- Alan Padula presented on how to jumpstart enterprise agile adoption based on his experience leading Intuit Financial Services' (IFS) transformation to agile.
- IFS followed Kotter's 8-step change model, starting with establishing urgency and guiding teams, then getting the vision right and communicating it. They enabled action through extensive training, transition elements, and governance processes. Short-term wins and continuous improvement helped make the change stick.
- Key lessons included focusing on promoters over naysayers, allocating dedicated resources, investing in training and coaches, finding leaders to drive the change, and accepting it takes time for a mindset change.
2. Alan Padula
Intuit
Alan Padula is a senior software engineering process manager and agile leader at Intuit. For
more than six years, Alan has led the transformation of large organizations to enterprise agile.
In addition to training more than 100 internal agile coaches, he trains management on their role
in agile. Alan created Intuit’s flavor of agile which integrates innovation and experimentation and
drives several agile communities in the company. Prior to Intuit, he was a senior technology and
business process consultant at Hewlett-Packard. Earlier responsibilities at HP included software
project manager, program manager, lead engineer at HP, and consultant with R&D labs on
software technology and process improvement.
3. How To Jumpstart Enterprise Agile Adoption
Alan Padula
June 5, 2013
alan_padula@intuit.com
Better Software and Agile Development West 2013
Las Vegas, Nevada
people
Agenda
• An Enterprise Agile Model
• Intuit Financial Services (IFS) Journey Line to Agile
• The Agile Mindset – “the difference that makes the difference”
• The 8-Step Kotter Model of Change
• Lessons Learned
Intuit Proprietary & Confidential
1
4. An Enterprise Agile Model*
• Executive Steering Committee
Investment Decisions
• Product Management Initiatives
• Architecture
• User Research
Offering
Level
Release
Level
• Release Team, Deployment Team,
Project Management Office, Roadmaps
Team
Level
• Feature
• Platform
* Adapted from Dean Leffingwell, Agile Software Requirements
3
Intuit Proprietary & Confidential
Intuit Financial Services (IFS) Agile
Journey Line
Launch Action
Team, Learn About
Agile & Design
Agile for IFS
Test Agile on Two
Teams
Coach Team
Established &
Trained
Start Using Agile &
Set Goal of
Reducing Cycle
Time by 20%
2009
2010
Team
Overwhelmed with
Feedback & Unsure
of Next Steps
Challenges with
Training Provider &
Getting the Training
Content Right
Completed Roll
Out & Started
Planning for FY12
2011
Challenges with
Coach Bandwidth
Attribution: roger436
Intuit Proprietary & Confidential
2
5. Where we were
Best
Practices
Past
(in
te
s)
Sta nge
u re c h a
Fut ntal
me
c re
Future
Present
State
Not Fast Enough
Intuit Proprietary & Confidential
Future Vision
Future
State
Vision
2
Past
Present
State
Not Fast Enough
…but what is “the difference that makes the difference?”
Intuit Proprietary & Confidential
3
6. The
Agile
Mindset
Mindset
people
4
Values
&
12
Principles
IFS Agile Rollout: Based on Kotter’s* Framework
AGILE
*John P. Kotter, Leading Change
Intuit Proprietary & Confidential
4
7. A Change Model to use: Kotter’s Eight Steps*
Implementing
& Sustaining
Change
8. Make it stick
7. Don’t let up
6. Create short-term wins
5. Enable action
4. Communicate for buy-in
3. Get the vision right
Engaging &
Enabling the
Organization
Creating a
Climate for
Change
2. Build guiding teams
1. Increase urgency
*John P. Kotter, Leading Change
Intuit Proprietary & Confidential
1. Increase Urgency
10
Intuit Proprietary & Confidential
5
8. 2. Execution
4. Governance
2. Create Guiding Teams
1. Enabling
3. Assessment
Intuit Proprietary & Confidential
3. Get the Vision Right
Wall Street Journal
Visioning Exercise
12
Intuit Proprietary & Confidential
6
9. 4. Communicate Change for Buy-In
Behavior
& Mindset
Benefit
Resistance
& Response
Communication
Plan
Recognition
Plan
Training
Plan
Resource
Plan
Who
Sponsors
1st Level
Managers
Developers
… etc
Intuit Proprietary & Confidential
5. Enable Action: Transition Elements
Current
