Injecting AGILE into a large organization (#AgileEE 2016)
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The document discusses the implementation of agile practices in a large organization with over 10,000 employees. It outlines various coaching strategies, the challenges faced, and the positive outcomes achieved over six months, including improved client satisfaction and increased openness to change among mid-tier managers. The focus is on fostering a culture that encourages collaboration, innovation, and continuous learning across teams.
Injecting AGILE into a large organization (#AgileEE 2016)
- 1. INJECTING “AGILE” INTO A LARGE ORGANIZATION YURIY KOZIY, GLOBALLOGIC UKRAINE
- 2. WHO IS YURIY? FOUNDED 4 STARTUPS AGILE COACH @ PROGRAM MANAGER @
- 3. DO YOU LOVE YOUR COMPANY?
- 4. WHAT WOULD YOU LIKE TO CHANGE THERE? BRAINSTORM
- 5. WHAT IS ? • ~10 000 employees globally, 1500+ in Kyiv: • ~50 accounts (clients) • ~150 projects (teams) • ~60 project managers
- 6. WHAT TO START WITH?
- 7. IDEA: THE REAL CHANGE HAPPENS BOTTOM-UP
- 9. WHAT WE DO Coaching managers and teams Setting up engineering processes and tools Improving client interactions
- 10. WE STARTED WITH AN MVP
- 11. IT WORKED! • 16 team trainings conducted • 250 people participated • 5 consulting projects completed • 5 training requests from other companies 6 months results:
- 12. OF COURSE, YOU WILL MEET RESISTANCE • Top executives: We tried this approach in the past, and it didn’t work. • Agile Geeks: See how org metrics will improve. • Mid-tier managers: I don’t have time for this. • Agile Geeks: Your life will become easier. • Teams: “Your” Agile doesn’t work. • Agile Geeks: Tell us how you tried? • Clients: How it will help, and why should I pay for this. • Agile Geeks: Product will improve (quality, TTM, delivery predictability, etc).
- 13. VARY YOUR VALUE PROPOSITION: • Top executives: Org metrics will improve • Mid-tier managers: Your life will become easier • Teams: This is just fun • Clients: Product will improve (quality, TTM, delivery predictability, etc)
- 14. VALUE PROP FOR TOP MANAGEMENT • Improved client satisfaction • More predictable delivery • Improved employee engagement • Education for project managers
- 15. • Strong motivated teams • Facilitation of important meetings (Planning, Retrospective, strategic sessions etc) • Introduction of development practices (TDD, CI etc) • Assistance with tools setup/migration (JIRA, Confluence, Rally etc) • Improved collaboration with client VALUE PROP FOR MIDDLE MANAGERS
- 16. • Teambuilding and fun • Identify and improve “blind spots” VALUE PROP FOR TEAMS
- 17. • Product quality • Time-to-market • More predictable delivery • Team motivation VALUE PROP FOR CLIENTS
- 18. RESULTS AND NEAREST PLANS • Mid-tier managers become more open for change • The Company starts hiring ScrumMasters • Clients now request an Agile Coach to help their teams • Integration into Company’s L&D strategy • Introducing delivery best practices to new acquisitions THE CULTURE IS CHANGING!
- 19. ` ! • “Individuals and interactions…” • “Green light” from top executives • “Think big, act small, learn fast” ` NOTE, YOUR STORY WILL BE DIFFERENT! SUCCESS FACTORS