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Lessons from a Yahoo Scrum Rollout

Yahoo's top coach in Agile practices describes the process, and how it speeds up Web application delivery

• By Kurt Mackie

Yahoo has grown from its initial dotcom roots. However, to stay competitive with all of that growth, the company began experimenting with Agile development techniques about three years ago. Now, Yahoo has more than 200 teams using agile development processes to create software for the highly volatile general-public Web application market.

A key organizer of those teams is Gabrielle Benefield, Yahoo's senior director of methods and practices. I spoke with her this month, and she answered a few questions about the Agile development process and Scrum, and how these methods have improved software development at Yahoo.

Kurt Mackie: Would you describe Scrum as a variant of Agile development?

KM: Why settle on Scrum?

We actually are very pragmatic. You'll find that there are some people who are very much "by the book," but we tend to want to adapt [scrum] to your own environment and even in the context of individual teams. You need to be really aware about people's needs.

KM: It sounds like Scrum has some variation per project, but there is a set of practices to Scrum, right?

KM: I see you worked for CollabNet at one point. Is that sort of collaboration method used in Scrum?

KM: A lot of developers may want to work solitary, but that seems to be part of the problem with these software projects. Is Scrum just a way to keep people engaged in meeting the project's goals?

It is also interesting that software developers often can be sort of loners; they're a little more introverted. So these [collaboration] tendencies come from engineering saying, "How can we do a lightweight way of communicating that people feel comfortable with." At first it's a little different. And when I introduce teams, I try to get them to sit together, and that's sometimes hard. They will be resistant, but after a while, they'll see the benefits--to talk and get feedback and work together.

KM: How do you define the project owners and the stake owners?

Agile works a lot with techniques and requirements called user stories. In it, we talk about the types of users we have. We try to release small parts of our software--as well as during lab testing. We release small amounts to all of our customers, and of course we've got millions of them, and get them to test and ask, "Is this what you want?" And then we try a little bit more. It's like this taste-testing with Agile, which is really effective, because if it's not the right product, we know very quickly. We want to release it every month, a few features at a time. So we can say, "Are we meeting the needs," and as the market changes, that lets us be a little more flexible.

KM: Who are the chickens and who are the pigs in Agile development?

KM: So who enforces that?

KM: Where is the decision-making coming from?

KM: What was the experience that turned Yahoo toward Agile and Scrum development?

KM: How do you become certified?

KM: Is it true that applications get out the door quicker with Agile development?

KM: Is change a good thing in the Agile/Scrum world?

Traditionally, companies do change management, and they add all of these change requests, which is the way that companies make money. It looks like they are on time and budget, but the projects can take twice as long because of all of these change requests that get added on. It's like putting a bill through Congress--people lobby and add on things.

KM: If you develop with the idea of changing quickly, does that pull you back toward a more prescribed method?

KM: How frequently do you test?

KM: Where is this all going? Will Agile be the method?

Editor's note: Readers interested in the effectiveness of Agile development processes at Yahoo can find further details in Gabrielle Benefield's paper, "Rolling out Agile in a Large Enterprise," which is available here .

About the Author

Kurt Mackie is online news editor, Enterprise Group, at 1105 Media Inc.

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• May 18, 2020

Scrum Case Study: Rolling out Agile in Yahoo

Yahoo! is a large enterprise with a $32 billion market cap and has one of the largest Agile implementations in the world. The adoption of Scrum and Agile practices has been steadily growing over the past two years, and now encompasses more than 150 Yahoo! teams in the United States, Europe, and Asia-Pacific. The projects range from new product development for properties such as Yahoo! Autos to heavy-duty infrastructure work on Yahoo! Mail, which serves 250 million users each month around the globe.