state
The
What
Transition
Elements
The
Evidence
Measures
The
Why
Business &
Personal
Value
Desired
State 2
Future
State
•
•
•
•
State
Description
The
How
Desired
State 1
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Intuit Proprietary & Confidential
7
10. 5. Enable Action:
Transition Elements
FY10 Q4
May
Jun
Enabling
Jul
ID Teams
FY11 Q1
Aug
Sep
Oct
FY11 Q2
Nov
Dec
FY11 Q3
Jan
Pilot ST & PO Training
Feb
Mar
FY11 Q4
Apr
May
Jun
Jul
Create & Execute ST & PO Training Plan
Pilot Release Team Trng
Train all Release Team Members
Create Leader Trng Plan
Train all IFS Sr. Leaders
PM Panel I PM Panel II
Train Coaches
Train coaches
Performance Goals & Agile Quiz
Agile Values Poster Contest
Monthly Snack & Learn Sessions
Execution
ID tool
Purchase Tool
Convert Users
Resource Allocation Guidelines for Different Roles to Support Agile (Rolled out team by team)
Create Parallel Testg in Dev Guidelines
Assessment
Roll out Parallel Testing in Dev Guidelines Team by Team
Define key measures & baseline
Governance
Launch metrics for all team (rolled out team by team)
NFR process defined & tested
Improve NFRs & Rollout to All Teams
Create Best Practices for Business Requirements & Cascade
Create Best Pract. for Tech Spec & Cascade
Support External Audit
Continue improving SDLC methodology & artifacts to support Agile
Intuit Proprietary & Confidential
5. Enable Action: Training Plan
Q1 FY11
Aug
Q2 FY11
Sept
Oct
Nov
Dec
Q3 FY11
Jan
Feb
Mar
Q4 FY11
Apr
May
Jun
Jul
Q1 FY12
Aug
Sep
Oct
Learning
Students
Agile Sr.
Leader
Workshop
Agile
Manager
Product
Owner
15
35
55
Scrum
Team
200
Release
Team
125
Agile
Coaches
25
Special
Topics
Unlimited
Classroom
Snack & Learns/Tech Talks
Recorded Session (view later)
Intuit Proprietary & Confidential
8
11. 6. Short Term Wins: “Hearts & Minds”
Awareness
Adoption
Interest
Curiosity
17
Understanding
Intuit Proprietary & Confidential
7. Don’t Let Up
n
tio
ms
va
Tea
no
g ed
In
ana
ss
k
e
lf-M
ac
oc
Pr
db
, Se
e
s
ble
ou
Fe
Sta
inu
er
nt
m
Co
to
us
C
us
uo
in
nt
Co
18
Intuit Proprietary & Confidential
9
12. 8. Making it Stick:
Intuit Agile Coaches
“Do not solve
for the
perfect
process!”
Business Value & Coach Contribution
Big ROI products with the right requirements,
by learning from customers & real data
•
Repeatable, lower-risk projects
by selecting & customizing
the right process
Improved quality & schedule confidence
by executing
the process right
Greater productivity,
fewer obstacles,
and lower costs
by doing what works &
avoiding what doesn’t
“Work with &
support the team
in achieving their project goal”
Intuit Proprietary &
Intuit Proprietary & Confidential Confidential
19
•
8. Making it Stick:
Measuring our Status of Agile Rollout by Group
Consumer
Teams
Some
Agile
Today?
Scrum
Team
Trained?
Parallel
Testing in
Dev?
Following
Resource
Allocation
Guidelines?
Measuring
Velocity?
Measuring
cycle
time?
Measuring
business
value?
Employee
Assessment
of Agile
Adoption
Agile Coach
Engagement
NA
NA
NA
Team 1
Team 2
Team 3
Team 4
NA
Team 5
NA
Team 6
Team 7
Team 8
Team 9
Team 10
Team 11
Team 12
Team is doing today and results look good
Team is scheduled to start or is doing with
success but needs to fill gaps
Team is not scheduled/doing yet or is
getting poor results
Intuit Proprietary & Confidential
10
13. 8. Making it Stick: Self-Service Adoption
Measure
Score Self-Service Links
Velocity
3
Sprint
Burndown
4
Release
Burndown
2
Task
Breakdown
3
etc
…
12345-
Velocity
Sprint Burndown
Release Burndown
Task Breakdown
…
No Charts
Have it but don't look at it
Have it and trying to use it
Usually use it for release planning
Have it, always use it, used for release planning in agile tool
Intuit Proprietary & Confidential
Lessons Learned
• Concentrate on promoters; less on naysayers
• Allocate action team with leader support for their time
• Invest in training and internal coaches
• Find a leader to make the rallying cry
• Find a frontline leader to drive the change
• Accept it takes a long time to make a mindset change
• Use an expert Agile coach advisor who is masterful at change
leadership to drive the definition of the vision and roadmap
Intuit Proprietary & Confidential
11
