lean agile adoption enterprise challenges - xp 2012

How’d  we  do  it?  Challenges  facing  Agile  Adop5on  in  the  Enterprise  

3  Purposes  

Enterprise  Agile  Adop5on  

Social  

Technical  Environment  

SOCIAL  Purposes:  enterprise    agile  adop5on  

Social  

•  Poli5cs  •  Interac5ons  •  PaAerns  •  Formal  &  informal  informa5on  flow  

TECHNICAL    

Purposes:  enterprise    agile  adop5on  

Technical  

•  Infrastructure  •  Opera5ons  •  Product  &  project  development  •  Opera5onal  systems  •  Physical  plant  

ENVIRONMENTAL    

Purposes:  enterprise    agile  adop5on  

Environmental  

•  Marketplace  •  Customers  •  Geography  •  Regulatory  •  Community  •  Suppliers  

3  Condi5ons  

Enterprise  Agile  Adop5on  

Strategy  

Structure  Culture  

STRATEGY    

Condi5ons:  enterprise    agile  adop5on  

Strategy  

•  Where  we  want  to  go  

STRUCTURE    

Condi5ons:  enterprise    agile  adop5on  

Structure  

•  How  we  organize  ourselves  

CULTURE    

Condi5ons:  enterprise    agile  adop5on  

Culture  

•  Beliefs  •  Underlying  assump5ons  •  Values  

Process  

Enterprise  Agile  Adop5on  

Agile  Roadmap  

Pilot Projects Acceptation Cultural clashes

Local changes Formalization Rollout Global

Changes

Inves5ga5on  

Rollout  and  Repor5ng  

Evangelism  

Case  Studies    

Enterprise  Agile  Transi5ons  

eGov  Services  

Media  Ideas  

Manufacturing  Logic  

Sport  PlaRorms  

Domains  

eGov  Services  

Media  Ideas  

Manufacturing  Logic  

Sport  PlaRorms  

Domains  

eGov  Services  

Media  Ideas  

Manufacturing  Logic  

Sport  PlaRorms  

Domains  

eGov  Services  

Media  Ideas  

Manufacturing  Logic  

Sport  PlaRorms  

Domains  

eGov  Services  

Media  Ideas  

Manufacturing  Logic  

Sport  PlaRorms  

DADA  

EGOV  SERVICES    Case  Studies  :  enterprise    agile  transi5ons  

eGov  Services  

eGov  Services    

•  Size  :  ≈150  •  Role  :  CTO  •  Enterprise  Rollout  :  All  In  •  City  :  Rome  

Aims  

•  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Increase  Overall  Quality  •  Reduce  Issues  with  the  Customers  

Launched  organiza5onal  change  program    

Everyone  jumped  in  together  

Created  a  dedicated,  cross-­‐func5onal  rollout  team  

Posi5oned  as  a  return  to  our  core  

values    

Posi5oned  as  a  return  to  our  Core  Values    

Goals  

•  Enterprise  Transi5on  in  only  6  months  •  Establish  a  Rollout  team  •  2  Kanban  teams  •  12  Scrum  teams  •  Launch  of  CoPs  

Challenges  

•  Management  vs  Leadership  •  Business  &  Marke5ng  Depts  •  Silos  •  Mul5-­‐projects  •  Legacy  code  •  Low  Technology  Knowhow  •  Customers  

� Solar  System    

•  teams  take  their  name  by  the  solar  system  –  Mercury  –  Venus  –  Earth  –  Mars  –  Jupiter  –  Saturn  –  Neptune  

Metaphor  

Organiza5onal  Model  

Life-Cycle Management

CRM Test

Systems - DBA

Jupiter Team

Project N

Mercury Team

Project 2

Program 1

Project 1 Project 3

Halley

Task 1

Proxy

Romanian Team 1

Task N

Proxy

Quality Assurance

Quality

Sprint  Planning  »  es5ma5on  Team  Jupiter  @  Scrummorra  

•  Teams  cooperated  in  their  team  rooms  divided  in  the  following  areas:  

•  the  Laboratory  (set  of  desks  to  allow  XP  prac5ces,  pair  programming,  osmo-c  communica-on,  etc  …)    

•  the  ThinkTank  (near  the  whiteboards)  •  ALM  Servers  (Ci  &  Tes5ng  -­‐  (ie:  Venera  7,  VGer)  •  CommunicaBon  (Skipe,  video  camera,  etc  …)  

�  They  released  new  RTFs  with  a  Test  Driven  Development  &  Agile  Modeling  approach  

�  They  were  cross-­‐func5onal  and  self  organizing  

Daily  Work  

Results  

•  A  set  of  DEV  teams  (11  Scrum  +  XP)  •  Opera5ons  team  (2  Kanban)  •  Learning  team  (Scrumban)  •  3  CoPs  

MANUFACTORING  LOGIC  Case  Studies  :  enterprise    agile  transi5ons  

Manufactoring  Logic  

Manufactoring  Logic  

•  Size  :  950+  •  City  :  Genoa  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  All  In  /  Rollout  

