XP2012 Challenges (and Solutions) with Large-Scale Agile Adoption
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The document discusses Cisco's adoption of Agile and Lean methodologies, focusing on team learning and internal structures involving approximately 6,000 people. It outlines common challenges in team dynamics such as lack of trust, commitment, and accountability, and highlights the importance of adapting policies to fit agile practices. Recommendations include fostering a culture that accepts failure, educating leaders, and balancing agile principles with compliance requirements.
XP2012 Challenges (and Solutions) with Large-Scale Agile Adoption
- 1. Stories from Different Perspectives Ramya Ravichandar Ken Power (@ken_power) XP2012 Thursday May 24, 2012
- 2. Corporate Quality Agile Lean at Cisco Team Learning Solution Engineering Development
- 3. • Lots(of(people(!( Company( • Internal(Conferences,(Learning( • Core(Agile?Lean(Team( • ~6000(people( Technology( • ~150+(Agile(Teams( Group( • Core(Working(Team( • Transition(Team((( • ~600(People( Business(Unit( • ~35+(Agile(Teams( • Agile(Office( Individuals(
- 6. effective Innovator Prac55oner Newbie
- 10. • Direct • Outgoing • Results-‐oriented • Enthusiastic • Firm • Optimistic • Strong-‐willed • High-‐spirited • Forceful • Lively A B D C • Analytical • Even-‐tempered • Reserved • Accommodating • Precise • Patient • Private • Humble • Systematic • Tactful
- 12. • Absence of trust Unwilling to be vulnerable within the group • Fear of conflict Seeking artificial harmony over constructive passionate debate • Lack of commitment Feigning buy-‐in for group decisions creates ambiguity throughout the organization • Avoidance of accountability Ducking the responsibility to call peers on counterproductive behavior sets low standards • Inattention to results Focusing on personal success, status and ego before team success
- 15. Looks good on Everyone is my resume. going Agile. So Where should I should we! sign up ? It may work for Can you others. But we are guarantee 100% really unique success ?
- 19. Attend to the needs of the individual too
- 20. Can start to break away from fixed rules, but have difficulty troubleshooting; Can start using advice in correct context; Can start formulating some Little or no principles but no “big picture”; experience; Not aware that the n ce No holistic understanding, and orma Need a recipe don’t want it yet e rf problem exists, or can’t conceive that there is a different P way of doing things Expert Proficient Competent Primary sources of knowledge and information Advanced in any field Beginner Continually look for better Novice methods and better ways of doing things ty Vast body of experience / Ca pabili they can tap into and apply e ig etencthe bby poicture in the right context omp Frustrated versimplified information Need Work from intuition, not C Can reflect on previous poor task performance; can reason Can distinguish between reflect and revise to perform better next time irrelevant details and Can learn from experience of others; can understand important details and apply maxims (as distinct from recipes)
- 22. • Make it OK to fail • Educate your leaders • Recognize, reward and communicate agile successes • Have clear guidance on roles and responsibili5es • Re-‐evaluate compliance requirements, policies and “standards” • Find middle ground between agile purists and standards zealots • A single tool choice may not be ideal for all groups, situa5ons and 5melines • Verify claims to agility objec5vely • Resist labeling things as “best prac5ces”