lean agile adoption enterprise challenges - xp 2012
DESCRIPTION
The migration process from Mainstream and Waterfall approaches to Agile Methodologies, at a broad and full company level, is a complex challenge that requires courage, dedication and ability to face difficulties and errors. This short paper is the real story (hence the sub title: “Enterprise Challenges”) of my long experience as a CTO and Senior Manager, which has been committed and involved into spreading agile methodologies in Italy at Enterprise level (in particular by adopting Agile Modeling, eXtreme Programming, Scrum, Kanban and Lean Development methodologies), thus involving all levels of the company, starting from the organization structure and vision to the strategic operational details (eg: open source tools for project management and full life-cycle).TRANSCRIPT
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