Soumettre la recherche
Mettre en ligne
Adopting Scrum: an enterprise transformation
•
8 j'aime
•
2,669 vues
Hugo Lourenco
Suivre
Adopting Scrum: an enterprise transformation Consulting with Scrum FrameWork
Lire moins
Lire la suite
Signaler
Partager
Signaler
Partager
1 sur 45
Télécharger maintenant
Télécharger pour lire hors ligne
Recommandé
Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)
Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)
Andrea Tomasini
The agile reading glasses: foundation principles and history being agile appr...
The agile reading glasses: foundation principles and history being agile appr...
Andrea Tomasini
Agile Embedded Software Development, what's wrong with it?
Agile Embedded Software Development, what's wrong with it?
Andrea Tomasini
Herding cats, or the art of scaling agile teams
Herding cats, or the art of scaling agile teams
Dave Sharrock
Why practices are not as important as principles?
Why practices are not as important as principles?
Andrea Tomasini
Giving Teams the Roots to Grow and Wings to Fly
Giving Teams the Roots to Grow and Wings to Fly
Dave Sharrock
Why Scrum Cant Fail (Andrea Tomasini, agile42)
Why Scrum Cant Fail (Andrea Tomasini, agile42)
Andrea Tomasini
Agility and Compliance (Andrea Tomasini, agile42)
Agility and Compliance (Andrea Tomasini, agile42)
Andrea Tomasini
Recommandé
Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)
Adopting Scrum: an enterprise transformation (Andrea Tomasini, agile42)
Andrea Tomasini
The agile reading glasses: foundation principles and history being agile appr...
The agile reading glasses: foundation principles and history being agile appr...
Andrea Tomasini
Agile Embedded Software Development, what's wrong with it?
Agile Embedded Software Development, what's wrong with it?
Andrea Tomasini
Herding cats, or the art of scaling agile teams
Herding cats, or the art of scaling agile teams
Dave Sharrock
Why practices are not as important as principles?
Why practices are not as important as principles?
Andrea Tomasini
Giving Teams the Roots to Grow and Wings to Fly
Giving Teams the Roots to Grow and Wings to Fly
Dave Sharrock
Why Scrum Cant Fail (Andrea Tomasini, agile42)
Why Scrum Cant Fail (Andrea Tomasini, agile42)
Andrea Tomasini
Agility and Compliance (Andrea Tomasini, agile42)
Agility and Compliance (Andrea Tomasini, agile42)
Andrea Tomasini
Great Agile Teams @ SDEC13, Winnipeg
Great Agile Teams @ SDEC13, Winnipeg
Dave Sharrock
Lean Product Management @ SDEC13, Winnipeg
Lean Product Management @ SDEC13, Winnipeg
Dave Sharrock
Why self-organization might not work, and what has that to do with the compan...
Why self-organization might not work, and what has that to do with the compan...
Andrea Tomasini
Stop scaling... Start growing an Agile Organization!
Stop scaling... Start growing an Agile Organization!
Andrea Tomasini
Agility meets regulatory compliance
Agility meets regulatory compliance
Dave Sharrock
Support self-organization
Support self-organization
Javier Pérez Fernández
How to grow your organization resilience and anti-fragility
How to grow your organization resilience and anti-fragility
Andrea Tomasini
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
Alessio Bragadini
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
Andrea Tomasini
From a Product Vision to a running software... and back again, and agile coac...
From a Product Vision to a running software... and back again, and agile coac...
Andrea Tomasini
Improve the chances of success of your organization with Resilience and Antif...
Improve the chances of success of your organization with Resilience and Antif...
Andrea Tomasini
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Dave Sharrock
Keynote stop scaling... start growing an agile organization!
Keynote stop scaling... start growing an agile organization!
Andrea Tomasini
The Anatomy of an Agile Organization
The Anatomy of an Agile Organization
Andrea Tomasini
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
Andrea Tomasini
3 Stages of Agility: Agile Austin 2016
3 Stages of Agility: Agile Austin 2016
Dave Sharrock
From agile to agility
From agile to agility
Andrea Tomasini
The Good Shepherd - the Role of BAs in Agile
The Good Shepherd - the Role of BAs in Agile
Dave Sharrock
Avoiding the Dilbert Syndrome
Avoiding the Dilbert Syndrome
Dave Sharrock
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Dave Sharrock
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
Dave Sharrock
Portfolio visualisation Scrum Gathering Prague
Portfolio visualisation Scrum Gathering Prague
Joanne Perold
Contenu connexe
Tendances
Great Agile Teams @ SDEC13, Winnipeg
Great Agile Teams @ SDEC13, Winnipeg
Dave Sharrock
Lean Product Management @ SDEC13, Winnipeg
Lean Product Management @ SDEC13, Winnipeg
Dave Sharrock
Why self-organization might not work, and what has that to do with the compan...
