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Managing Large Scale Agile Transformation

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Tathagat Varma

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Managing Large-scale Agile Transformation Tathagat Varma, PMP, PRINCE2, CSM Sr. Director, Strategic Programs and Business Ops Yahoo! India R&D

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Discussion Topics •  What is agile really all about? •  Why is it so hard? •  ASAP Program •  What are we learning?

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Agile Manifesto, 2001

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DSDM Atern Principles, 2008 Focus  on  the   Deliver  on  time   Collaborate   business  need   Build   Never   incrementally   Develop   compromise   from  firm   iteratively   quality   foundations   Communicate   Demonstrate   continuously  and   control   clearly  

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What is agile really all about? •  Empowered  individuals   •  Collaboration     Motivated   •  Democratic  decision-­‐making   Individuals   and  transparency     Self-­‐ organizing         •  Shorter  feedback  cycle     x-­‐ •  Manage  changing  priorities   functional   •  Increased  productivity   Teams   Agile   Businesses   •  Higher  ROI   •  Faster  time  to  market   •  Better  User  Experience  

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Why is it so hard? 52   39 34   % Organizational  Culture   %   Resistance  to  Change   % Management  Support  

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Our Context •  Consumer Internet space •  Critical success factors –  Innovation –  Speed –  UX •  Agility is more about results than beliefs, labels or rituals

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Agile and Scrum Adoption Program (“ASAP”) Facilitate   Focus   Framework   • center-­‐ • “be  agile”   • generally   wide  agile   rather   label-­‐ adoption   than  “do   agnostic,   agile”   but  result-­‐ oriented  

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The “ASAP” journey Self- Sustaining Scaling Up Establish Credibility

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Establish credibility •  Agile is about democratic decision-making and self-organizing teams, how can we ‘impose’ it top-down? •  Don’t preach Agile. Solve specific problem(s). •  Don’t boil the ocean. Create beachheads. •  Show real results. •  ROI ≠ $$$ Saved. •  ROI = $$$ Earned

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Scaling Up Community   Internal  community  of   Org  Structure   practitioners  and   enthusiasts   Roles  and   Training   responsibilities   Expert  talk  series  –   bridge  the  gap  between   Intact  team  training   Process   Goal-­‐setting   theory  and  practice   Role-­‐specific  training   Performance   Product  Development   External  community   management   Specialized  Coaching   Process   connect   Compensation  and   Executive  Briefings   Common  Metrics   rewards   Strategy   Professional   Tools   Development  

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Metrics Strategy “Effectiveness” “Efficiency” “Adoption” “Readiness”

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Self-Sustaining •  Starting-up is easy; sustaining is tough! •  Strength of transformation is only tested when scaffolds are taken-off •  Implement agile practices that align with results you want

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What are we learning? •  Credibility is extremely important •  Scaling up ≠ 100% Adoption •  If results grow, processes will sustain! •  Remember – the goal still is to deliver real business value

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References •  The ASAP Journey – Tathagat Varma, Scrum Bangalore Meetup, 2012 •  The Continuing Adventures of Yahoo’s Agile Transformation – Keith Nottonson, Agile India 2012 •  State of Agile Development Survey 2011, VersionOne •  Rolling Out Agile in a Large Enterprise – Gabrielle Benefield, 2008

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Thanks! Blog: http://managewell.net Slides: http://slideshare.net/managewell Twitter: http://twitter.com/TathagatVarma My Articles: http://managewell.net/?page_id=2

More Related Content

Managing Large Scale Agile Transformation

  • 1. Managing Large-scale Agile Transformation Tathagat Varma, PMP, PRINCE2, CSM Sr. Director, Strategic Programs and Business Ops Yahoo! India R&D
  • 2. Discussion Topics •  What is agile really all about? •  Why is it so hard? •  ASAP Program •  What are we learning?
  • 4. DSDM Atern Principles, 2008 Focus  on  the   Deliver  on  time   Collaborate   business  need   Build   Never   incrementally   Develop   compromise   from  firm   iteratively   quality   foundations   Communicate   Demonstrate   continuously  and   control   clearly  
  • 5. What is agile really all about? •  Empowered  individuals   •  Collaboration     Motivated   •  Democratic  decision-­‐making   Individuals   and  transparency     Self-­‐ organizing         •  Shorter  feedback  cycle     x-­‐ •  Manage  changing  priorities   functional   •  Increased  productivity   Teams   Agile   Businesses   •  Higher  ROI   •  Faster  time  to  market   •  Better  User  Experience  
  • 6. Why is it so hard? 52   39 34   % Organizational  Culture   %   Resistance  to  Change   % Management  Support  
  • 7. Our Context •  Consumer Internet space •  Critical success factors –  Innovation –  Speed –  UX •  Agility is more about results than beliefs, labels or rituals
  • 8. Agile and Scrum Adoption Program (“ASAP”) Facilitate   Focus   Framework   • center-­‐ • “be  agile”   • generally   wide  agile   rather   label-­‐ adoption   than  “do   agnostic,   agile”   but  result-­‐ oriented  
  • 9. The “ASAP” journey Self- Sustaining Scaling Up Establish Credibility
  • 10. Establish credibility •  Agile is about democratic decision-making and self-organizing teams, how can we ‘impose’ it top-down? •  Don’t preach Agile. Solve specific problem(s). •  Don’t boil the ocean. Create beachheads. •  Show real results. •  ROI ≠ $$$ Saved. •  ROI = $$$ Earned
  • 11. Scaling Up Community   Internal  community  of   Org  Structure   practitioners  and   enthusiasts   Roles  and   Training   responsibilities   Expert  talk  series  –   bridge  the  gap  between   Intact  team  training   Process   Goal-­‐setting   theory  and  practice   Role-­‐specific  training   Performance   Product  Development   External  community   management   Specialized  Coaching   Process   connect   Compensation  and   Executive  Briefings   Common  Metrics   rewards   Strategy   Professional   Tools   Development  
  • 12. Metrics Strategy “Effectiveness” “Efficiency” “Adoption” “Readiness”
  • 13. Self-Sustaining •  Starting-up is easy; sustaining is tough! •  Strength of transformation is only tested when scaffolds are taken-off •  Implement agile practices that align with results you want
  • 14. What are we learning? •  Credibility is extremely important •  Scaling up ≠ 100% Adoption •  If results grow, processes will sustain! •  Remember – the goal still is to deliver real business value
  • 15. References •  The ASAP Journey – Tathagat Varma, Scrum Bangalore Meetup, 2012 •  The Continuing Adventures of Yahoo’s Agile Transformation – Keith Nottonson, Agile India 2012 •  State of Agile Development Survey 2011, VersionOne •  Rolling Out Agile in a Large Enterprise – Gabrielle Benefield, 2008
  • 16. Thanks! Blog: http://managewell.net Slides: http://slideshare.net/managewell Twitter: http://twitter.com/TathagatVarma My Articles: http://managewell.net/?page_id=2