SWEN Oct 2012: Enterprise Transformation with Scrum

Adopting Scrum: an enterprise transformation
Using Scrum as a Pattern Language for Enterprise Transformation

agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2012.

Thursday, October 11, 2012

Olaf Lewitz
Visiting Business Inﬂuencer
Agile Coach
Olaf.Lewitz@agile42.com



Agile Reading Glasses



Empirical Process control
Agile is based on empirical control.
Transparency, inspection and adaptation allow better processes to continually
emerge
Only retrospectively it is possible to recognize successful adaptation from non
successful ones



Eliminate internal complexity
Eliminate human errors
Change from this... Eliminate project variability



Observation
Hypothesis
... to this. Experiment



Pull Principle
Agile approaches are based on pull principle which allows self-organizing teams to
pull in work and knowledge as needed in order to deliver valuable quality software



Pu

Pull
sh

C ti on

Focus on value
om ra
bo
pl lla
En

ia o
nc C
for

e
cem
ent

Individual Team



Lean Thinking
Lean Thinking inspired process improvement through constant observation of the
unevenness in a ﬂow, resources or people overburdening and elimination of
wasteful activities



do not overload your
Overburden
People
(無理: muri)



Unnecessary
Variations
(斑: mura) keep the Flow
Even



Wasteful
Activities
(無駄: muda)
remove non value adding

Activities


Iterative & Incremental
Delivering a product in subsequent iterative releases, not only improves the explicit
quality of it, it also allows everybody involved in its development as well as every
stakeholder, to learn better what is really needed to support a business vision



it
e
lu

y
Do

d
it

Va

ea
ve
ne
ea

d

R
o
Id

pr

d
!

A
fy

Im
ri
Ve

1 2 3 4 5

0% 100%
Iterative & Incremental


Every Increment:
✓is inspect-able
✓adds value
✓it’s high quality
✓it’s ready to ship



Scrum in a nutshell



Why Scrum works and when to use Scrum?



Why Scrum works

Scrum provides a
container for
safe-to-fail
Time Box experiments
enabling exploration
of the team’s and
the product’s
potential



Scrum is...
...a container for

Deliberate
and
Continual
Learning



When does it makes sense to use Scrum?
• Scrum in its nature is targeting projects with high level of uncertainty, where
requirements are not clear, or changing continuously, and in very complex
environment...

• Scrum unveils its potential with teams of 7 (+/- 2) members, smaller team may
experience an overhead in using Scrum, adopting XP or Crystal Methods is an
option...

• Scrum is all about “Getting things done...” or the “art of the possible”. The team
is responsible for itself, and commits to goals that can achieve... and this is
motivating!

• Scrum is “Learning by Doing... and failing” so do not fear to fail, but focus,
deliver faster and - based on the feedback - improve!



Adopting Scrum using Scrum...



Scrum Language Patterns
Scrum deﬁnes clear patterns to tackle speciﬁc problems: uncertainty, complexity,
unpredictability, focus, value...



Scrum Meeting - Daily Scrum

•Problem: What is the best way to control an empirical
and unpredictable process such as software
development, scientiﬁc research, artistic projects or
innovative designs where it is hard to deﬁne the artifacts to
be produced and the processes to achieve them?

From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken
Schwaber, Jeff Sutherland)



Sprint - Iteration

•Problem: We want to balance the need of developers to
work undisturbed and the need for management and the
customer to see real progress




Backlog

•Problem: What is the best way to organize the work to be
done next at any stage of the project?




Enterprise Transformation
What are the problem we are facing when embracing a change? The Scrum
Patterns can help approaching the change in an empirical way, and adapt to the
emerging need of the organization...



Transition to Agility
• Team/People Empowerment

• Knowledge building, and
persisting

• Adaptivity to changes, ﬂexibility

• Focus on Value and Customer

• Cultural Change, paradigm shift



“At the University of California at Irvine, ...
they just planted grass... they waited a year
Adapting vs. Deﬁning and looked at where people had made paths
in the grass and built the side walks there.”


