Scaling Agile Across the Enterprise

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Entering the Scrum: Taking the First Steps on

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TodayToday’’s Presenterss Presenters

Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC

Steve Kovsky Contributing Editor

InformationWeek

TodayToday’’s Agendas Agenda

Understanding Agile • Definitions & History • Guiding Principles

• Thought Leadership

Adapting Agile to the Enterprise • Agile’s Evolution • Why Agile

Running Agile at Scale • Challenges

• Best Practices

• Successes & Rewards

Enterprise Agile OutlookEnterprise Agile Outlook

“If last year saw the tipping point for agile, this year will

see the blood on the boardroom carpet…”

“If last year saw the tipping point for agile, this year will

see the blood on the boardroom carpet…”

“When clients told me of their plans to use Scrum on a $5 million

project with 400 developers in three countries I found myself

excited and a tad scared – bit like sitting in a roller coaster for the

first time.”

“When clients told me of their plans to use Scrum on a $5 million

project with 400 developers in three countries I found myself

excited and a tad scared – bit like sitting in a roller coaster for the

first time.”

As agile becomes a strategic tool at the enterprise level we are going

to see some great success, often in surprising areas . . . But we are

also going to see some spectacular cock-up’s.

As agile becomes a strategic tool at the enterprise level we are going

to see some great success, often in surprising areas . . . But we are

also going to see some spectacular cock-up’s.

The Allure of AgileThe Allure of Agile

Effectiveness of Agile software development compared to traditional approaches

Dr. Dobb's Journal

7

Scaling Agile Across the Enterprise

Armond Mehrabian @armond_m

Enterprise Agile Coach and Trainer CSP, PMP, SPC

Poll Poll # # 11

How widely are Agile methods being used across your company?

1. Not at all

2. In some pockets

3. In the majority of projects

4. Agile is institutionalized at my company

5. I don’t know

Poll Poll # # 22

How would you rate your proficiency level in Agile concepts?

1. Never heard of it

2. Familiar with the concept but have no experience with it

3. I have less than a year of experience with it

4. I am a practitioner

5. I can teach it

10

ag·ile Adjective: Able to move quickly and easily, well coordinated and adaptable

character.

Synonyms: active, nimble, quick, spry, alert

Antonym: lethargic, slow, clumsy, awkward

The Manifesto for Agile

Software Development - 2011

11

“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have

come to value:

12

Agile Principles Agile Principles –– The Agile ManifestoThe Agile Manifesto

http://www.agilemanifesto.org

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the

items on the left more”

Thought Leadership

13

Scaling Agility Across the

Enterprise

14

“A startup is a human institution

designed to deliver a new product or

service under conditions of extreme

uncertainty.

It has nothing to do with the size of the

company, sector of the economy or

industry.”

- Eric Ries

Iterative

Processes

Spiral RAD RUP…

Agile (Adaptive)

Processes

Scrum, XP, Lean, Open UP, FDD, Crystal…

1970 1980 1990 2000

Predictive

Process

2010

Enterprise Agility

Yahoo, BMC,

Google, John Deere,

SalesForce

Agile Process Movement

15

Setting the ContextSetting the Context: : Why AgileWhy Agile??

16

Verification

Implementation

Design

Requirements

�

Software

�

Software

�

Software

�

Software

�

Software

�

Software

�

Software

�

Software

Documents Documents Unverified Code Software

Month 1 Month 2 Month 3 Month 4 Start

� ��� � �

We’ll be focusing on the question, “Why Agile?” and “How do we do it at

scale?”

We’ll be focusing on the question, “Why Agile?” and “How do we do it at

scale?”

Setting the ContextSetting the Context

17

Scrum is the most widely used Agile frameworks for teams.

We’ll see how it scales to the enterprise.

Scrum is the most widely used Agile frameworks for teams.

We’ll see how it scales to the enterprise.

Team

Value Timebox

Lots of Scrum teamsLots of Scrum teams

18

So why hasnSo why hasn’’t it caught on in larger companiest it caught on in larger companies??

19

• Where are the management

roles:

• Product Management?

• Project Management?

• Dev/QA Management?

• Where are the Technical Specs?

• Can anything significant get

done in 2 weeks?

• How will our 500 engineers on 5

continents collaborate?

20

The Scaled Agile Framework is a proven framework for applying Lean and Agile

practices at enterprise scale

The Scaled Agile Framework

See Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise and www.scalingsoftwareagilityblog. com

�Well codified in books and

web

�Synchronizes vision, planning,

interdependencies, and

delivery of many teams

�Works well for teams of 50-

100

�Has been scaled to over

hundreds of teams and

thousands of people

�For more info, see

ScaledAgileFramework.com

V0.81

The Scaled Agile Framework Big

Picture

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

V0.81

The Scaled Agile Framework Big

Picture

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Release Planning Day

23

V0.81

The Scaled Agile Framework Big

Picture

See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)

Scaled Agile Gets Business Scaled Agile Gets Business RResultsesults BMC Software

• We increased individual developer and team productivity by an estimated 20 percent to 50 percent

John Deere Intelligent Systems Group

• Field Issue resolution time: down 42%

• Warranty Expense: down 50%

• Time to production: down 20%

• Time to market: 20% faster • Employee engagement: Up 9.8% (from 71 to 78)

Source: QSM Associates Press Release, Sep 10, 2007

Source: Chad Holdorf of John Deere, at Rally Agile Portfolio

Management Roadshow, Dallas, TX, Dec. 13, 2011

Real Business Benefits

Our agile teams

introduced 50% less

defects into production

− confidential

Our agile teams

introduced 50% less

defects into production

− confidential

Agile teams average 37-

50% faster to market

− QSM research

Agile teams average 37-

50% faster to market

− QSM research

“Agile turned my frown upside

down” Significant increase in employee

engagement - John Deere

“Agile turned my frown upside

down” Significant increase in employee

engagement - John Deere

We experienced a 20-50% increase in

productivity

− BMC Case Study

We experienced a 20-50% increase in

productivity

− BMC Case Study

The Scaled Lean|Agile Journey • A company does not become a Lean|Agile

enterprise; instead, it is continuously becoming

more Lean|Agile

Agile Teams

Agile Programs

Agile Technical Practices

Agile Portfolio Management and Agile Architecture

Lean Thinking Enterprise

28

Lean Thinking House

Product

Development Flow

29

Email: amehrabian@portofinosolutions.com

Twitter: @armond_m

Blog: http://portofinosolutions.wordpress.com

http://www.scaledagileframework.com

http://www.scalingsoftwareagilityblog.com

Dean Leffingwell Drew Jemilo

Colin O’Neal Alex Yakyma

www.scaledagile.com

Thank you for attending…

QQ&&A SessionA Session

Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC

Steve Kovsky Contributing Editor

InformationWeek

Resources Resources

For more information please visit:

http://www-01.ibm.com/software/rational/agile/