile readinessUnderstanding Manage Change / Release assessment) Terminology Management Integration Metrics Security Identify Work Streams Tools Auditability Identify Training curriculum Reporting Formats Traceability (online and in-person) Establish internal and external Establish Governance Agile EvangelizingCoaching Model large project parameters (management and others) distributed project Create Forumsparameters Sr. Mgmt Engagement Gating Criteria Project Selection Criteria(What is Done) Agile Evangelizing Reduce Project cycle time ALM Platform IP Re-use / Management20Copyright 2012 CollabNet, Inc. All Rights Reserved. 21. Exercise: Pilot Project What is important inidentifying a Pilot Project?(12 mins)21 Copyright 2012 CollabNet, Inc. All Rights Reserved. 22. Exercise: Pilot Project Share your results Level set your Scrum knowledge with your teammates (8 mins)22 Copyright 2012 CollabNet, Inc. All Rights Reserved. 23. Thought Leader Perspective Kane Mar Distributed Agile is possible, but it definitely requires The Agile Scorecard, aspresented here, is a way forproject teams that have littleor no Agile experience to more experience than the determine if a project wouldlikely be successful using an average team can bring toAgile methodology. The the table (at least initially).Scorecard is a simple (and Even then, it hasnt beencrude) technique of filteringprojects from a portfolio of shown that distributed Agile projects and is not intended can succeed on a consistentas a replacement for basis. experienced advice. It may,however, provide sufficient 2005 Kane Mar, CSTadvice to get a projectstarted with Agile.23 Copyright 2012 CollabNet, Inc. All Rights Reserved. 24. Pathway to the Agile EnterpriseNon-AgileProcessStrategicAgile Exploration Coordination TransformationProject Team Definition AlignmentProject Team 1. The Exploration phase of an agile implementation is marked by interestand knowledge pursuit. 2. The Coordination phase of adoption is marked by a more organizedeffort to use Agile practices throughout the enterprise. 3. Enterprises moving into the Process Definition phase of Agile adoptionexhibit a more structured and unified approach to productdevelopment. 4. A key indication of a move towards the Strategic Alignment phase ofAgile adoption is that the organization begins to push Agile practicesand values out to the entire organization 5. The final stage of Agile adoption occurs when an enterprise hastransformed24Copyright 2012 CollabNet, Inc. All Rights Reserved. 25. Thought Leader Perspective Angela Druckman The Coordination phase is marked by experimentation with tools and practices; the Process Definition phase is a formalization of that work. The enterprise must have in place, at this point, tools that allow multiple teams working on the same project to coordinate and integrate work easily.2011 Angela Druckman, CST25Copyright 2012 CollabNet, Inc. All Rights Reserved. 26. Exercise: Pathway to the Agile Enterprise Where do you want to get to? (12 mins)26Copyright 2012 CollabNet, Inc. All Rights Reserved. 27. Exercise: Pathway to the Agile Enterprise Share your r