Why self-organization might not work, and what has that to do with the compan...
Andrea Tomasini
Stop scaling... Start growing an Agile Organization!
Stop scaling... Start growing an Agile Organization!
Andrea Tomasini
Agility meets regulatory compliance
Agility meets regulatory compliance
Dave Sharrock
Support self-organization
Support self-organization
Javier Pérez Fernández
How to grow your organization resilience and anti-fragility
How to grow your organization resilience and anti-fragility
Andrea Tomasini
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
Alessio Bragadini
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
Andrea Tomasini
From a Product Vision to a running software... and back again, and agile coac...
From a Product Vision to a running software... and back again, and agile coac...
Andrea Tomasini
Improve the chances of success of your organization with Resilience and Antif...
Improve the chances of success of your organization with Resilience and Antif...
Andrea Tomasini
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Dave Sharrock
Keynote stop scaling... start growing an agile organization!
Keynote stop scaling... start growing an agile organization!
Andrea Tomasini
The Anatomy of an Agile Organization
The Anatomy of an Agile Organization
Andrea Tomasini
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
Andrea Tomasini
3 Stages of Agility: Agile Austin 2016
3 Stages of Agility: Agile Austin 2016
Dave Sharrock
From agile to agility
From agile to agility
Andrea Tomasini
The Good Shepherd - the Role of BAs in Agile
The Good Shepherd - the Role of BAs in Agile
Dave Sharrock
Avoiding the Dilbert Syndrome
Avoiding the Dilbert Syndrome
Dave Sharrock
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Dave Sharrock
Tendances
(20)
Great Agile Teams @ SDEC13, Winnipeg
Great Agile Teams @ SDEC13, Winnipeg
Lean Product Management @ SDEC13, Winnipeg
Lean Product Management @ SDEC13, Winnipeg
Why self-organization might not work, and what has that to do with the compan...
Why self-organization might not work, and what has that to do with the compan...
Stop scaling... Start growing an Agile Organization!
Stop scaling... Start growing an Agile Organization!
Agility meets regulatory compliance
Agility meets regulatory compliance
Support self-organization
Support self-organization
How to grow your organization resilience and anti-fragility
How to grow your organization resilience and anti-fragility
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
Out of Sight, Out of Mind: Survival tricks and tools for remote developers
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
How to get everything right... by doing everything wrong? (Andrea Tomasini, a...
From a Product Vision to a running software... and back again, and agile coac...
From a Product Vision to a running software... and back again, and agile coac...
Improve the chances of success of your organization with Resilience and Antif...
Improve the chances of success of your organization with Resilience and Antif...
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Estimate Value to Deliver Value: Effectively Estimate the Value of Requiremen...
Keynote stop scaling... start growing an agile organization!
Keynote stop scaling... start growing an agile organization!
The Anatomy of an Agile Organization
The Anatomy of an Agile Organization
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
Application Lifecycle Management and Agile, friends... or foes? (Andrea Toma...
3 Stages of Agility: Agile Austin 2016
3 Stages of Agility: Agile Austin 2016
From agile to agility
From agile to agility
The Good Shepherd - the Role of BAs in Agile
The Good Shepherd - the Role of BAs in Agile
Avoiding the Dilbert Syndrome
Avoiding the Dilbert Syndrome
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Thoughts on Lean Product Development at CAMUG, YYC Nov 2014
Similaire à Adopting Scrum: an enterprise transformation
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
Dave Sharrock
Portfolio visualisation Scrum Gathering Prague
Portfolio visualisation Scrum Gathering Prague
Joanne Perold
Agile Testing is nonsense, because Agile is about testing!
Agile Testing is nonsense, because Agile is about testing!
Andrea Tomasini
Empirical proces control
Empirical proces control
Niels Verdonk
Where next?
Where next?
agile42
Burning Agile
Burning Agile
Gaetano Mazzanti
Stop Scaling Start Growing Agile
Stop Scaling Start Growing Agile
Dhaval Panchal
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management Explored
Gunther Verheyen
How to form agile teams
How to form agile teams
Dave Sharrock
Will Agile work in my embedded development environment?
