Where are we after one year - and what do we do.

1. THE LONG MARCH
Agile in large organizations - after 1 year
Problems, sharing of misery, and some possible solutions

2. JOE LITTLE
• CST (certified Scrum trainer).
• MBA, business value focus
• 20+ years experience in projects, including as PM
• Have trained lean-agile-scrum for 10 years. US,
Canada, Romania, France, UK, Peru,Argentina, etc.

3. ASSUMPTION
• Every knows agile a decent amount (maybe not
accurate)
• We are going to focus on ‘1 year out’…what do
we do now?

4. SITUATION - 1YEAR
• You tried to implement Scrum, and got ScrumButt
• The culture has not changed enough
• You have some better results from most teams,
but not as impressive as you had hoped
• The Dark Side is fighting back (it seems)

5. WHAT DO I WANT
• The values and principles understood (by some)
• The basics of real teams, working on one release at a time
• The basics of Scrum, using it all, and somewhat effectively
• 100% improvement
• Started on other improvements
• The culture starting to change

6. CSM v9.5 © Jeff Sutherland 1993-2013
Agile Manifesto
www.agilemanifesto.org
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
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7. CSM v9.5 © Jeff Sutherland 1993-2013
The Principles behind the Agile Manifesto - 1
1. Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for the customer's
competitive advantage.
3. Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work
together daily throughout the project.
5. Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of
conveying information to and within a development team
is face-to-face conversation.
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8. CSM v9.5 © Jeff Sutherland 1993-2013
The Principles behind the Agile Manifesto - 2
8
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
9. Continuous attention to technical excellence and good design
enhances agility.
10. Simplicity--the art of maximizing the amount of work not
done--is essential.
11. The best architectures, requirements, and designs emerge
from self-organizing teams.
12. At regular intervals, the team reflects on how to become more
effective, then tunes and adjusts its behavior accordingly.

9. MORE IDEAS
• There are actually lots more ideas behind lean-
agile-scrum. But we simplify.

10. REALTEAM
• A dedicated team
• A stable team
• A team with one mission
• A team that believes in the mission
• Not a dysfunctional team (team players that want to
work together)

11. THIS REQUIRES…
• The org must prioritize and allow each team to do
the next most important thing.
• Again, a team only works on one mission (project)
at a time.
• A BIG problem now, I find.

12. THE BASICS OF SCRUM
• Scrum is really very simple
• Let’s review the basics

13. © Joe Little 2013
Scrum is a Simple Framework
Scrum
Meetings
Sprint
Planning
Daily
Scrum
Roles
Team
Product
Owner
ScrumMasterArtifacts
Burndown
Charts
Sprint
Backlog
Product
Backlog
Sprint
Review
Retro-
spective
Imped
List
13
Working
Product

14. WHAT ELSE?
• Not much else is required (lots possible)
• Agile Release Planning
• Continuous Release Plan Refactoring (my words)

15. AGILE RELEASE PLANNING
• Bring ScrumTeam & BSH together for 1 day
• Vision
• Build Product Backlog
• Estimate BusinessValue
• Estimate Effort
• Calculate ROI …(cont’d)

16. ARP - 2
• Consider Risks, Dependencies, Learning, MMFS
and other
• Draw the Line (on releases)
• Calculate expected velocity
• Finalize the ‘today’ plan

17. RELEASE PLAN REFACTORING
• Must have a concept of delivering faster
• Must include some reliability
• Must include the Pareto idea
• Must include the Ready-Ready idea
• Must be continuous…and that is Good.

18. KEY
• Identify good impediments to work on
• Devote energy to ‘sharpening the saw’ (14%)
• Fix one impediment each sprint
• Double the velocity (without more hours)

19. IN ADDITION…
• Each team really needs to do much more than
Scrum to be effective…and these things too need
to be improved…

20. CHANGE
• Change is easy…in part.
• “People are remarkably good at doing what they
want to do.” (c) Joe Little
• Real, lasting change is hard

21. DRUCKER

22. SOLUTIONS FOR CHANGE
1. Fearless Change - Manns/Rising
2. Leading Change - John Kotter
3. Open Agile Adoption - Dan Mezick
4. Lots of others…

23. KOTTER’S 8 STEPS

24. OPEN AGILE ADOPTION

25. SIMPLETO COMPLEX
• Yikes!
• We have problems with all the above, and…
• We don’t keep it simple
• Esp:We add ‘scaling’
• And, we try to change too fast

26. WHAT IS SCALING?
• Multiple teams working together on one product.
• Too many people.
• Communication across many people is hard!!
(Duh!)
• Simplicity, simplicity, simplicity!!!

27. WHATTO DO?
• Identify biggest problems
• Implement one pattern at a time; get it to work
• Only solve your biggest problems
• Focus on implementation issues… get each
pattern to work.

28. METRICS
• We need evidence that ‘agile’ has been successful.
• We need to ‘tell the story…’ much better.
• Metrics help make the story more believable.
• BV delivered, velocity, higher quality, faster
releases…and more.

29. YOUR QUESTIONS

30. IF WE CAN HELP…
• Joseph Little
• 917-887-1669
• Courses: $100 off if member of PMI Greenville
• jhlittle@kittyhawkconsulting.com