ADAPTing to Enterprise Agile
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This document discusses strategies for transitioning large enterprises to agile practices. It introduces the ADAPT framework which involves creating Awareness of issues, building Desire for change, developing Ability to work in agile ways, promoting early successes, and transferring agile practices throughout the organization. Key challenges in enterprise agile adoption are mixing agile with traditional processes, compliance issues, distributed teams, and individual resistance. The document advocates establishing an Enterprise Transition Community and Improvement Communities to guide the transition through iterative improvements.
ADAPTing to Enterprise Agile
- 1. Copyright 2009, Mountain Goat Software ADAPTing to Enterprise Agile Mike Cohn Mountain Goat Software
- 2. Copyright 2009, Mountain Goat Software Some challenges you’ll face Mixing agile and traditional processes Compliance issues – CMMI, SOX, ISO9001 Large scale coordination and strategic reuse within product lines Distributed teams Waterfallacies, agile phobias, and other individual resistance
- 3. Copyright 2009, Mountain Goat Software
- 4. Copyright 2009, Mountain Goat Software A Awareness that the current approach isn’t working. Desire to change. Ability to work in an agile manner. Promote early successes to build momentum and get others to follow. Transfer the impact of agile throughout the organization so that it sticks. D A P T
- 5. Copyright 2009, Mountain Goat Software Tools for building… Communicate that there’s a problem Use metrics Provide exposure to new people and experiences Focus attention on the most important reason or two for adopting agile Awareness Communicate that there’s a better way Create a sense of urgency Build momentum Get the team to take agile for a test drive Align incentives (or, at least, remove disincentives) Address any fears Help people let go Don’t discredit the past Engage everyone in the transition Desire
- 6. Copyright 2009, Mountain Goat Software Provide coaching and training Hold individuals accountable Share information Set reasonable targets Just do it Ability Publicize success stories Take an agile safari Attract attention Promotion Transfer the effects of agile beyond the current group If you don’t transfer, organizational gravity will pull you back to the status quo Transfer
- 7. Copyright 2009, Mountain Goat Software Why adopting agile is hard It’s cannot be entirely bottom-up or top- down The changes are pervasive Best practices are dangerous The end state is unpredictable Must be able to measure and demonstrate the benefits of agile
- 8. Copyright 2009, Mountain Goat Software Transitioning isn’t about closing gaps There is no end state in agile Your influence is non-deterministic – You don’t know how the organization will respond Successful adopting agile is about achieving a fit with the environment not closing gaps Current State Desired State Gaps?
- 9. Copyright 2009, Mountain Goat Software Iterating Toward Agility
- 10. Copyright 2009, Mountain Goat Software Enterprise Transition Community Creates a culture in which passion and desire to improve thrive Does not direct the transition effort – Provides energy, resources, support and guidance – Removes organizational impediments to agility Encourages Improvement Communities to form
- 11. Copyright 2009, Mountain Goat Software ETC members Sponsor – From highest level at which change is supported – Not a checkbook-only commitment Others – From any level but driven by desire to improve Disbands when the “transition” part of adopting agile is over
- 12. Copyright 2009, Mountain Goat Software ETC responsibilities Articulate the reasons for adopting agile Stimulate conversation Provide resources Engage everyone Set appropriate aspirations Anticipate and address people issues and other impediments Encourage simultaneous focus on practices and principles
- 13. Copyright 2009, Mountain Goat Software An ETC’s improvement backlog Item Responsible Note Create an “Agile Office” where teams can get help. Jim (CTO) to talk this up at monthly development meeting. Let’s see if there’s any interest. Establish an internal program for developing ScrumMasters. How do we identify good internal candidates? How do we develop them? Collect and disseminate Scrum success stories in our company. SC Savannah has expressed interest in this. Resolve dispute with facilities over rearranging second floor cubicles. JS Jim to talk to Ursula in facilities about budget for this. Get more teams to do continuous integration. AA Arie is going to summarize metrics from T-Bone project and see how many teams he can motivate.
- 14. Copyright 2009, Mountain Goat Software Improvement communities (ICs) Form around the passion of a small number of people – Expand from there Do the real work of improving how the organization implements agile Focus on goals with practical relevance Examples: – ScrumMaster, Testing, Product Owner, Continuous Integration
- 15. Copyright 2009, Mountain Goat Software Working on an IC An IC works with a project team – Work is not done in an ivory tower Most ICs work in 2–4-week iterations Disband or refocus when goal has been achieved
- 16. Copyright 2009, Mountain Goat Software An IC Improvement Backlog Figure out how to identify good candidates to become ScrumMasters (in addition to those who ask to participate in this program). Establish an internal mentoring program. Develop some internal classroom training. Which courses? Who can teach them? Can we license courses? Get budget for next year for external coaching. How many days? At what expected daily rate? See what we can do with local user groups to bring in speakers. ETC Improvement Backlog … Establish an internal program for developing ScrumMasters. … Not everything on an IC’s improvement backlog needs to tie back to the ETC’s backlog
- 17. Copyright 2009, Mountain Goat Software For more information New book available on 9 November About getting started with agile/Scrum – And then getting good at it Sample chapters at: www.SucceedingWithAgile.com