1. Confidential and Proprietary 1 Project Management using Scrum at Wachovia.

2. Confidential and Proprietary 2 Discussion Points  Where we started from?  How we got to where we are?  How it's worked, and how it hasn't (so far)?  Lessons Learned?  Where do we go from here?

3. Confidential and Proprietary 3 Where we started from?  Typically, major IT projects are managed using a classical waterfall methodology.  In response to internal customer feedback regarding increasing speed to market and accommodating change, Wachovia is piloting two projects using the Scrum methodology.  Microsoft Office SharePoint Services  Enterprise Direct Non-employee access request system

4. Confidential and Proprietary 4 Where we are?  The driving forces which initiated the move to Scrum started with the Project Managers. In an effort to address customer concerns regarding the amount of time involved in capturing, documenting and agreeing to a firm set of requirements and the processes involved in changing those requirements, Agile methodologies were adopted on a limited basis.  We Gained Management Support  We Gained Customer Support  We Educated Project team on Scrum  Project Manager  Product Owner (Customer)  Development Team  We Integrate Scrum into our processes

5. Confidential and Proprietary 5 The Phases of Adoption  In an article posted on http://www.agilejournal.com/ by Alan Shalloway, he defines 4 basic phases of adoption:http://www.agilejournal.com/  Phase 1 - Getting organized (starting with Scrum)  Phase 2 - Using Scrum to manage a project and improve the team's process  Phase 3 - Sustaining Scrum by attending to quality assurance and code quality issues  Phase 4 - Extending Scrum into the enterprise with Lean thinking  Based on this measurement of progress, like many organizations we are well into Phase 2.

6. Confidential and Proprietary 6 How it's worked, and how it hasn't (so far)?  Successes  Getting Management team support up front has enabled us to move forward and work through challenges with learning a new methodology.  The introduction of Scrum generated a great deal of excitement on the teams.  Customer has been fully engaged in Scrum from the start and is very supportive  Successes on the pilot projects has generated interest from other parts of the organization.  Challenges  Agile coach assumed role of Scrum Master on development teams.  Inconsistent approach for management of the Scrum teams.  Issues in managing virtual teams.  Integrating Agile with an engrained waterfall culture.

7. Confidential and Proprietary 7 Lessons Learned?  Scrum of Scrums  The Master of the Scrum of Scrums should not also be a Scrum Master for one of the teams. This is a critical role and must be and experienced Scrum Master and remain focused on the big picture goals.  Scrum Coaching  While the general concepts of Scrum are fairly simple and common sense, the implementation can be complex. An Agile coach or possibly a team of coaches are useful in fostering the adoption of Scrum in large complex organizations.  Tools  In complex projects with multiple Scrum teams, consistent measurement of key metrics is critical in order to gain management team buy-in. While it is certainly feasible to run a project using Excel, a specialized management tool adds consistency to the reports and provides the team with a standardized approach to manage the sprints.

8. Confidential and Proprietary 8 Lessons Learned continued…  Virtual Teams  If the team cannot be co-located, it is key to have the right tools for managing virtual teams. Some suggestions; Live Meeting, Open conference calls lines into the team room, Web Cams in the team room, collaboration tools such as Sametime or MS Communicator, collaboration areas for shared documentation Team Sites.

9. Confidential and Proprietary 9 Where do we go from here?  Continue to engage higher levels of management to educate them on Agile and gain buy-in and acceptance of alternative project management methodologies.  Continue to collect metrics on Agile projects to demonstrate business value.  Engage a team of Agile coaches to provide knowledge transfer and leadership as we introduce Scrum to the organization.  Continue to educate our staff on Agile principles and methods.

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