Read the complete article at the following link:

http://static1.1.sqspcdn.com/static/f/447037/6486321/1270929190703/YahooAgileRollout.pdf?token=TEKsdddU%2FjH9HIMMDMZzjOTqMPc%3D

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13 Scrum Case Study Examples

With almost every scrum class I offer, one or two students always seem to ask for Scrum case studies examples.  I have resisted their calls for case studies since to me a case study is mostly irrelevant to an individual’s learning more about Scrum.  IMO, the best way to learn about Scrum is to do it yourself and then inspect-and-adapt, rather than read about how someone else did Scrum in their environment.

However, today I have decided to succumb to this student request and offer up these fourteen examples for your reading pleasure.

• Distributed Scrum Project for Dutch Railways : summary of how a distributed team (Netherlands and India) successfully executed Scrum after a traditionally manager project failed to deliver after three years.  This case study discussing topics such as architecture, requirements, documentation and more.
• Agile Project Management at Intel – A Scrum Odyssey : detailed case study describing how Intel used distributed Scrum within a traditional management culture to reduce cycle time by 66% and eliminate schedule slip within a year.
• Agile Case Study – H&R Block : short summary of how one company helped a very traditional, time-sensitive, consumer tax preparation service transform their business using Scrum.  The real value in this case study are the links to the high-quality, short video testimonials from the participants to explain the benefits of Scrum.
• Scrum Boosts Effectiveness at the BBC : this thirty-eight minute video presentation, the Head of Development of the BBC’s New Media Division discusses their multi-year journey to effectively use Scrum.
• Effects of Scrum Nine Months Later : case study author, Richard Bank, identifies the lasting benefits of Scrum after a disastrous, piecemeal introduction of Scrum.  Be sure to read his candid assessment of how he failed.
• Effective Practices and Federal Challenges in Applying Agile Methods : the Government Accountability Office (GAO) provides a review of the challenges and success factors for Agile projects within the federal government based on their investigation of four successful programs.
• Adobe Premiere Pro Scrum Adoption : Adobe explains how they used Scrum to successfully coordinate the actions of a distributed Scrum Team within an environment composed of non-Scrum Teams.
• Rolling Out Agile in a Large Enterprise : this case study from 2006 discusses how Yahoo! used Scrum to support over 100 software teams.  Provides interesting metrics on how to evaluate and monitor Scrum Teams in a large enterprise.
• Borland’s Agile Journey – A Case Study in Enterprise Transformation : in this 2009 case study, the Vice President of Product Development at Borland talks about benefits they received and the key lessons learned in their three-year journey to apply Scrum to their business.
• Business Analysts and Scrum Projects : short description of how a business analyst’s role changes when they are embedded full time on a cross-functional Scrum Team.
• My Experience as QA in Scrum : detailed experience report of the day-to-day activities of a tester on a Scrum Team.
• Moving Back to Scrum and Scaling to Scrum of Scrum in Less Than a Year : this fifteen-minute video presentation explains how one Brazilian company struggled with Scrum, failed and then eventually succeeded.
• A CIO’s Playbook for Adopting the Scrum Method of Achieving Software Agility : this 28-page whitepaper from 2005 describes step-by-step how Ken Schwaber envisioned a Scrum business transformation might unfold.

In order to qualify for my list, the case study authors had to 1) do “out-of-the-box” Scrum with very few modifications, 2) they had to write a document or blog entry describing their experiences; a powerpoint presentation without a narration did not qualify and 3) they had to make freely available on the Internet their case study, i.e. you don’t have to give them your email address to read the content.

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Examples of Scrum Case Studies

With almost every Scrum class I offer, one or two students always seem to ask for Scrum case studies examples.  I have resisted their calls for case studies since to me a case study is mostly irrelevant to an individual’s learning more about Scrum.  IMO, the best way to learn about Scrum is to do it yourself and then inspect-and-adapt, rather than read about how someone else did Scrum in their environment.

However, today I have decided to succumb to this student request and offer up these seventeen examples for your reading pleasure.

