Download - Lean Agile Adoption Enterprise Challenges - XP 2012

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

3 Purposes

Enterprise Agile Adop5on

Social

Technical Environment

SOCIAL Purposes: enterprise agile adop5on

Social

•  Poli5cs •  Interac5ons •  PaAerns •  Formal & informal informa5on flow

TECHNICAL

Purposes: enterprise agile adop5on

Technical

•  Infrastructure •  Opera5ons •  Product & project development •  Opera5onal systems •  Physical plant

ENVIRONMENTAL

Purposes: enterprise agile adop5on

Environmental

•  Marketplace •  Customers •  Geography •  Regulatory •  Community •  Suppliers

3 Condi5ons


Strategy

Structure Culture

STRATEGY

Condi5ons: enterprise agile adop5on

Strategy

•  Where we want to go

STRUCTURE


Structure

•  How we organize ourselves

CULTURE


Culture

•  Beliefs •  Underlying assump5ons •  Values

Process


Agile Roadmap

Pilot Projects Acceptation Cultural clashes

Local changes Formalization Rollout Global

Changes

Inves5ga5on

Rollout and Repor5ng

Evangelism

Case Studies

Enterprise Agile Transi5ons

eGov Services

Media Ideas

Manufacturing Logic

Sport PlaRorms

Domains

eGov Services

Media Ideas

Manufacturing Logic

Sport PlaRorms

DADA

EGOV SERVICES Case Studies : enterprise agile transi5ons

eGov Services

eGov Services

•  Size : ≈150 •  Role : CTO •  Enterprise Rollout : All In •  City : Rome

Aims

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

Launched organiza5onal change program

Everyone jumped in together

Created a dedicated, cross-‐func5onal rollout team

Posi5oned as a return to our core

values

Posi5oned as a return to our Core Values

Goals

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

Challenges

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

� Solar System

•  teams take their name by the solar system –  Mercury –  Venus –  Earth –  Mars –  Jupiter –  Saturn –  Neptune

Metaphor

Organiza5onal Model

Life-Cycle Management

CRM Test

Systems - DBA

Jupiter Team

Project N

Mercury Team

Project 2

Program 1

Project 1 Project 3

Halley

Task 1

Proxy

Romanian Team 1

Task N

Proxy

Quality Assurance

Quality

Sprint Planning » es5ma5on Team Jupiter @ Scrummorra

•  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 …)

�  They released new RTFs with a Test Driven Development & Agile Modeling approach

�  They were cross-‐func5onal and self organizing

Daily Work

Results

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

MANUFACTORING LOGIC Case Studies : enterprise agile transi5ons

Manufactoring Logic

Manufactoring Logic

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

Aims

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

Strategic Goals

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

Challenges

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

Firefigh5ng culture

Surviving legacy code

Command and Control

Blaming culture

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

FIGHT A BLAMING CULTURE Facilita5ng change

DON’T ESCAPE FROM PROBLEMS Facilita5ng change

System thinking

Agile coach son-‐skills categories

ORGANIZATIONAL STRUCTURE From a Hierarchical Model …

Command & Control

… flow of Commands …

… and Control

ORGANIZATIONAL STRUCTURE … to a Social Network one

Takeaways

•  Mini Kaizen •  Prisoner metrics •  Coaches camps •  A lot of other ideas !

hAp://www.slideshare.net/cperrone/a3-‐kaizen-‐heres-‐how

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

MEDIA IDEAS Case Studies : enterprise agile transi5ons

Media Ideas

Media Ideas

•  Size : 700+ •  City : Milan •  Role : Lean Agile Consultant •  Enterprise Transi5on •  Phase : pilots

Aims

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

Strategic Goals

•  Enterprise Transi5on pilot •  Establish an ETC •  1 Kanban team •  4 Scrum teams •  Establish of CoPs

Challenges

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

How’d we do it? Complex interdependencies across projects

How’d we do it? Handling of specialized and global

project resources

How’d we do it? Team dynamics

Forming

Storming

Lack of Leadership

Lack of Management

Management

•  False Consensus •  Provide no real support to the Adop5on Ini5a5ve

•  No feedback to the teams

Results

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

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

DOMS Case Studies : enterprise agile transi5ons

DOMS

Doms

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

Aims

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

Strategic Goals

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

Challenges

•  Management •  Business •  Legacy code •  Technology KH •  User Experience •  Marke5ng

Enterprise Transi5on Community

ETC Product Box

IC-‐Tech

IC-‐Meth

CoP 1

Focus Group

CoP 2

IC-‐Tech

IC-‐Meth

Dev CoP

Focus Group

UX CoP

Storming Norming

Storming Norming Performing

Lean Agile Tuscany

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

thanks

Fabio Armani www.open-‐ware.org

@fabioarmani f.armani@open-‐ware.org