Will Agile work in my embedded development environment?
bmyllerup
Agile42 agile for super heroes_june2018
Agile42 agile for super heroes_june2018
Richard Dolman
Improve success of your organization
Improve success of your organization
Andrea Tomasini
Agile42 and sipgate @DWNRW
Agile42 and sipgate @DWNRW
Andrea Tomasini
Herding cats or flocking birds - agile portfolio management
Herding cats or flocking birds - agile portfolio management
Dave Sharrock
Agile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management explored
Gunther Verheyen
Scrum in a nutshell
Scrum in a nutshell
Roberto Bettazzoni
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
Martin von Weissenberg
Agile practices from a standing start
Agile practices from a standing start
Dave Sharrock
Is your organisation reaping the possible benefits of scaling agile?
Is your organisation reaping the possible benefits of scaling agile?
Ralf Kruse
How (and why) your Agile transition will fail
How (and why) your Agile transition will fail
Giuseppe De Simone
Similaire à Adopting Scrum: an enterprise transformation
(20)
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
IBM Innovate2014 - Is Agile Compliance an Oxymoron?
Portfolio visualisation Scrum Gathering Prague
Portfolio visualisation Scrum Gathering Prague
Agile Testing is nonsense, because Agile is about testing!
Agile Testing is nonsense, because Agile is about testing!
Empirical proces control
Empirical proces control
Where next?
Where next?
Burning Agile
Burning Agile
Stop Scaling Start Growing Agile
Stop Scaling Start Growing Agile
Agile Tour Brussels 2014 - Empirical Management Explored
Agile Tour Brussels 2014 - Empirical Management Explored
How to form agile teams
How to form agile teams
Will Agile work in my embedded development environment?
Will Agile work in my embedded development environment?
Agile42 agile for super heroes_june2018
Agile42 agile for super heroes_june2018
Improve success of your organization
Improve success of your organization
Agile42 and sipgate @DWNRW
Agile42 and sipgate @DWNRW
Herding cats or flocking birds - agile portfolio management
Herding cats or flocking birds - agile portfolio management
Agile Turkey summit 2014 - Empirical Management explored
Agile Turkey summit 2014 - Empirical Management explored
Scrum in a nutshell
Scrum in a nutshell
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
Agile practices from a standing start
Agile practices from a standing start
Is your organisation reaping the possible benefits of scaling agile?
Is your organisation reaping the possible benefits of scaling agile?
How (and why) your Agile transition will fail
How (and why) your Agile transition will fail
Adopting Scrum: an enterprise transformation
1.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adopting Scrum: an enterprise transformation Using Scrum as a Pattern Language for Enterprise Transformation
2.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Andrea Tomasini Agile Coach & Trainer andrea.tomasini@agile42.com
3.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Andy Carmichael Andrea's company is called agile42 and if you think about it the name has some logic to it - "agile" is the undisputed answer to all the major questions of software engineering (mmm...?) in the same way that 42 is the answer to that only slightly larger chestnut: life, the universe and everything...
4.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Why Agile?
5.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Growing Software Complexity Software complexity in FORD vehicles quadruplicated in 5 years 0 2.5 5 7.5 10 2005 2006 2007 2008 2009 2010 10 6 4.5 3.4 2.8 2.4 Software lines in FORD vehicles over the past 5 years x4
6.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Growing Software Complexity Compared software complexity growth in aerospace and automotive F-22 Raptor F-35 Joint Strike Boeing 787 Dreamliner S-Class Daimler 98.6 6.5 5.7 1.7 x10
7.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Time to Market Due to globalization effects, and other economical changes, the time to market over time decreased significantly Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California 1915 1939 1972 1976 1983 1994 1998 2000 2002 2004 13.5 years 3 m onths
8.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Why does that matter?
9.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Change from this... Defined Process, suited to produce faster
10.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. ... to this. R&D based process
11.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adopting Scrum using Scrum... or not?
12.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise Complexity Dimensions of complexity for an organization
13.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 360° Structure of the organization
14.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 720° Structure of the organization Product portfolio
15.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. 1080° Structure of the organization Product portfolio People and Teams
16.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise Challenges Going beyond the three dimensions...
17.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Transition to Agility • Team/People Empowerment • Knowledge building, and persisting • Adaptivity to changes, flexibility • Focus on Value and Customer • Cultural Change, paradigm shift
18.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Adapting vs. Defining “At the University of California at Irvine, ... they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
19.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Scrum Language Patterns Scrum defines clear patterns to tackle specific problems: uncertainty, complexity, unpredictability, focus, value...
