It@intel Intel's Agile Journey
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Transcript of It@intel Intel's Agile Journey
Agile Out of its Comfort Zone
Alan Gladman - Agile Coach
Ed Barkhuysen - Business Analyst
Intel Corporation IT March 2013
2
Legal Notices
This presentation is for informational purposes only. INTEL MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.
BunnyPeople, Celeron, Celeron Inside, Centrino, Centrino logo, Core Inside, Dialogic, FlashFile, i960, InstantIP, Intel, Intel logo, Intel386, Intel486, Intel740, IntelDX2, IntelDX4, IntelSX2, Intel Core, Intel Inside, Intel Inside logo, Intel. Leap ahead., Intel. Leap ahead. logo, Intel NetBurst, Intel NetMerge, Intel NetStructure, Intel SingleDriver, Intel SpeedStep, Intel StrataFlash, Intel Viiv, Intel vPro, Intel XScale, IPLink, Itanium, Itanium Inside, MCS, MMX, Oplus, OverDrive, PDCharm, Pentium, Pentium Inside, skoool, Sound Mark, The Journey Inside, VTune, Xeon, and Xeon Inside are trademarks or registered trademarks of Intel Corporation or its subsidiaries in the United States and other countries.
*Other names and brands may be claimed as the property of others.
Copyright © 2006, Intel Corporation. All rights reserved.
Last Updated: Aug 28, 2006
Agile Out of its Comfort Zone
Alan Gladman - Agile Coach
Ed Barkhuysen - Business Analyst
Intel Corporation IT March 2013
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US
EMEA
PRC
APAC
IJKK
Intel Around the World
• Over 100,000 Employees
• 6.5k IT employees
• 10k+ software developers
• 4k+ people using agile development practices
5
*
* Other trademarks and brands are the property of their respective owners.
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Agile @ Intel Europe & WW IT
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Barriers to Adoption
Survey of 1100 Intel internal employees dated June 2012
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Top Barriers to Adoption
Multi-geo teams
General resistance to change
Lack of dedicated, long-lived teams
Lack of ability to change organizational culture
Job role specialization
Lack of people with the right skills
Survey of 1100 Intel internal employees dated June 2012
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Kanban
To Do WIP3/5
Blocked Complete Accepted
Visualise your work flow
Define WIP limits
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Team Development Stages
Forming
Storming
Norming
Performing
Tuckman Model
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Co-Location & Success
0
20
40
60
80
100
120
Team
dispersion
======= ======> Co-Location
Agile Success
Agile Success
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Hours Hurt More Than Miles
Nizhny
Johannesburg
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Team Rooms
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Benefits
Speeds up communication
Strengthens team spirit
Enables continuous collaboration
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Dispersed Teams
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Typical Dispersed Scrum Team @ Intel
Developers
Scrum Master
PO &
BAs
Customer
centre of
gravity
WW
customers
(+ possibly
GEO BAs)
WW Geo Reps
co-located
co-located
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Dispersed Teams Considerations
Time Zone
Virtual Artefacts
Communication
Cultural Awareness
Soft Skills
One team with universal goals
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High Level Story Format
As A…
(Admin, Publisher, student user, audit rep, etc…)
I Need…
(… to do something…)
So That…
(…some value is realised.)
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Agile Coaches
• Knowledge sharing• Making agile the norm• Location• Communities• Training & coaching
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Intel’s Agile Future
Grow more agile coaches
Invest in automation
Scrum of Scrums
Management education
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Summary
Barriers Can Be Overcome
Ideology, Not Methodology