TOC Strategy Map
Strategy Tactic
Evidence of Pilot Projects
Success

Top Management
Sponsorship

Enterprise successfully
delivering with Scrum



What is a Pilot Project?
POT POC POC POC TT TC TC TC TC TC

t

• Try the whole process end-to-end, not just the development

• Start by training the Product Owners, and through coaching identify and develop
a Product Backlog

• Train the Team when the Backlog is READY and start sprinting

• Coach the whole Scrum Team through 2-3 Sprints till the Team will be able
independent, than start with another team

• Learn from every experience and consolidate the Backlog and the approach



TOC Strategy Map
Strategy Tactic
Success

Transition Team

Top Management
Sponsorship Transition
Remove
Backlog
Impediments




Transition Backlog
• Contains all the tactical actions
stemming from the Transition
Strategy

• Contains all the impediment rose
by the Scrum Teams that need
systemic intervention outside of
their responsibility

• Get’s processed by the
Transition Team, in order of
priority



Transition Team
• Members representing the
disciplines and roles present in
the organization

• Contains the Sponsor of the
transition acting as Product
Owner

• Members may rotate over time
depending on the focus at that
time

• Also Team Member may join to
support Impediment removal



TOC Strategy Map
Strategy Tactic
Success

Transition Team

Top Management
Remove
Backlog
Impediments

Agile & Scrum
Awareness introduction



Lean, Agile or Scrum?
Openne Re
e nt ss Co urage sp
e ct
it m
m
om Focus
C Scrum Framework

Agile Values

Lean Principles



TOC Strategy Map
Strategy Tactic
Success

Transition Team

Top Management
Remove
Backlog
Impediments

Agile & Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
buttom-up



TOC Strategy Map
Strategy Tactic
Success

Transition Team

Top Management
Remove
Backlog
Impediments

Agile & Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
Effective buttom-up
Scrum Teams Agile Engineering
Technical Practices
Excellence

Training Coaching



TOC Strategy Map
Strategy Tactic
Success

Transition Team

Top Management
Remove
Backlog
Impediments

Agile & Scrum
Support growth of Cultural Change delivering with Scrum
Success Stories
new “Roles” Marketing &
Communication
Customer & Value Paradigm shift:
Effective buttom-up
orientation
Technical Practices
Excellence
Complexity Thinking

Training Coaching



TOC Strategy Map
Strategy Tactic
Community of Agile Leadership
Practice Success
Internal Coaches
Transition Team

Building Top Management
Knowledge Sponsorship Transition
Sustainability Remove
Backlog
Impediments
Training Program
& Career path Agile & Scrum
Success Stories
Communication
Effective buttom-up
orientation
Technical Practices
Excellence
System Thinking

Training Coaching



Learning as Doing... Learning as Belonging...
Learning as Becoming...
Community of Practice Learning as Experience



Deﬁne a Roll-Out Strategy
• Which tool to use?

• What about the one you just seen...

• How to track the Progress?

• What about using a color code, and use the Map as a “Task Board?”



TOC Strategy Map
Strategy Tactic
Community of Agile Leadership
Practice Success
Internal Coaches
Transition Team

Building Top Management
Knowledge Sponsorship Transition
Sustainability Remove
Backlog
Impediments
Training Program
& Career path Agile & Scrum
Success Stories
Communication
Effective buttom-up
orientation
Technical Practices
Excellence
System Thinking

Training Coaching
At Risk
Need Action
Achieved



How to build a solid “Scrum” culture...
• Transparency exposes problems, not
all of them are apparent

• Without transparency trust can’t be
built - Agile, Lean & Scrum enables
transparency Courage
• Trust fosters commitment
Commitment
• Success based on commitments
creates courage for continuous
improvement
Trust
Transparency



How to strain for transparency?

ng Part
Ta lki ic ipat
Expla
ining ing
Questioning? g!
lengin
Chal
Ex p o s i ng C
o n s e q ue n c e
s


Questions? & Answers!

For any further comment and or question, feel free to
contact us info@agile42.com

Further References:
Scrum Alliance: http://www.scrumalliance.org
Control Chaos: http://www.controlchaos.com
Implementing Scrum: http://www.implementingscrum.com
Jeff Sutherland Blog: http://jeffsutherland.com/scrum
Olaf Lewitz Blog: http://hhgttg.de/blog/
agile42 Website: http://www.agile42.com/



SWEN Oct 2012: Enterprise Transformation with Scrum

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