Agile transformation longform

Agile Transformation Strategy

Laszlo Szalvay
VP Worldwide Scrum Business
Tuesday, April 02, 2013

ENTERPRISE
1 CLOUD DEVELOPMENT 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

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

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


Exercise: Why Transition to Agile?

Discuss Why
Level set your Scrum knowledge with your teammates (8 mins)


Exercise: Why Transition to Agile?

Share your results


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


Exercise: Build Your Own Scrum

Build Your Own Scrum
brought to you by Adam Weisbart



Exercise: Build Your Own Scrum

Build Your Own Scrum
brought to you by Adam Weisbart

Showcase your results with the team (8 mins)


Roles, meetings, and artifacts

Scrum is a means to an end


Prerequisite to Transitioning – The Organization
On Become a Learning Organization


Exercise: How do we transition to Agile?

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


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
If your company’s goal is DeMarco (Peopleware), a
to become fast, management consultant, says that
responsive, and agile, in today's competitive, fast-moving
more efficiency is not the economy, managers work far less
answer – you need more effectively than before. Responding
slack. to restructuring and staff
reductions, managers
2002 overemphasize deadlines and rush
Slack
Tom DeMarco
employees, sacrificing quality.
Instead, says DeMarco, executives
should encourage teamwork,
discourage competition and allow
training time.
2001
Cahners Business Information, Inc.


Thought Leader Perspective

Autonomy over time, task, team,
technique led to 20% time at some of the
most innovative companies in the world.
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
In Drive, Dan Pink examines the three
the better.”
elements of true motivation— Wall Street Journal

“Pink is rapidly acquiring
international guru status…
He is an engaging writer,
who challenges and
provokes.”
Financial Times


Enterprise Transformation patterns

Organic / Viral Transformation
Strategic Transformation
Accidental Transformation accidental

strategic

organic

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

Pre-Agile Client Situations
• 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 “… we have a long history
– 1,000+ projects, 6 Continents, 4,000 people of requirements thrash,
over-committing, missed
schedules, insane work
• DHL
weeks, poor morale, and
– Poorly defined business line ownership resulting in requirements thrash, weak definitions of done,
scope creep, and a lack of meaningful metrics high turnover rates”
– Lack of flexibility / time to market between IT Services, BuIT, and the Business
– 100 projects, 4 Continents, 1,200 people 50 Teams, 3 Continents,
500+ 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, Intel, OAP PDE group
– 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


Break


Agile Adoption Patterns

Establish Expand Scale
• Identify Pilot(s) • Senior Management Alignment • Facilitate enterprise
communication
• Figure out where you are • Codify Organizational
today (Agile readiness Understanding • Manage Change / Release
assessment) • Terminology Management Integration
• Metrics • Security
• Identify Work Streams
• Tools • Auditability
• Identify Training curriculum • Reporting Formats • Traceability
(online and in-person)
• Establish internal and external • Establish Governance
• Agile Evangelizing Coaching Model • large project parameters
(management and others) • distributed project
• Create Forums parameters
• Sr. Mgmt Engagement
• Gating Criteria
• Project Selection Criteria
(What is Done)
• Agile Evangelizing • Reduce Project cycle time
• ALM Platform
• IP Re-use / Management


Exercise: Pilot Project

What is important in
identifying a Pilot Project?
(12 mins)


Exercise: Pilot Project

Share your results


Thought Leader Perspective – Kane Mar

Distributed Agile is possible,
but it definitely requires
“ The Agile Scorecard, as
presented here, is a way for
project teams that have little
or no Agile experience to
more experience than the determine if a project would
likely be successful using an
average team can bring to Agile methodology. The
the table (at least initially). Scorecard is a simple (and
Even then, it hasn’t been crude) technique of filtering
projects from a portfolio of
shown that distributed Agile projects and is not intended
can succeed on a consistent as a replacement for
basis. experienced advice. It may,
however, provide sufficient
2005
Kane Mar, CST advice to get a project
started with Agile.

”

Pathway to the Agile Enterprise…

Non-Agile Process Strategic Agile
Exploration Coordination Transformation
Project Team Definition Alignment 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

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.
2011
Angela Druckman, CST


Exercise: Pathway to the Agile Enterprise

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


Exercise: Pathway to the Agile Enterprise

Share your results


Assessment Methodology

3.5

1=F
2=D
3=C 3.0
2.5
4=B
5=A 1.7

2.6


Agile Transformation Framework





Post Agile Engagement
66% cycle time
• Deutsche Post reduction of which
– 100% secured IP control, at least 50% is
– 30% increase in developer productivity attributable to
– 20% IT Ops savings CollabNet’s people
– Multiple Innersource communities in place and platform, nine
– 800+ Projects in Flight, 6 continents, 2,000 people figure savings

Interest / Growth
• DHL outside of OAP PDE
– Formed Agile Center of Excellence & Steering Committee based on Global Lean Initiative
group
– Early days – CollabNet executing against Agile Assessment, Coaching and Training
– 12 projects, 100 people
200 Teams, 3
Continents, 3,500+
• Amdocs ($2.5b software co.) people
– 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%
Intel

• Nokia
– 11,500 on the CollabNet platform
– 100% pure Scrum Community – the largest in the world
– 100+ Teams, 3 continents, 11,500 people


CollabNet Industry Recognition
• 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

31 . 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
Laszlo Szalvay
and other countries. All other trademarks, brand names, or
VP Worldwide Scrum Business
product names belong to their respective holders.
Laz@collab.net
1-971-506-7862
https://twitter.com/#!/ewok_bbq
http://www.linkedin.com/in/laszloszalvay


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