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- 1. Mardi 17 Novembre 2009 Paris, la Défense Enterprise Agile Transformation Elements of Success Petra SKAPA Senior Consultant Valtech Technology pskapa@valtech.fr
- 2. Agenda • My Background • Why Consider an Agile Transformation • Patterns & Elements of Success • Leading Change • Conclusion & Questions #2
- 3. Background • Developer, Iteration Manager, Project/Program Manager, Coach • First Agile project using Scrum in 2002 with Ken Schwaber • Consultant to Global 1000 companies in North America • Project delivery, coaching & agile transformation • Insurance, healthcare, energy, insurance, leasing, retail industries • Director & Chief Agilist with Gap Inc. Direct (GID) • Responsible for agile transformation for e-commerce business • 300+ ppl; US$1 billion annual revenue, 4 locations • Senior Consultant Valtech Technology • Focus on agile transformation #3
- 4. Why Consider an Agile Transformation Solving Problems • Long time to market or inability to respond to change • Delivering the wrong thing to customers • High maintenance costs / quality issues • Losing market share to competitors Organizational Improvements • Collaborative, self-organizing and innovative teams • Increase employee retention and productivity • Work more closely with business groups & customers #4
- 5. Patterns & Elements of Success Analysis & Recommendations Phase • Obtain perspectives and visibility into the problems & opportunities • Develop Vision, Investment and initial plan • Baseline current state • Create Agile roadmap • Prioritize most important activities Example Vision Statement • “Leverage Agile methods to develop a sustainable model that will increase solution delivery throughput and quality.”
- 6. Patterns & Elements of Success Example Agile Roadmap
- 7. Patterns & Elements of Success Support & Approach • Support • Transformation leadership; training; coaching; co-development and technical infrastructure • Approach • Multi-level engagement with pairing or coaching from developers to executives Reading books, or training, often will not result in lasting change • What is right for your organization? Ask this… • Experience amongst your people • Drivers for change • Leadership support • Alignment & resistance or impediments to change
- 8. Patterns & Elements of Success Agile Practices Image Courtesy of Robert Norton Interactions
- 9. Patterns & Elements of Success Success depends on: • Long-term sustainable improvements • The right support for your specific needs • Ensuring that you are actively managing impediments and providing the right support • The end goal is sustainable continuous improvement leveraging Agile methodologies
- 10. Leading Change Organizational Level • “Heart of Change” • Increase sense of urgency • Enable action • Build guiding teams • Create short-term wins • Get the vision right • Don’t let up • Communicate for buy-in • Make it stick John P. Kotter, Harvard Business School
- 11. Leading Change Framework for Process Improvement • “Six Areas of Agile Transition” > Agile vision > Organizational roll-out strategy > Practice strategy > Methodology support strategy > Integration strategy > Development environment Cutter, Jim Highsmith, Director Agile Product & Project Mgmt Practice
- 12. Change Organization Backlog Chief Strategic Direction Owner Agilist Agile Guidance Team Agile Training 101 Agile Cookbook & Inception Toolbox Employee 1 Organizational Agile Health Check & Assessment Owners Project & Story Employee 2 Sizing Iteration Management Employee 2 Employee Employe External Employee External e Expert Expert
- 13. Conclusions • Clearly understanding of drivers for change > Change is not free • Patterns & Elements of Success > Assessment Phase - Develop Vision & Roadmap > Support & Approach - Agile practices • Leading Change > Heart of change > Change organization & framework #13