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).

2. How’d
we
do
it?
Challenges
facing
Agile
Adop5on
in
the
Enterprise

3. 3
Purposes
Enterprise
Agile
Adop5on

4. Social
Environment
Technical

5. Purposes:
enterprise
agile
adop5on
SOCIAL

7. Social
• Poli5cs
• Interac5ons
• PaAerns
• Formal
&
informal
informa5on
flow

8. Purposes:
enterprise
agile
adop5on
TECHNICAL

10. Technical
• Infrastructure
• Opera5ons
• Product
&
project
development
• Opera5onal
systems
• Physical
plant

11. Purposes:
enterprise
agile
adop5on
ENVIRONMENTAL

13. Environmental
• Marketplace
• Customers
• Geography
• Regulatory
• Community
• Suppliers

14. 3
Condi5ons
Enterprise
Agile
Adop5on

15. Strategy
Culture
Structure

16. Condi5ons:
enterprise
agile
adop5on
STRATEGY

18. Strategy
• Where
we
want
to
go

19. Condi5ons:
enterprise
agile
adop5on
STRUCTURE

21. Structure
• How
we
organize
ourselves

22. Condi5ons:
enterprise
agile
adop5on
CULTURE

24. Culture
• Beliefs
• Underlying
assump5ons
• Values

25. Process
Enterprise
Agile
Adop5on

26. Agile
Roadmap
Cultural Local Global
Pilot Projects Acceptation clashes changes Formalization Rollout Changes

27. Inves5ga5on
Rollout
and
Repor5ng
Evangelism

28. Case
Studies
Enterprise
Agile
Transi5ons

29. Domains
Manufacturing
Sport
Logic
PlaRorms
Media
Ideas
eGov
Services

30. Domains
Manufacturing
Sport
Logic
PlaRorms
Media
Ideas
eGov
Services

31. Domains
Manufacturing
Sport
Logic
PlaRorms
Media
Ideas
eGov
Services

32. Domains
Manufacturing
Sport
Logic
PlaRorms
Media
Ideas
eGov
Services

33. DADA
Manufacturing
Sport
Logic
PlaRorms
Media
Ideas
eGov
Services

34. eGov
Services
Case
Studies
:
enterprise
agile
transi5ons
EGOV
SERVICES

35. eGov
Services
• Size
:
≈150
• Role
:
CTO
• Enterprise
Rollout
:
All
In
• City
:
Rome

36. Aims
• Reduce
Time
to
Market
• Increase
Produc5vity
• Increase
Overall
Quality
• Reduce
Issues
with
the
Customers

37.
Launched
organiza5onal
change
program

38.
Everyone
jumped
in
together

39.
Created
a
dedicated,
cross-­‐func5onal
rollout
team

40.
Posi5oned
as
a
return
to
our
core
Posi5oned
as
a
return
to
our
Core
Values
values

41. Goals
• Enterprise
Transi5on
in
only
6
months
• Establish
a
Rollout
team
• 2
Kanban
teams
• 12
Scrum
teams
• Launch
of
CoPs

42. Challenges
• Management
vs
Leadership
• Business
&
Marke5ng
Depts
• Silos
• Mul5-­‐projects
• Legacy
code
• Low
Technology
Knowhow
• Customers

43. Metaphor
ž Solar
System
• teams
take
their
name
by
the
solar
system
– Mercury
– Venus
– Earth
– Mars
– Jupiter
– Saturn
– Neptune

44. Organiza5onal
Model
Quality Assurance
Quality
Mercury Team Jupiter Team Halley Romanian Team 1
Program 1
Project 1 Project 3
Task 1 Task N
Project 2 Project N
Proxy Proxy
Life-Cycle Management
CRM Test
Systems - DBA

46. Sprint
Planning
»
es5ma5on
Team
Jupiter
@
Scrummorra

47. Daily
Work
• 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
…)
ž They
released
new
RTFs
with
a
Test
Driven
Development
&
Agile
Modeling
approach
ž They
were
cross-­‐func5onal
and
self
organizing

50. Results
• A
set
of
DEV
teams
(11
Scrum
+
XP)
• Opera5ons
team
(2
Kanban)
• Learning
team
(Scrumban)
• 3
CoPs

52. Manufactoring
Logic
Case
Studies
:
enterprise
agile
transi5ons
MANUFACTORING
LOGIC

53. Manufactoring
Logic
• Size
:
950+
• City
:
Genoa
• Role
:
Lean
Agile
Consultant
• Enterprise
Transi5on
• Phase
:
All
In
/
Rollout

54. Aims
• Reduce
Time
to
Market
• Increase
Produc5vity
• Customer
oriented
development
• Manage
many
different
PLUs
• Increase
Morale
• Increase
Overall
Quality
• Reduce
Issues
with
Customers

