Petra SKAPASenior ConsultantValtech Technology

Mardi 17 Novembre 2009Paris, la Défense

pskapa@valtech.fr

Enterprise Agile TransformationElements of Success

Agenda

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• My Background• Why Consider an Agile Transformation• Patterns & Elements of Success• Leading Change• Conclusion & Questions

Background

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• Developer, Iteration Manager, Project/Program Manag er, Coach• First Agile project using Scrum in 2002 with Ken Sc hwaber

• Consultant to Global 1000 companies in North Americ a• 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

Why Consider an Agile Transformation

Solving Problems• Long time to market or inability to respond to chan ge• Delivering the wrong thing to customers• High maintenance costs / quality issues• Losing market share to competitors

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Organizational Improvements• Collaborative, self-organizing and innovative teams• Increase employee retention and productivity• Work more closely with business groups & customers

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 mo del that will

increase solution delivery throughput and quality.”

Patterns & Elements of Success

Example Agile Roadmap

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

executivesReading 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

Patterns & Elements of Success

Agile Practices InteractionsImage Courtesy of Robert Norton

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

Leading Change

Organizational Level

• “Heart of Change”

• Increase sense of urgency• Build guiding teams• Get the vision right• Communicate for buy-in

John P. Kotter, Harvard Business School

• Enable action• Create short-term wins• Don’t let up• Make it stick

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 & Pro ject Mgmt Practice

Agile Guidance

Team

Chief Agilist

BacklogOwnerStrategic Direction

Employee

Employee

Organizational

Ow

ners

Employee 1

Employee 2

Employee 2

Agile Training 101

Agile Cookbook & Inception Toolbox

Agile Health Check & Assessment

Project & Story Sizing

Iteration Management

Employee External Expert

External Expert

Change Organization

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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