Evangelizing Agile in Large Organizations
This document discusses the introduction and implementation of Scrum at Tata Communications Ltd (TCL), a large global telecommunications company. It describes how TCL began evangelizing Agile and Scrum in 2011 through training, selecting initial simple projects, and demonstrating value. A key project involved developing a new product, which clicked due to factors like a young and hungry team, exciting new technology, and high risks. Over time, TCL selected more ambitious projects, aimed for 80% of work in Scrum, and gained business and leadership buy-in for its value. The document also discusses assessing Agile maturity through tangible elements like roles, artifacts, and ceremonies, as well as intangible elements like team culture, continuous improvement
Evangelizing Agile in Large Organizations
- 1. Evangelizing Agile in large organizations Scrum Journey at TCL
- 2. Introduction • Fakhruddin J Bandukwala (FJB) – Certified Scrum Master, CISA, CA – IT Architecture Design & Development @ TCL – Blogger – http://fjb-mgmt-class.blogspot.com – @fjbanduk
- 3. Tata Communications Ltd • VSNL was formed in 1986 • Launched internet in India on 15th Aug 1995 • First Indian PSU to be listed on NYSE in 2000 • Part of the $100bn Tata group since 2002 • VSNL International launched in 2004 • Acquires Tyco and Teleglobe in 2005-06 • Becomes world’s largest provider of submarine cable bandwidth • Re-branded as Tata Communications in 2008 • Offices in 80 cities in 40 countries
- 4. SCRUM Introduction to Agile – PMI 2011 Promising approach relevant to problems faced Evangelizing Scrum Formal definitions and processes Training on Agile and Scrum fundamentals Global reach and certified people SCRUM – Birth of an idea
- 5. SCRUM - Project Selection Initial • Simple to low complexity projects selected • Demonstrate value and build capability Growth • Ambitious and high visibility projects selected • Good amount of risk factors to demonstrate robustness and scalability Momentum • Aim for >80% of work to be initiated in Scrum • Business, IT and leadership sold on value of scrum
- 7. What made Scrum click • Value demonstrated in 5 months for a 12 month project • Business involvement kept at high levels throughout • Team had high energy individuals with proven past achievements • Young motivated team hungry for success • Exciting challenge of learning on a new platform with a new product introduced recently with no steady state installations • New technology • New resources • New vendors • High risk project to initiate
- 8. How do you assess Agile maturity?TANGIBLE •Roles •Scrum Master •Product Owner •Dev Team •Collateral •Product Backlog •Product Increment •User Stories •Estimates and Planning •Working software •Burndown and information radiators •Iterations •Time boxed •Review and retrospective •Sprint planning •Sprint goal INTANGIBLE •Team with a theme •Unique brand of the team •Motto and mascot •Continuous improvement •Looking for ways to upskill •Learning the business •Reduce fallouts •Deliver to business benefits instead of requirements •Communications and collaboration •Team Independence •Do not need the scrum master •Manage their own conflict •Ownership of results •FUN •Agile games •Informal retrospective