55. Strategic
Goals
• Enterprise
Transi5on
in
1.5
years
• Establish
an
ETC
• All
in
One
• Kanban
teams
• Scrum
Teams
• Launch
of
CoPs

56. Challenges
• Management
• Dominant
Culture
• Business
• Mul5-­‐project
• Legacy
code
• Low
Technology
Knowhow
• Customers

57. Firefigh5ng
culture

58. Surviving
legacy
code

59. Command
and
Control

60. Blaming
culture

61. How’d
we
do
it?
the
teams
were
not
empowered

62. Facilita5ng
change
FIGHT
A
BLAMING
CULTURE

65. Facilita5ng
change
DON’T
ESCAPE
FROM
PROBLEMS

67. System
thinking
Agile
coach
son-­‐skills
categories

68. From
a
Hierarchical
Model
…
ORGANIZATIONAL
STRUCTURE

72. Command
&
Control

73. …
flow
of
Commands
…

74. …
and
Control

75. …
to
a
Social
Network
one
ORGANIZATIONAL
STRUCTURE

78. Takeaways
• Mini
Kaizen
• Prisoner
metrics
• Coaches
camps
• A
lot
of
other
ideas
!
hAp://www.slideshare.net/cperrone/a3-­‐kaizen-­‐heres-­‐how

79. 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

81. Media
Ideas
Case
Studies
:
enterprise
agile
transi5ons
MEDIA
IDEAS

82. Media
Ideas
• Size
:
700+
• City
:
Milan
• Role
:
Lean
Agile
Consultant
• Enterprise
Transi5on
• Phase
:
pilots

83. Aims
• Reduce
Time
to
Market
• Increase
Produc5vity
• Customer
centered
development
• Increase
Overall
Quality

84. Strategic
Goals
• Enterprise
Transi5on
pilot
• Establish
an
ETC
• 1
Kanban
team
• 4
Scrum
teams
• Establish
of
CoPs

85. Challenges
• Lack
of
Management
• Dominant
Culture
• Legacy
code
• Very
Low
Technology
KH
• User
Experience
• Marke5ng
&
Business
• Silos

86. How’d
Complex
interdependencies
across
we
do
it?
projects

87. How’d
we
do
it?
Handling
of
specialized
and
global
project
resources

88. How’d
we
do
it?
Team
dynamics

90. Forming

91. Storming

93. Lack
of
Leadership

94. Lack
of
Management

95. Lack
of
Management

96. Management
• False
Consensus
• Provide
no
real
support
to
the
Adop5on
Ini5a5ve
• No
feedback
to
the
teams

97. Results
• Pilot
Scrum
teams
almost
failed
• Line
Product
team
(Kanban)
failed
• ETC
not
started
at
all
• CoPs
disbanded
in
few
months

98. How’d
we
do
it?
Lean
Agile
Pilot
was
Stopped
!

101. DOMS
Case
Studies
:
enterprise
agile
transi5ons
DOMS

102. Doms
• Size
:
500+
• City
:
Florence
• Role
:
Lean
Agile
Consultant
• Enterprise
Transi5on
• Phase
:
pilots

103. Aims
• Reduce
Time
to
Market
• Increase
Produc5vity
• Customer
centered
development
• Increase
Morale
• Increase
Overall
Quality

104. Strategic
Goals
• Learning
&
Con5nuous
Learning
• Enterprise
Transi5on
pilot
• Establish
an
ETC
• Kanban
teams
• Scrum
teams
• Launch
ICs
• Launch
CoPs

105. Challenges
• Management
• Business
• Legacy
code
• Technology
KH
• User
Experience
• Marke5ng

107. Enterprise
Transi5on
Community

108. Enterprise
Transi5on
Community

109. Enterprise
Transi5on
Community

110. ETC
Product
Box

111. CoP
2
IC-­‐
IC-­‐ Meth
Tech
Focus
Group
CoP
1

112. CoP
2
IC-­‐
IC-­‐ Meth
Tech
Focus
Group
CoP
1

113. UX
CoP
IC-­‐
IC-­‐ Meth
Tech
Focus
Group
Dev
CoP

115. Norming
Storming

120. Performing
Norming
Storming

125. Lean
Agile
Tuscany

126. Results
• ETC
• ICs
• CoPs
• Lean
Agile
Tuscany
• Learning
organiza5on
:
AgileUX
Camp
• Pilot
teams
(Scrum
–
Scrumban)
• Line
Product
teams
(Kanban
–
Scrumban)
• A3
Thinking
• Kaizen

128. thanks

129. Fabio
Armani
www.open-­‐ware.org
@fabioarmani
f.armani@open-­‐ware.org