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www.luxoft.com
ORGANIZATIONAL CHANGES AT A
CORPORATE SCALE
Sergey Prokhorenko
Luxoft Agile Practice
www.luxoft.com
About Me
Agile coach, head of Luxoft Agile Practice
www.luxoft.com
Top Client Problems
0% 50% 100%
Improve project visibilty
Increase productivity
Enhance ability to managechanging priorities
Accelerate product delivery
Reasons for Adopting Agile 1. PAYING FOR THE WRONG THINGS
60% of money are spent on features
which are never or rarely used by real users
2. ALWAYS LATE WITH THE THINGS WE REALLY NEED
Engineers tend to reinventing the wheel and focusing on interesting
engineering stuff instead of business priorities
3. TOO EXPENSIVE TO MAKE EVEN LITTLE CHANGES
Long change cycles due to complicated change management
procedures which consumes time and money
4. DIFFICULT TO UNDERSTAND WHERE WE ARE RIGHT NOW
Client is overburden with different reports
but have no clue of real progress in terms of working features
VersionOne® 11th State of Agile Report (2017)
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What Went Wrong?
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COMMON PITFALLS
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Perception of Agile as a Silver Bullet
Addressing product development
challenges…
Doing right things for business
Change for free
Clear progress
Cross-functional feature teams
…while following non-Agile vendor
management restrictions
Greater vendor accountability
Fixed scope
Ring-fenced change
Shared resource models
Source: Developing Modern Applications With Agile Outsourcing, Forrester Research, 2014
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Agile Is About IT Training and Coaching
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What “Good Scrum” Looks Like (Enterprise View)
Agile Practices
- Sprint planning meeting
- Daily stand up
- Backlog refinement
- Sprint retrospective
- Sprint review / demo
Agile technical design – ensuring that the short cycle approach does not
lead to no overarching design, and equally that there is not a large
waterfall style design process which becomes a blocker in itself
Following a Quality Scrum Process (avoid a "Cargo Cult") – effectively
breaking down large tasks, writing good quality stories, running the scrum
board, running sprints effectively, understanding the drivers behind why
we're following the Agile approach (i.e. efficiency and responding to
change)
A common understanding of the Agile Practices
Proof of continuous improvement (e.g. automated testing)
High team morale
Self organising & managing – the coach can be extracted and the team
keeps functioning
Understanding the concept of "done", and not being satisfied until that is
achieved
Strong focus on testable software, and a clear trend on the amount of
testing done automatically and within the Sprint
Strong working partnership with Product Owner to maximise business
value
Changed behaviour and mind-set to lean / Agile – not a "Cargo Cult" simply
emptily following practices
Avoidance of anti patterns
Desire to track and understand team velocity, and to use this in the
planning of future Sprints to manage Product Owner expectation, and to
show continuous improvement
Desire to share success stories (and failures) with other teams as part of a
desire to continuously improve the entire organisation
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“Pilot” Projects
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No Changes in Organizational Structure
Functional team managers (development managers, QA leads, BA leads etc)
Product owners from IT (BA) rather than business
PM becoming Scrum Master but still responsible for delivery
Architects
Dedicated release engineers
Development and QA testing outsourced to different vendors
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Rigid Contracting
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We Don’t Need Basics, We’re Mostly There
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SURVIVAL KIT
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Start With “Why”
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Define Transformation Vision, Strategy and Roadmap
May — Jun
FULL TRANSITION OF THE
LARGER PROJECT PORTFOLIO
• 5 Scrum teams and one
Kanban team w/ 50 total
people
• Shortened and aligned release
cycle across all teams
• Each team took delivery
ownership of the given stream
• Introduced team based KPIs
• 20 FTEs followed legacy
process in the second program
Jan – Feb
FIRST SCRUM TEAM
• Team formed of 8 FTEs
including developers,
QAs and BA
• 60+ FTEs following
legacy process
Feb — Apr
L3 SUPPORT/SMALL
CHANGES
• Kanban team of 7 people
including developers,
QAs and BA
• Full Delivery Ownership of L3
support and continuous
enhancements program
• 50+ FTEs followed
legacy process
Jun — Nov
FULL SCALE
PROGRAM
TRANSFORMATION
• 7 scrum teams and
2 Kanban teams
w/ 90+ total people
• Unified Scrum process
in both programs
• Large increase in
headcount due to
process clarity and
reliability
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Leadership and Executive Sponsorship
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Leadership and Executive Sponsorship (Hard Way)
Elaborate vision
Define strategy
Take accountability
Review progress
Provide feedback
Eliminate blockers
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Empirical Approach and Systems Thinking
Lean thinking
ToC
Kaizen
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Grow Structure
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Continue Asking “Why”
