SWEN Oct 2012: Enterprise Transformation with Scrum

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Adopting Scrum: an enterprise transformation

Using Scrum as a Pattern Language for Enterprise Transformation

Thursday, October 11, 2012


Olaf Lewitz

Visiting Business InfluencerAgile [email protected]


mailto:[email protected]



Agile Reading Glasses



Empirical Process controlAgile is based on empirical control.Transparency, inspection and adaptation allow better processes to continually emergeOnly retrospectively it is possible to recognize successful adaptation from non successful ones



Change from this...Eliminate internal complexityEliminate human errorsEliminate project variability



... to this.

ObservationHypothesisExperiment



Pull PrincipleAgile approaches are based on pull principle which allows self-organizing teams to pull in work and knowledge as needed in order to deliver valuable quality software



PushPull

Individual TeamEnforcem

ent

Colla

borati

onCompliance

Focu

s on value



Lean ThinkingLean Thinking inspired process improvement through constant observation of the unevenness in a flow, resources or people overburdening and elimination of wasteful activities



Ove

rbur

den

(無理

: mur

i)

do not overload your

People



Unnecessary Variations(斑: mura) keep the Flow

Even



Wasteful Activities(無駄: muda)

remove non value adding

ActivitiesThursday, October 11, 2012


Iterative & IncrementalDelivering a product in subsequent iterative releases, not only improves the explicit quality of it, it also allows everybody involved in its development as well as every stakeholder, to learn better what is really needed to support a business vision



Verif

y Idea

Improve it

Add Value

Read

y it

Done!

1 2 3 4 5

Iterative & Incremental0% 100%



Every Increment:✓is inspect-able✓adds value✓it’s high quality✓it’s ready to ship



Scrum in a nutshell



Why Scrum works and when to use Scrum?



Why Scrum works

Time Box

Scrum provides a container for safe-to-fail experiments enabling exploration of the team’s and the product’s potential



Scrum is...

...a container for

Deliberateand

ContinualLearning



When does it makes sense to use Scrum?

• Scrum in its nature is targeting projects with high level of uncertainty, where requirements are not clear, or changing continuously, and in very complex environment...

• Scrum unveils its potential with teams of 7 (+/- 2) members, smaller team may experience an overhead in using Scrum, adopting XP or Crystal Methods is an option...

• Scrum is all about “Getting things done...” or the “art of the possible”. The team is responsible for itself, and commits to goals that can achieve... and this is motivating!

• Scrum is “Learning by Doing... and failing” so do not fear to fail, but focus, deliver faster and - based on the feedback - improve!



Adopting Scrum using Scrum...



Scrum Language Patterns

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



Scrum Meeting - Daily Scrum

•Problem: 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

•Problem: We want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress




Backlog

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




Enterprise Transformation

What are the problem we are facing when embracing a change? The Scrum Patterns can help approaching the change in an empirical way, and adapt to the emerging need of the organization...



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.”



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


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

• Members representing the disciplines and roles present in the organization

• Contains the Sponsor of the transition acting as Product Owner

• Members may rotate over time depending on the focus at that time

• Also Team Member may join to support Impediment removal




Strategy Tactic

Remove Impediments


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 FrameworkCommitm

entOpenness Courage

Focus

Respect




Strategy Tactic

Awareness

Remove Impediments


Marketing & Communication

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog


Success Stories

Paradigm shift: buttom-up

TOC Strategy Map





Strategy Tactic

Awareness

Remove Impediments


Effective Scrum Teams

Training Coaching

Technical Excellence

Evidence of Success

Agile Engineering Practices

Pilot Projects

Transition Team

Transition Backlog


Success Stories


TOC Strategy Map





Strategy Tactic

Awareness

Remove Impediments


Cultural Change


Training Coaching


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog

Support growth of new “Roles”


Customer & Value orientation

Complexity Thinking

Success Stories


TOC Strategy Map





Strategy Tactic

Awareness

Remove Impediments


Cultural Change

Sustainability

Internal Coaches

Building Knowledge


Training Coaching

Agile Leadership

Training Program & Career path


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog


Community of Practice



System Thinking

Success Stories


TOC Strategy Map



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



Define a Roll-Out Strategy

• Which tool to use?

• What about the one you just seen...

• How to track the Progress?

• What about using a color code, and use the Map as a “Task Board?”





Strategy Tactic

Awareness

Remove Impediments


Cultural Change

Sustainability

Internal Coaches

Building Knowledge


Training Coaching

Agile Leadership

Training Program & Career path


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog


Community of Practice



System Thinking

Success Stories


TOC Strategy Map

At Risk

AchievedNeed Action



How to build a solid “Scrum” culture...

• Transparency exposes problems, not all of them are apparent

• Without transparency trust can’t be built - Agile, Lean & Scrum enables transparency

• Trust fosters commitment

• Success based on commitments creates courage for continuous improvement

Transparency

Trust

Commitment

Courage



How to strain for transparency?

TalkingExplaining

Questioning?Challen

ging!

Exposing Consequences

Participating



Questions? & Answers!

For any further comment and or question, feel free to contact us [email protected]

Further References:

Scrum Alliance: http://www.scrumalliance.orgControl Chaos: http://www.controlchaos.com

Implementing Scrum: http://www.implementingscrum.comJeff Sutherland Blog: http://jeffsutherland.com/scrum

Olaf Lewitz Blog: http://hhgttg.de/blog/agile42 Website: http://www.agile42.com/




http://www.scrumalliance.org

http://www.scrumalliance.org

http://www.controlchaos.com

http://www.controlchaos.com

http://www.implementingscrum.com

http://www.implementingscrum.com

http://jeffsutherland.com/scrum

http://jeffsutherland.com/scrum

http://www.mountaingoatsoftware.com

http://www.mountaingoatsoftware.com

http://agilealliance.org

http://agilealliance.org