20.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Scrum Meeting - Daily Scrum What is the best way to control an empirical and unpredictable process such as software development, scientific research, artistic projects or innovative designs where it is hard to define the artifacts to be produced and the processes to achieve them? From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
21.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Sprint - Iteration We want to balance the need of developers to work undisturbed and the need for management and the customer to see real progress From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
22.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Backlog What is the best way to organize the work to be done next at any stage of the project? From: “SCRUM: An extension pattern language for hyperproductive software development” (Mike Beedle, Martine Devos, Yonat Sharon, Ken Schwaber, Jeff Sutherland)
23.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise Transformation How to define a Goal and setup a strategy to successfully transform your organization?
24.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Top Management Sponsorship Evidence of Success Pilot Projects TOC Strategy Map
25.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. What is a Pilot Project? t POT TTPOC POC POC TC TC TC TC TC • Try the whole process end-to-end, not just the development • Start by training the Product Owners, and through coaching identify and develop a Product Backlog • Train the Team when the Backlog is READY and start sprinting • Coach the whole Scrum Team through 2-3 Sprints till the Team will be able independent, than start with another team • Learn from every experience and consolidate the Backlog and the approach
26.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Top Management Sponsorship Remove Impediments Evidence of Success Pilot Projects Transition Team Transition Backlog TOC Strategy Map
27.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Transition Backlog • Contains all the tactical actions stemming from the Transition Strategy • Contains all the impediment rose by the Scrum Teams that need systemic intervention outside of their responsibility • Get’s processed by the Transition Team, in order of priority
28.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Transition Team People of different Roles supporting the transition Sponsor of the transition acting as Product Owner Members may rotate over time (e.g.: Scrum Team Member may join to support Impediment removal)
29.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Remove Impediments Top Management Sponsorship Awareness Evidence of Success Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction TOC Strategy Map
30.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Lean, Agile or Scrum? Lean Principles Agile Values Scrum FrameworkCom m itm ent Openness Courage Focus Respect
31.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. How to build a solid “Scrum” culture... • Scrum enables transparency into an organization • Without transparency trust can’t be build • Transparency exposes problems, not all of them are apparent, some require investigation • Asking questions is often the best way to stimulate people to “sove problems” Transparency Trust Commitment Courage
32.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Marketing & Communication Evidence of Success Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction Success Stories Paradigm shift: bottom-up TOC Strategy Map
33.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Start to ask Questions! Put your team into context, allow them to tell the story... goods and bads, are all lessons learned :-)
34.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Effective Scrum Teams Training Coaching Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Agile & Scrum introduction Success Stories Paradigm shift: bottom-up TOC Strategy Map
35.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Agile Engineering Practices Delivering fast requires new methods... and new tools People need to learn new tools and new practices...
36.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Agile Engineering Practices There is no “perfect” tool and there is no tool forever... and have the courage to leave behind the Old tools which are not supportive anymore
37.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Effective Scrum Teams Training Coaching Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
38.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. System Thinking The constraints set into a system are responsible for people behaviors into that system
39.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
40.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Community of Practice Learning as Doing... Learning as Belonging... Learning as Becoming... Learning as Experience
41.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map
42.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Enterprise successfully delivering with Scrum Marketing & Communication Strategy Tactic Awareness Remove Impediments Top Management Sponsorship Cultural Change Sustainability Internal Coaches Building Knowledge Effective Scrum Teams Training Coaching Agile Leadership Training Program & Career path Technical Excellence Evidence of Success Agile Engineering Practices Pilot Projects Transition Team Transition Backlog Support growth of new “Roles” Community of Practice Agile & Scrum introduction Customer & Value orientation System Thinking Success Stories Paradigm shift: bottom-up TOC Strategy Map At Risk Achieved Need Action
43.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. so what?
44.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Conclusions • Agile is mainstream, enterprises need to adopt is growing • Succeeding with one or two projects is not the same as succeeding with the whole enterprise • Transitioning to agile requires a vision, a strategy and constant and inspection & adaptation • Transition is a cultural change, it will take time, and not everybody will like it, but needs to happen :-)
45.
agile42 | We
advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Questions? & Answers! For any further comment and or question, feel free to contact us info@agile42.com Further References: Scrum Alliance: http://www.scrumalliance.org Control Chaos: http://www.controlchaos.com Implementing Scrum: http://www.implementingscrum.com Jeff Sutherland Blog: http://jeffsutherland.com/scrum Mike Cohn “User Stories”: http://www.mountaingoatsoftware.com agile42 Website: http://www.agile42.com/
Télécharger maintenant