• Distributed Scrum Project for Dutch Railways : summary of how a distributed team (Netherlands and India) successfully executed Scrum after a traditionally managed project failed to deliver after three years.  This case study discusses topics such as architecture, requirements, documentation and more.
• Agile Project Management at Intel – A Scrum Odyssey : detailed case study describing how Intel used distributed Scrum within a traditional management culture to reduce cycle time by 66% and eliminate schedule slip within a year.
• Agile Case Study – H&R Block : short summary of how one company helped a very traditional, time-sensitive, consumer tax preparation service transform their business using Scrum.  The real value in this case study are the links to the high-quality, short video testimonials from the participants to explain the benefits of Scrum.
• How to Implement Scrum in an Interrupt Environment: if this sounds like your organization, then you have got to read how Intronis, a leading provider of online backup services, was able to double productivity of their call center in six months.  Scrum Inc. has shared the five steps they followed to help this organization tame the interruption beast.
• Scrum Boosts Effectiveness at the BBC :  in this thirty-eight minute video presentation, the Head of Development of the BBC’s New Media Division discusses their multi-year journey to effectively use Scrum.
• Owning the Sky with Agile: this case study describes the results of Jeff Sutherland’s effort of helping Saab Defense adopt Agile practices to develop an advanced fighter jet.  While the title says “Agile”, this is definitely a case study of Scrum’s effectiveness to build mission critical software.
• Effects of Scrum Nine Months Later : case study author, Richard Bank, identifies the lasting benefits of Scrum after a disastrous, piecemeal introduction of Scrum.  Be sure to read his candid assessment of how he failed.
• Effective Practices and Federal Challenges in Applying Agile Methods : the Government Accountability Office (GAO) provides a review of the challenges and success factors for Agile projects within the federal government based on their investigation of four successful programs.
• Adobe Premiere Pro Scrum Adoption : Adobe explains how they used Scrum to successfully coordinate the actions of a distributed Scrum Team within an environment composed of non-Scrum Teams.
• Mayden’s Transformation from Waterfall to Scrum: the Scrum Alliance offers this short case study of how a young, UK provider of cloud-based software used Scrum to break away from old habits to improve code quality and customer service.
• Rolling Out Agile in a Large Enterprise : this case study from 2006 discusses how Yahoo! used Scrum to support over 100 software teams.  Provides interesting metrics on how to evaluate and monitor Scrum Teams in a large enterprise.
• Borland’s Agile Journey – A Case Study in Enterprise Transformation : in this 2009 case study, the Senior Vice President of R&D at Borland talks about benefits they received and the key lessons learned in their three-year journey to apply Scrum to their business.
• Business Analysts and Scrum Projects : short description of how a business analyst’s role changes when they are embedded full time on a cross-functional Scrum Team.
• My Experience as QA in Scrum : detailed experience report of the day-to-day activities of a tester on a Scrum Team.
• Moving Back to Scrum and Scaling to Scrum of Scrum in Less Than a Year : this fifteen-minute video presentation explains how one Brazilian company struggled with Scrum, failed and then eventually succeeded.
• Introducing Scrum in Companies in Norway: Nordic researchers provide this case study of the factors which point to a successful adoption of Scrum and which factors lead to failure and frustration.
• A CIO’s Playbook for Adopting the Scrum Method of Achieving Software Agility : this 28-page whitepaper from 2005 describes step-by-step how Ken Schwaber envisioned a Scrum business transformation might unfold.

In order to qualify for my list, the case study authors had to 1) do “out-of-the-box” Scrum with very few modifications; 2) they had to write a document or blog entry describing their experiences; a powerpoint presentation without a narration did not qualify; and, 3) they had to make freely available on the Internet their case study, i.e., you don’t have to give them your email address to read the content.

Editors Note: This blog was originally published in 2012 and has been revised repeatedly since then, most recently in January 2022. If you have suggested additions or updates to any of these case studies, please drop us a note!

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About the author: carlton nettleton.

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Hi Carlton,

Sad but useful succumbing I guess. Would you consider “Scrum & XP from the trenches” a case study?

Cheers, Alan

I have found when the students consistently ask for the same thing over a long period of time (more than 4 months), the request reflects something missing in my class.

