Scrum Bangalore 18th Meetup - October 15, 2016 - 10 Steps to Successful Agile Transformation -...

Jayaprakash Prabhakar (“Jp”)

Founder & CAO

http://leansoft.co.in

10 steps to successful Agile Transformation

Copyright © 2015-2016 – LeanSoft Consulting Pvt Ltd. All rights reserved.

Copyright © 2015-2016 – LeanSoft Consulting Pvt Ltd.

Existing Frameworks, Solutions, Gyans…

Existing Frameworks, Solutions, Gyans…


Jayaprakash Prabhakar (“Jp”)

Founder & CAO

http://leansoft.co.in

Few Learnings from my Agile Transformation

Journey

Copyright © 2015-2016 – LeanSoft Consulting Pvt Ltd. All rights reserved.



When are we Agile / Scrum?


All in place, are we fully transformed?NO,WITHOUT VALUES & PRINCIPLES

LOOK AT DATA ON TRANSFORMATION…

2011 2012 2013 2014 20150%

20%

40%

60%

80%

100%

120%

29% 27% 31% 28% 29%

49% 56% 50% 55% 52%

22% 17% 19% 17% 19%

PROJECT SUCCESS RATE

SUCCESSFUL CHALLENGED FAILEDStandish Group, Chaos Report 2015

On timeOn budget

Satisfactory results

05101520253035404550

42 4438 36 37 33 33

4641 38 38 38 36 34 30 30

CAUSES FOR FAILED PROJECTS (IN %)

2013 2014 2015 2016

CULTURE

STRUCTURE

PROCESS

Source: VersionOne Survey Results

PROCESS / PRACTICE ALONE DOESN’T ENSURE SUCCESS

Executive Sponsorship;

15

Emotional Ma-turity; 15

User In-volvement;

15

Optimization; 15Skilled Re-sources; 10

Standard Ar-chitecture; 8

Agile Process; 7

Modest Execution, 6

Project Mgmt, 5

Clear Business Objective; 4 CRITICAL SUCCESS FACTORS

Standish Group, Chaos Report 2015

Executive Sponsorship;

15

Emotional Ma-turity; 15

User In-volvement;

15

Optimization; 15Skilled Re-sources; 10

Standard Ar-chitecture; 8

Agile Process; 7

Modest Execution, 6

Project Mgmt, 5

Clear Business Objective; 4 CRITICAL SUCCESS FACTORS

CultureStructure

Culture

Culture

Culture

ProcessProcess

How people work together?

Executive support & assist in successful completion of project

Structure

User Feedback, Req. Review, Consensus-building, Prototyping

Manage scope based on business value, optimize requirements

StructureCulture

Standish Group, Chaos Report 2015

70 / 100

7/100

PROCESS, STRUCTURE, CULTURE PROCESS

STRUCTURE

CULTURE

Why?

How?

What?

Values

Roles

Behaviors

“Inside-Out Agility” by Pete Behrens

INSIDE-OUT

CASE STUDY 1MID-SIZED ORGANIZATION

Working on next generation product, for the last 1 yearTester driven product Defocused, DisconnectedHigh Support CostsToo hierarchical Command & ControlNo clear roles & responsibilitiesInefficient people on key rolesMinimal domain knowledge within the EngineeringNo Engineering practices followed,



PROCESS

STRUCTURE

CULTURE

QUALITY

Scrum Roles

Scrum

Revie

w

Auto

mat

ion

JIRA

Early Defects

Detection

3 Teams

Support Engagement

Scru

m B

oard

TIME TO MARKET

Reduce Costs

CASE STUDY 1

Role

cla

rity

(E

x., A

rchi

tect

s)

Exploratory

Test

Cros

sFu

nctio

nal

RELEASE CYCLE reduced

Roles eliminatedHigh Quality

Training(Team Leaders)

CASE STUDY 2LARGE ENTERPRISE

Many products, many more teamsRelaxed cultureLonger Release CyclesProject Managers SMEngineering Manager without role clarityEnergetic Agile Transformation TeamLow Attrition RateIn Agile for some time, more at process level…



PROCESS

STRUCTURE

CULTURE

QUALITY

ScrumRoles

ScrumKanban

TDD

Aut

omat

ion

JIRAContinuous

Integration

SM, EM

CoPs Scrum

Board

Productivity

Release Cycle

CASE STUDY 1

Role

cla

rity

(PO,

SM

, EM

)

Technical AgilityBU Coach

SAFe

Coac

h

Conn

ect

DevOps

AgileInitiatives Tra

ining

(Team L

eaders)Pair Programming

KEY TAKEAWAYS

INTENTIONALLY LEFT BLANK


CONNECT…

[email protected]://www.leansoft.co.in


mailto:[email protected]

http://www.leansoft.co.in/

Scrum Bangalore 18th Meetup - October 15, 2016 - 10 Steps to Successful Agile Transformation -...

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