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My invited talk at APMG Best Practices Showcase 2012 at Bangalore
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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
Discussion Topics
• What is agile really all about?
• Why is it so hard?
• ASAP Program
• What are we learning?
Agile Manifesto, 2001
DSDM Atern Principles, 2008
Focus on the business need Deliver on time Collaborate
Never compromise
quality
Build incrementally from firm
foundations
Develop iteratively
Communicate continuously and
clearly
Demonstrate control
What is agile really all about?
Agile Businesses
Self-‐organizing
x-‐functional Teams
Motivated Individuals
• Higher ROI • Faster time to market • Better User Experience
• Shorter feedback cycle • Manage changing priorities • Increased productivity
• Empowered individuals • Collaboration • Democratic decision-‐making
and transparency
Why is it so hard?
52% Organizational Culture
39% Resistance to Change
34% Management Support
Our Context
• Consumer Internet space
• Critical success factors
– Innovation
– Speed
– UX
• Agility is more about results
than beliefs, labels or rituals
Agile and Scrum Adoption Program (“ASAP”)
Facilitate
• center-‐wide agile adoption
Focus
• “be agile” rather than “do agile”
Framework
• generally label-‐agnostic, but result-‐oriented
The “ASAP” journey
Establish Credibility
Scaling Up
Self-Sustaining
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
Scaling Up
Community
Internal community of practitioners and enthusiasts
Expert talk series – bridge the gap between theory and practice
External community connect
Org Structure
Roles and responsibilities
Goal-‐setting
Performance management
Compensation and rewards
Professional Development
Training
Intact team training Role-‐specific training
Specialized Coaching
Executive Briefings
Process
Product Development Process
Common Metrics Strategy
Tools
Metrics Strategy
“Readiness”
“Adoption”
“Efficiency”
“Effectiveness”
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
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
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
Thanks!
Blog: http://managewell.net
Slides: http://slideshare.net/managewell
Twitter: http://twitter.com/TathagatVarma
My Articles: http://managewell.net/?page_id=2