As for “Scrum and XP from the trenches, I consider that a book. The goal of this list are short articles that are quick to read. I highlight Henrick’s book in my course.

[…] are plenty of case studies and examples of Scrum and its events. Many of them are listed here, on the Applied Frameworks […]

Comments are closed.

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Police asked Black Studies professor for help on ‘coconuts’ case before his own ‘house n*gro’ investigation

A leading Black professor was asked to assist police in the case of a British Asian woman charged with a hate crime over a satirical placard months before being thrust into his own criminal investigation, The Independent can reveal.

Professor Kehinde Andrews, the UK’s first professor of Black studies , is being probed by West Midlands Police over a video in which he called right-wing commentator Calvin Robinson a “house n*gro” in a case we revealed on Monday .

It has emerged that the academic, 41, was approached by the Metropolitan Police in April to lend his expertise to a Crown Prosecution Service review into whether Marieha Hussain should be charged for her ‘coconuts’ placard.

Ms Hussain, 37, was arrested in April for a racially aggravated public order offence for carrying a placard depicting ex-prime minister Rishi Sunak and former home secretary Suella Braverman as coconuts during a demonstration.

Campaigners say that her protest is a legitimate means of criticising right-wing politicians. Expressions like “coconut” and “c**n” have been used as insults within Black and Asian communities to describe other people from minoritised communities who are perceived as being sympathetic with racist agendas – implying that the person is brown on the outside but Eurocentric on the inside .

“It shows the nonsensical nature of all of the cases,” Prof Andrews told The Independent.

“At one point I am an expert the police can contact on racist language, at the next I am being pulled up for a video where I share the same expertise.

“Not to mention that in that video I used coconut and directly called out a number of figures but have not been arrested for that.

“They have skipped over to the ‘house n*gro’ term only. It's completely farcical”.

Though Prof Andrews declined to participate, he advised that the CPS and police drop their investigation into Ms Hussain - but she was charged in May and her trial, expected to last two days, is currently taking place at Westminster Magistrates Court.

During the first day’s hearing in Ms Hussain’s trial on Thursday, Shrenick Shah, an acting detective sergeant for the Met Police, told the court that he approached Prof Andrews for help because he is “one of the few people who would be able to comment” on use of the word coconut while “use of the word is a topic of public debate”.

Mr Shah explained that he came across Prof Andrews during a Google search and noted the academic’s position at Birmingham City University as Professor of Black Studies.

In Mr Shah’s email to Prof Andrews, sent on 9 April and seen by The Independent, he said: “Hello Mr Andrews, I am reaching out to you as I am investigating a person who has displayed coconuts in what is being treated as a racially aggravated public order offence.

“As part of the review by the crown prosecution service I have been asked to obtain expert testimony on the use of the term coconut as a racial slur and am hoping you may be able to assist in providing a statement.”

Following a brief telephone conversation between the two men that day, where the professor declined to participate in the review, he sent a follow-up email which stated: “Following on from our brief conversation today I wanted to outline why the use of ‘coconut’ is not a racial slur and therefore this matter should not be treated as a racially aggravated public order offence.

“I hope that you will share this with the CPS so that no more police or criminal justice time can be wasted on this matter.”

The email read: “Racial slurs are insults that are tied inseparably to the ‘race’ of a person and meant to demean a person solely based on their colour, (...)

“Coconut is a political critique that emerged from anti-racist and decolonial struggles. The most famous work is Franz Fanon’s Black Skin White Mask , which outlines how due to racist schooling and society Black and Brown people have to reject their various cultures in order to succeed in White society.”

The academic further cautioned the Met Police officer that Ms Hussain’s case does not reflect well on the force in the context of its well-documented issues with Black and Asian communities.

“The police already have a terrible history and present relationship with Black and Brown communities, for over-policing and harassing us,” Prof Andrews wrote in his email.

“Bringing these kinds of charges only exacerbates the tensions between communities and police. If the police and the courts are truly interested in repairing the damage and having any credibility with racialised communities then these kinds of investigations and charges need to be dumped immediately.

