1. Agile Transitions
Things to consider before you start
6.10.2011 - Agile Tour Vilnius 2011
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2. Why Agile?
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3. Software lines in FORD vehicles over the past 5 years
10
10
7,5
6
x4
5 4,5
3,4
2,8
2,4
2,5
0
2005 2006 2007 2008 2009 2010
Software complexity in FORD vehicles
Growing Software quadrupled in 5 years
Complexity
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

4. F-22 Raptor 1,7
F-35 Joint Strike 5,7
x1
0
Boeing 787 Dreamliner 6,5
S-Class Daimler 98,6
http://spectrum.ieee.org/green-tech/advanced-cars/this-car-runs-on-code/0
Compared software complexity growth in
Growing Software aerospace and automotive
Complexity
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

5. .5 years
13
3
m
on
th
s
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
Due to globalization effects, and other
economical changes, the time to market over
Time to Market time decreased significantly
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

6. Change from this... Production-based process
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7. ... to this. R&D based process
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8. Agile Transitions
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

9. Common problems when doing transitions
• No compelling reason for change
• Lack of communication
• Focus on changing process, structure etc instead of behavior
• No room for failures
• Management and leadership not willing to change themselves
• Only training and no coaching
• Nothing changes if nothing changes
• Not making the process transparent and meaningful to the individual - WIIFM
• And many more...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

10. Transition to Agility
• Team/People Empowerment
• Knowledge building, and
persisting
• Adaptivity to changes, flexibility
• Focus on Value and Customer
• Cultural Change, paradigm shift
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

11. “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.”
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

12. A “process” for transitions
• Establish a reason for the transition
• Create a transition team
• Develop a vision and strategy
• Communicate the vision
• Empower people to change
• Generate quickly some success
• Don’t let up
• Anchor new approach in the culture
Based on Leading Change by John Kotter
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

13. Strategy Map
How to define a Goal and setup a strategy to successfully transform your
organization?
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

14. Strategy Map
Strategic Objective(s)
Description of a desired outcome with
key differentiators
Strategic Objective
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

15. Strategy Map
Possible Success
Factor
Strategic Objective(s)
Description of a desired outcome with
key differentiators
Strategic Objective Possible Success Factors
Brainstorm as many possible factors
that will contribute to successfully
delivering the objective.
Factors may include:
Possible
‣ Skills or Capabilities
Success Factor
‣ Relationships or Interactions
‣ Constraints or Targets
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

16. Strategy Map
Necessary
Necessary Condition
Condition
Possible Success
Factor
Strategic Objective(s)
Description of a desired outcome with
key differentiators
Strategic Objective Possible Success Factors
Brainstorm as many possible factors
that will contribute to successfully
delivering the objective.
Factors may include:
Possible
‣ Skills or Capabilities
Success Factor
‣ Relationships or Interactions
‣ Constraints or Targets
Necessary Necessary Conditions
Necessary
Condition Minimum actions or deliverables
Condition
needed to deliver just enough of a PSF.
May contain nested NCs until an
actionable backlog items are identified.
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17. Things to consider in a transition
What might be part of a transition
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18. Strategy Map
Evidence of Pilot Projects
Success
Top Management
Sponsorship
Enterprise successfully
delivering with Scrum
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

19. Pilot Project
• 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 independent, than start with
another team
• Learn from every experience and
consolidate the Backlog and the
approach
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

20. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship
Remove
Impediments
Enterprise successfully
delivering with Scrum
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

21. 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 people may join to support
Impediment removal
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

22. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Enterprise successfully
delivering with Scrum
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

23. 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
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

24. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

25. Lean, Agile or Scrum?
Openne Re
e nt s s Co urage sp
e ct
it m
m
om Focus
C Scrum Framework
Agile Values
Lean Principles
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

26. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
Success Stories
Marketing &
Communication
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

27. Put your team into context, allow them to tell
the story... good and bad stories, they are all
Start to ask Questions! lessons learned :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

28. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
bottom-up
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

29. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
Effective bottom-up
Scrum Teams Agile Engineering
Practices
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

30. Agile Engineering
Practices
Delivering fast requires new
methods... and new tools
People need to learn new
tools and new practices...
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

31. and have the courage to leave
behind the Old tools which are
not supportive anymore
There is no “perfect” tool and there is no tool
Agile Engineering forever...
Practices
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

32. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
Effective bottom-up
Scrum Teams Agile Engineering
Practices
Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

33. Coaching
• Coaching mostly the Product
Owners, ScrumMasters and
management
• Focus on changing behavior
• Guiding people to a solution
instead of giving one
• Asking powerful questions and
giving feedback
• Coaching coaches
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

34. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
delivering with Scrum
Success Stories
Marketing &
Communication
Paradigm shift:
Effective bottom-up
Scrum Teams Agile Engineering
Technical Practices
Excellence
Training Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

35. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
Support growth of Cultural Change delivering with Scrum
Success Stories
new “Roles” Marketing &
Communication
Customer & Value Paradigm shift:
Effective bottom-up
orientation
Scrum Teams Agile Engineering
Technical Practices
Excellence
Training Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

36. Strategy Map
Evidence of Pilot Projects
Success
Transition Team
Top Management
Sponsorship Transition
Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
Support growth of Cultural Change delivering with Scrum
Success Stories
new “Roles” Marketing &
Communication
Customer & Value Paradigm shift:
Effective bottom-up
orientation
Scrum Teams Agile Engineering
Technical Practices
Excellence
System Thinking
Training Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

37. The constraints set into a system are
responsible for people behaviors into that
System Thinking system
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

38. Strategy Map
Evidence of Pilot Projects
Community of
Practice Success
Transition Team
Building Top Management
Knowledge Sponsorship Transition
Sustainability Remove
Backlog
Impediments
Agile & Scrum
Awareness introduction
Enterprise successfully
Support growth of Cultural Change delivering with Scrum
Success Stories
new “Roles” Marketing &
Communication
Customer & Value Paradigm shift:
Effective bottom-up
orientation
Scrum Teams Agile Engineering
Technical Practices
Excellence
System Thinking
Training Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

39. Learning as Doing...
Learning as Belonging...
Community of Practice Learning as Becoming...
Learning as Experience
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

40. Strategy Map
Evidence of Pilot Projects
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
Awareness introduction
Enterprise successfully
Support growth of Cultural Change delivering with Scrum
Success Stories
new “Roles” Marketing &
Communication
Customer & Value Paradigm shift:
Effective bottom-up
orientation
Scrum Teams Agile Engineering
Technical Practices
Excellence
System Thinking
Training Coaching
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

41. Conclusions
• Agile is mainstream, enterprises need
to adopt is growing
• Succeeding with one or two projects
is not the same as succeeding with
the whole enterprise
• Transitioning to agile requires a vision,
a strategy and constant and
inspection & adaptation
• Transition is a cultural change, it will
take time, and not everybody will like
it, but needs to happen :-)
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.

42. Questions?
Assessment
• You can contact me at:
Coaching
• email:
lasse.ziegler@agile42.com
• twitter: @lasseziegler
Training
Consulting
agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.