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Agile Transitions

Things to consider before you start

6.10.2011 - Agile Tour Vilnius 2011


Why Agile?


Growing Software Complexity

Software complexity in FORD vehicles quadrupled in 5 years

0

2,5

5

7,5

10

2005 2006 2007 2008 2009 2010

10

6

4,5

3,42,8

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

http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code/0




Time to MarketDue 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 months


Change from this... Production-based process


... to this. R&D based process


Agile Transitions


Common problems when doing transitions

• No compelling reason for change

• Lack of communication

• Focus on changing process, structure etc instead of behavior

• No room for failures

• Management and leadership not willing to change themselves

• Only training and no coaching

• Nothing changes if nothing changes

• Not making the process transparent and meaningful to the individual - WIIFM

• And many more...


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.”


A “process” for transitions

• Establish a reason for the transition

• Create a transition team

• Develop a vision and strategy

• Communicate the vision

• Empower people to change

• Generate quickly some success

• Don’t let up

• Anchor new approach in the culture

Based on Leading Change by John Kotter


Strategy Map

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


Strategic Objective(s)Description of a desired outcome with key differentiators

Strategic Objective

Strategy Map



Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints or Targets

Strategic Objective

Possible Success Factor


Strategy Map



Possible Success FactorsBrainstorm as many possible factors that will contribute to successfully delivering the objective. Factors may include:‣ Skills or Capabilities‣ Relationships or Interactions‣ Constraints or Targets

Necessary ConditionsMinimum actions or deliverables needed to deliver just enough of a PSF. May contain nested NCs until an actionable backlog items are identified.

Strategic Objective



Necessary Condition

Necessary Condition

Necessary Condition

Necessary Condition

Strategy Map


Things to consider in a transition

What might be part of a transition


Enterprise successfully delivering with Scrum

Top Management Sponsorship

Evidence of Success

Pilot Projects

Strategy Map


Pilot Project

• 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 independent, than start with another team

• Learn from every experience and consolidate the Backlog and the approach




Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Strategy Map


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 people may join to support Impediment removal




Remove Impediments

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

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



Remove Impediments


Awareness

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog

Agile & Scrum introduction

Strategy Map


Lean, Agile or Scrum?

Lean PrinciplesAgile Values

Scrum FrameworkCommitm

entOpenness Courage

Focus

Respect



Awareness

Remove Impediments


Marketing & Communication

Evidence of Success

Pilot Projects

Transition Team

Transition Backlog


Success Stories

Strategy Map


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



Awareness

Remove Impediments



Evidence of Success

Pilot Projects

Transition Team

Transition Backlog


Success Stories

Paradigm shift: bottom-up

Strategy Map




Awareness

Remove Impediments


Effective Scrum Teams

Evidence of Success

Agile Engineering Practices

Pilot Projects

Transition Team

Transition Backlog


Success Stories


Strategy Map



Delivering fast requires new methods... and new tools

People need to learn new tools and new 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




Awareness

Remove Impediments



Coaching

Evidence of Success


Pilot Projects

Transition Team

Transition Backlog


Success Stories


Strategy Map


Coaching

• Coaching mostly the Product Owners, ScrumMasters and management

• Focus on changing behavior

• Guiding people to a solution instead of giving one

• Asking powerful questions and giving feedback

• Coaching coaches




Awareness

Remove Impediments



Training Coaching

Technical Excellence

Evidence of Success


Pilot Projects

Transition Team

Transition Backlog


Success Stories


Strategy Map




Awareness

Remove Impediments


Cultural Change


Training Coaching


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog

Support growth of new “Roles”


Customer & Value orientation

Success Stories


Strategy Map




Awareness

Remove Impediments


Cultural Change


Training Coaching


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog




System Thinking

Success Stories


Strategy Map


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




Awareness

Remove Impediments


Cultural Change

Sustainability

Building Knowledge


Training Coaching


Evidence of Success


Pilot Projects

Transition Team

Transition Backlog


Community of Practice



System Thinking

Success Stories


Strategy Map


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




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


Strategy Map


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?

• You can contact me at:

• email: [email protected]

• twitter: @lasseziegler

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Assessment

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mailto:[email protected]

mailto:[email protected]