agile transformation longform

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


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


Discuss WhyLevel set your Scrum knowledge with your teammates (8 mins)

Exercise: Why Transition to Agile?


Share your results

Level set your Scrum knowledge with your teammates (4 mins)

Exercise: Why Transition to Agile?


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


Market trends

“Scrum is the Modern way to work” October 2010

Tieto

In person meeting in Helsinki”

Mika Koivuluoma, VP Software Development and Tools


Build Your Own Scrumbrought to you by Adam Weisbart


Exercise: Build Your Own Scrum


Build Your Own Scrumbrought to you by Adam Weisbart

Showcase your results with the team (8 mins)

Exercise: Build Your Own Scrum


Roles, meetings, and artifacts

Scrum is a means to an end

11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.11 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

Prerequisite to Transitioning – The Organization On Become a Learning Organization


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?


Share your results


Exercise: How do we transition to Agile?


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


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.


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.


Enterprise Transformation patterns

.

Strategic Transformation

strategic

accidentalAccidental Transformation

organic

Organic / Viral Transformation


• 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


Break


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


What is important in

identifying a Pilot Project?(12 mins)

Exercise: Pilot Project


Share your results


Exercise: Pilot Project


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.

”

“


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


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.


Where do you want to get to?(12 mins)

Exercise: Pathway to the Agile Enterprise


Share your results


Exercise: Pathway to the Agile Enterprise


Assessment Methodology

3.5

3.0

2.6

1.7

2.5

1 = F

2 = D

3 = C

4 = B

5 = A


Agile Transformation Framework

Non-Agile


Process

Definition

Strategic


Agile

Project Team

Non-Agile


Process

Definition

Strategic


Agile

Project Team

Non-Agile


Process

Definition

Strategic


Agile

Project Team


• 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


• 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

.

32 Copyright ©2012 CollabNet, Inc. All Rights Reserved.32 Copyright ©2012 CollabNet, Inc. All Rights Reserved.

© 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

[email protected]

1-971-506-7862

https://twitter.com/#!/ewok_bbq

http://www.linkedin.com/in/laszloszalvay

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