agile transformation longform
TRANSCRIPT
1 Copyright ©2012 CollabNet, Inc. All Rights Reserved.ENTERPRISE CLOUD DEVELOPMENT
Agile Transformation Strategy
Laszlo Szalvay
VP Worldwide Scrum Business
Tuesday, April 02, 2013
2 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
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 and
Forrester
• Founders include Brian Behlendorf (Founder of
Subversion, Apache Project, Mozilla Board member, CTO
of the World Economic Forum) and Tim O’Reilly
(founder of O’Reilly Media)
• Multiple Acquisitions along the way
(VA Software, Danube, Codesion)
• Primary product today is called TeamForge and is built
on top of Subversion
• 10,000 companies use our products and services
3 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
Agile Biz Line Drill Down
• Acquired in 2010 (Danube Technologies, inc)
• Trained over 20,000 Scrum Alliance Certified
Professionals
• 6 Full Time CSTs on staff (W2) – significant thought
leadership
• 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 customers
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Discuss WhyLevel set your Scrum knowledge with your teammates (8 mins)
Exercise: Why Transition to Agile?
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Share your results
Level set your Scrum knowledge with your teammates (4 mins)
Exercise: Why Transition to Agile?
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Why Transition to Agile?
• Better, faster, higher quality code
• Reduce cycle / lead times
• Increase frequency around incremental delivery
• Because what we’re doing isn’t working
• Agile will help us prioritize our business goals aka a
focus on ROI
• Helps with employee morale or turnover
• Helps align IT with the Business
• CXO led initiative.
Jeff Sutherland
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Market trends
“Scrum is the Modern way to work” October 2010
Tieto
In person meeting in Helsinki”
Mika Koivuluoma, VP Software Development and Tools
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Build Your Own Scrumbrought to you by Adam Weisbart
Level set your Scrum knowledge with your teammates (18 mins)
Exercise: Build Your Own Scrum
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Build Your Own Scrumbrought to you by Adam Weisbart
Showcase your results with the team (8 mins)
Exercise: Build Your Own Scrum
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Roles, meetings, and artifacts
Scrum is a means to an end
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Prerequisite to Transitioning – The Organization On Become a Learning Organization
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What are two things you can change inside your own company
tomorrow to enable a transformation?
(8 mins)
Exercise: How do we transition to Agile?
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Share your results
Level set your Scrum knowledge with your teammates (4 mins)
Exercise: How do we transition to Agile?
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On Become a Learning Organization
• Scrum won’t solve your problems. Scrum will
discover underlying problems in your organization.
It’s your job as managers and executives to solve the
problems Scrum unearths using a framework
CollabNet can teach you.
• Scrum doesn’t work when:
– You believe that your organization doesn’t have
problems
– Politically or culturally you can’t 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 baton
Jeff Sutherland
15 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
Thought Leader Perspective
2002
Slack
Tom DeMarco
If your company’s goal is
to become fast,
responsive, and agile,
more efficiency is not the
answer – you need more
slack.
DeMarco (Peopleware), a
management consultant, says that
in today's competitive, fast-moving
economy, managers work far less
effectively than before. Responding
to restructuring and staff
reductions, managers
overemphasize deadlines and rush
employees, sacrificing quality.
Instead, says DeMarco, executives
should encourage teamwork,
discourage competition and allow
training time. 2001
Cahners Business Information, Inc.
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Thought Leader Perspective
2009
TED Conference
Dan Pink “These lessons are worth
repeating, and if more
companies feel
emboldened to follow Mr.
Pink's advice, then so much
the better.”Wall Street Journal
“Pink is rapidly acquiring
international guru status…
He is an engaging writer,
who challenges and
provokes.”Financial Times
In Drive, Dan Pink examines the three
elements of true motivation—
Autonomy over time, task, team,
technique led to 20% time at some of the
most innovative companies in the world.
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Enterprise Transformation patterns
.
Strategic Transformation
strategic
accidentalAccidental Transformation
organic
Organic / Viral Transformation
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• 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
– 1,000+ projects, 6 Continents, 4,000 people
• DHL
– Poorly defined business line ownership resulting in requirements thrash, weak definitions of done, scope creep, and a lack of meaningful metrics
– Lack of flexibility / time to market between IT Services, BuIT, and the Business
– 100 projects, 4 Continents, 1,200 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,
– 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 people
Pre-Agile Client Situations
“… we have a long history
of requirements thrash,
over-committing, missed
schedules, insane work
weeks, poor morale, and
high turnover rates”
50 Teams, 3 Continents,
500+ people
Intel, OAP PDE group
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Break
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Agile Adoption Patterns
Establish
• Identify Pilot(s)
• Figure out where you are
today (Agile readiness
assessment)
• Identify Work Streams
• Identify Training curriculum
(online and in-person)
• Agile Evangelizing
(management and others)
• Sr. Mgmt Engagement
Scale
• Facilitate enterprise
communication
• Manage Change / Release
Management Integration
• Security
• Auditability
• Traceability
• Establish Governance
• large project parameters
• distributed project
parameters
• Gating Criteria
(What is Done)
• Reduce Project cycle time
Expand
• Senior Management Alignment
• Codify Organizational
Understanding
• Terminology
• Metrics
• Tools
• Reporting Formats
• Establish internal and external
Coaching Model
• Create Forums
• Project Selection Criteria
• Agile Evangelizing
• ALM Platform
• IP Re-use / Management
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What is important in
identifying a Pilot Project?(12 mins)
Exercise: Pilot Project
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Share your results
Level set your Scrum knowledge with your teammates (8 mins)
Exercise: Pilot Project
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Thought Leader Perspective – Kane Mar
2005
Kane Mar, CST
Distributed Agile is possible,
but it definitely requires
more experience than the
average team can bring to
the table (at least initially).
