Managing Large-Scale Agile Transformations - Experiences At Yahoo!

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  • 1.Tathagat Varma, Sr. Director, Yahoo! India

2. Yahoo! is focused on making the worlds dailyhabits more inspiring and entertaining. Bycreating highly personalized experiences for ourusers, we keep people connected to what mattersmost to them, across devices and around theworld. In turn, we create value for advertisers byconnecting them with the audiences that buildtheir businesses. 3. Our Context Consumer Internet Critical success factors Innovation Speed UX Agility is more aboutresults than beliefs,labels or rituals 4. Yahoo!s Agile Journey Jeff Sutherland presented a talk @ Yahoo! and to the leadership team in an offsite in Nov 2004. Started embracing Agile in 2004 with grassroot effort (bottoms up) Over these 8 years multiple effort along with various approaches are experimented within Yahoo! Few teams developed and excelled in agile methodologies and now helping out other teams scale agile in the organization. 5. Agile and Scrum Adoption Program (ASAP) FacilitateFocusFramework center- be label- wideagileagnostic, agile ratherbut result- adoptionthan dooriented agile 6. What is the most important part inthese two machines? The Brakes!!!They let you go faster 7. The ASAP journeySelf-Sustaining Scaling Up 2012-2014EstablishCredibility 2011-2013 2010-2012 8. Establish credibility Dont sell agile. Solve specific problem(s). Dont boil the ocean. Create beachheads. Dont make wild promises. Show real results. ROI $$$ Saved. ROI = $$$ Earned. 9. Scaling UpCommunityInternal community ofOrg Structurepractitioners andenthusiastsRoles and TrainingExpert talk series responsibilitiesbridge the gap between Goal-setting Intact team training Processtheory and practice PerformanceRole-specific trainingExternal community managementProduct Developmentconnect Specialized Coaching Process Compensation and Executive BriefingsUnconferencing rewards Common MetricsLean CoffeeStrategy Professional Development Tools 10. Metrics Strategy EffectivenessEfficiencyAdoptionReadiness 11. Decoding the Stages Effectiveness: team has a highly effective closed-loop process withability to make quick course-corrections and must now align itsperformance more clearly to it goals by constantly reviewing its currentperformance against the planned performance of the product against customersexternal definition of performance. This stage is the basic foundation forcontinuous improvement!Efficiency: team starts measuring quantitative data to plan its goals, track its progress, improve its process efficiency and eventually to plan its futureperformanceAdoption: team (includes PO and SM) starts the basic closed-loopmanagement, i.e. a PDCA cycle in which the entire team participates and thereare as many frequent checkpoints in the team and the development process as required to identify problems and take corrective actions as early as possible Readiness: team is interested to adopt some form of agile development andshows its commitment by taking the first few steps towards it, which means the basic building blocks are in place 12. From efficiency to effectiveness 13. ASAP Dashboard 14. Self-Sustaining Starting-up is easy, sustaining is tough, continuous improvement is toughest! Strength of process and transformation is only tested operating in real world Practices that bring results are likely to sustain over any prescription Achieving effective state is key to become self-sustaining 15. What are we learning? Credibility is extremely important Scaling up 100% Adoption Results talk louder than intent! 16. Its not about the method!A photographer went to asocialite party in New York.As he entered the front door,the host said I love yourpictures theyre wonderful;you must have a fantasticcamera.He said nothing until dinnerwas finished, then: That wasa wonderful dinner; you musthave a terrific stove. Sam Haskins h"p:// 17. References The ASAP Journey Tathagat Varma, Scrum Bangalore Meetup, 2012 Managing Large-Scale Agile Transformation Tathagat Varma, APMG Showcase, 2012 18. Thanks!


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