Aims  

•  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  oriented  development  •  Manage  many  different  PLUs  •  Increase  Morale  •  Increase  Overall  Quality  •  Reduce  Issues  with  Customers  

Strategic  Goals  

•  Enterprise  Transi5on  in  1.5  years  •  Establish  an  ETC  •  All  in  One  •  Kanban  teams  •  Scrum  Teams  •  Launch  of  CoPs  

Challenges  

•  Management  •  Dominant  Culture  •  Business  •  Mul5-­‐project  •  Legacy  code  •  Low  Technology  Knowhow  •  Customers  

Firefigh5ng  culture  

Surviving  legacy  code  

Command  and  Control  

Blaming  culture  

How’d  we  do  it?  the  teams  were  not  empowered  

FIGHT  A  BLAMING  CULTURE  Facilita5ng  change  

DON’T  ESCAPE  FROM  PROBLEMS  Facilita5ng  change  

System  thinking  

Agile  coach  son-­‐skills  categories  

ORGANIZATIONAL  STRUCTURE  From  a  Hierarchical  Model  …  

Command  &  Control  

…  flow  of  Commands  …  

…  and  Control  

ORGANIZATIONAL  STRUCTURE  …  to  a  Social  Network  one  

Takeaways  

•  Mini  Kaizen  •  Prisoner  metrics  •  Coaches  camps  •  A  lot  of  other  ideas  !  

hAp://www.slideshare.net/cperrone/a3-­‐kaizen-­‐heres-­‐how  

Results  

•  More  than  12  DEV  teams  (Scrum)  •  More  than  16  teams  (Kanban)  •  4  CoPs  established  •  ETC  •  S5ll  High  Storming  •  Methodology  only  par5ally  implemented  •  Usage  of  Lean  in  Management  

MEDIA  IDEAS  Case  Studies  :  enterprise    agile  transi5ons  

Media  Ideas  

Media  Ideas  

•  Size  :  700+  •  City  :  Milan  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  pilots    

Aims  

•  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  centered  development  •  Increase  Overall  Quality  

Strategic  Goals  

•  Enterprise  Transi5on  pilot  •  Establish  an  ETC  •  1  Kanban  team  •  4  Scrum  teams  •  Establish  of  CoPs  

Challenges  

•  Lack  of  Management  •  Dominant  Culture  •  Legacy  code  •  Very  Low  Technology  KH  •  User  Experience  •  Marke5ng  &  Business  •  Silos  

How’d  we  do  it?  Complex  interdependencies  across  projects  

How’d  we  do  it?  Handling  of  specialized  and  global  

project  resources  

How’d  we  do  it?  Team  dynamics  

Forming  

Storming  

Lack  of  Leadership  

Lack  of  Management  

Lack  of  Management  

Management  

•  False  Consensus  •  Provide  no  real  support  to  the  Adop5on  Ini5a5ve  

•  No  feedback  to  the  teams  

Results  

•  Pilot  Scrum  teams  almost  failed  •  Line  Product  team  (Kanban)  failed  •  ETC  not  started  at  all  •  CoPs  disbanded  in  few  months  

How’d  we  do  it?  Lean  Agile  Pilot  was  Stopped  !  

DOMS  Case  Studies  :  enterprise    agile  transi5ons  

DOMS  

Doms  

•  Size  :  500+  •  City  :  Florence  •  Role  :  Lean  Agile  Consultant  •  Enterprise  Transi5on  •  Phase  :  pilots  

Aims  

•  Reduce  Time  to  Market  •  Increase  Produc5vity  •  Customer  centered  development  •  Increase  Morale  •  Increase  Overall  Quality  

Strategic  Goals  

•  Learning  &  Con5nuous  Learning  •  Enterprise  Transi5on  pilot  •  Establish  an  ETC  •  Kanban  teams  •  Scrum  teams  •  Launch  ICs  •  Launch  CoPs  

Challenges  

•  Management  •  Business  •  Legacy  code  •  Technology  KH  •  User  Experience  •  Marke5ng  

Enterprise  Transi5on  Community  

Enterprise  Transi5on  Community  

Enterprise  Transi5on  Community  

ETC  Product  Box  

IC-­‐Tech  

IC-­‐Meth  

CoP  1  

Focus  Group  

CoP  2  

IC-­‐Tech  

IC-­‐Meth  

CoP  1  

Focus  Group  

CoP  2  

IC-­‐Tech  

IC-­‐Meth  

Dev  CoP  

Focus  Group  

UX  CoP  

Storming  Norming  

Storming  Norming  Performing  

Lean  Agile  Tuscany  

Results  •  ETC  •  ICs  •  CoPs  •  Lean  Agile  Tuscany  •  Learning  organiza5on  :  AgileUX  Camp  •  Pilot  teams  (Scrum  –  Scrumban)  •  Line  Product  teams  (Kanban  –  Scrumban)  •  A3  Thinking  •  Kaizen  

thanks  

Fabio  Armani  www.open-­‐ware.org  

@fabioarmani  f.armani@open-­‐ware.org