Even then, it hasn’t been
shown that distributed Agile
can succeed on a consistent
basis.
The Agile Scorecard, as
presented here, is a way for
project teams that have little
or no Agile experience to
determine if a project would
likely be successful using an
Agile methodology. The
Scorecard is a simple (and
crude) technique of filtering
projects from a portfolio of
projects and is not intended
as a replacement for
experienced advice. It may,
however, provide sufficient
advice to get a project
started with Agile.
”
“
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Pathway to the Agile Enterprise…
Non-Agile
Project TeamExploration Coordination
Process
Definition
Strategic
AlignmentTransformation
Agile
Project Team
1. The Exploration phase of an agile implementation is marked by interest
and knowledge pursuit.
2. The Coordination phase of adoption is marked by a more organized
effort to use Agile practices throughout the enterprise.
3. Enterprises moving into the Process Definition phase of Agile adoption
exhibit a more structured and unified approach to product
development.
4. A key indication of a move towards the Strategic Alignment phase of
Agile adoption is that the organization begins to push Agile practices
and values out to the entire organization
5. The final stage of Agile adoption occurs when an enterprise has
transformed
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Thought Leader Perspective – Angela Druckman
2011
Angela Druckman, CST
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.
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Where do you want to get to?(12 mins)
Exercise: Pathway to the Agile Enterprise
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Share your results
Level set your Scrum knowledge with your teammates (6 mins)
Exercise: Pathway to the Agile Enterprise
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Assessment Methodology
3.5
3.0
2.6
1.7
2.5
1 = F
2 = D
3 = C
4 = B
5 = A
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Agile Transformation Framework
Non-Agile
Project TeamExploration Coordination
Process
Definition
Strategic
AlignmentTransformation
Agile
Project Team
Non-Agile
Project TeamExploration Coordination
Process
Definition
Strategic
AlignmentTransformation
Agile
Project Team
Non-Agile
Project TeamExploration Coordination
Process
Definition
Strategic
AlignmentTransformation
Agile
Project Team
30 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
• Deutsche Post
– 100% secured IP control,
– 30% increase in developer productivity
– 20% IT Ops savings
– Multiple Innersource communities in place
– 800+ Projects in Flight, 6 continents, 2,000 people
• DHL
– Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative
– Early days – CollabNet executing against Agile Assessment, Coaching and Training
– 12 projects, 100 people
• Amdocs ($2.5b software co.)
– Created internal Agile Center of Excellence & community based in VP level endorsements
– 18 Scrum Teams established, 200 people using the CollabNet platform
– Cycle time reduction of 25%
• Nokia
– 11,500 on the CollabNet platform
– 100% pure Scrum Community – the largest in the world
– 100+ Teams, 3 continents, 11,500 people
Post Agile Engagement 66% cycle time
reduction of which
at least 50% is
attributable to
CollabNet’s people
and platform, nine
figure savings
Interest / Growth
outside of OAP PDE
group
200 Teams, 3
Continents, 3,500+
people
Intel
31 Copyright ©2012 CollabNet, Inc. All Rights Reserved.
• Recognized industry leader with dozens of industry awards
• Featured in best-selling books “The World is Flat” and “Wikinomics”
• “Put CollabNet on your shortlist of products to consider, especially if you are
considering a hosted solution, have distributed teams, utilize a variety of in-
house and external resources, and want a fairly "pluggable" backbone that will
provide workflow coordination.” Gartner Research
• “To get ALM from IBM today, you need to buy all the tools and then the services
to tie them all together. That’s much more costly than turning on CollabNet
tomorrow.” Forrester Research
CollabNet Industry Recognition
.
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© 2012 CollabNet, Inc., All rights reserved. CollabNet is a
trademark or registered trademark of CollabNet Inc., in the US
and other countries. All other trademarks, brand names, or
product names belong to their respective holders.
Laszlo Szalvay
VP Worldwide Scrum Business
1-971-506-7862
https://twitter.com/#!/ewok_bbq
http://www.linkedin.com/in/laszloszalvay