“It is frankly astounding that after the supposed awakenings from the BLM summer of 2020 that the police are pursuing these kinds of cases.”

This follows mounting criticism that UK police forces and the CPS lack the insight and cultural competence required to effectively deal with matters relating to race and intra-communal language.

The CPS and the Met Police have been approached for comment. West Midlands Police declined to comment.

Top Scrum Case Study Examples in Real-life 2023

Blog Author

• November 13, 2023

In the dynamic world of software development and project management, It has emerged as a leading agile framework. Scrum is not just a buzzword; it’s a practical methodology that can revolutionize the way teams collaborate, deliver value, and adapt to change. To provide you with a deeper understanding of how it works in real-life scenarios in 2023, we’ll explore some remarkable case studies from diverse industries. These case studies will showcase how Scrum principles have been successfully applied to drive innovation, improve productivity, and enhance team dynamics.

What is the Importance of Case Studies in Scrum?

Case studies are immensely valuable in the context of it can provide real-life examples of how organizations have implemented, customized and benefitted from Scrum methodologies. They serve as an essential learning resource for aspiring and practicing professionals, offering insights into best practices, common pitfalls, and effective solutions. Case studies also showcase the versatility by highlighting its successful implementation across industries ranging from IT to healthcare, education to finance. By studying these case studies, individuals and organizations can gain a deeper understanding of how it can be tailored to suit their specific requirements.

Top Scrum Case Study Examples

• Spotify: Revolutionizing the Music Industry

Spotify, the world’s most popular music streaming service, has been using Scrum since its early days. In 2023, they continue to demonstrate how it can adapt and evolve as organizations grow. Spotify’s approach to Scrum is known as the “Spotify Model,” which emphasizes autonomy, alignment, and accountability. Squads, Tribes, Chapters, and Guilds are all part of this unique framework.

By implementing it at scale, Spotify has been able to continually innovate its platform. They are quick to respond to user feedback and regularly release new features. The use of cross-functional teams and the decentralization of decision-making have helped Spotify maintain its competitive edge in the music streaming industry.

• Tesla: Accelerating Electric Vehicles with Scrum

In the automotive industry, Tesla is renowned for its rapid development and continuous improvement of electric vehicles. Tesla’s use of principles is evident in their iterative approach to designing, testing, and manufacturing electric cars. They have embraced Scrum’s principles to innovate not just in their products but also in their manufacturing processes.

For example, Tesla’s Gigafactory, where they produce batteries and vehicles, operates using methodologies to improve efficiency and reduce waste. This case study illustrates how principles of transparency, inspection, and adaptation can be applied beyond software development and in complex manufacturing environments.

• Amazon: Delivering Customer Delight with Scrum

Amazon, the e-commerce giant, has incorporated it into various aspects of its business. One remarkable application is in their customer service department. Amazon’s customer service teams work in small, cross-functional units, using it to handle customer inquiries, resolve issues, and develop new solutions.

It has enabled Amazon to provide exceptional customer service by ensuring that customer needs are met quickly and efficiently. The real-time adaptation and focus on customer-centric solutions have made Amazon a prime example of how it can be applied outside of software development.

• NASA: Agile in Space Exploration

Even organizations as complex and high-stakes as NASA have embraced agile methodologies , including it. For their Mars Rover project, NASA used it to manage the development and testing of their spacecraft and rovers. This application in space exploration demonstrates how agile principles can be employed in mission-critical projects.

The iterative approach and regular inspections allowed NASA to respond to challenges quickly and make necessary adjustments, ensuring the success of the Mars Rover mission . It’s a fascinating case study that showcases the adaptability of Scrum in diverse industries.

• IBM: Agile Transformation in a Giant

IBM, a long-established technology company, has undergone a significant agile transformation in recent years. They’ve applied Scrum and other agile methodologies across various business units. IBM’s journey towards agility involved cultural change, leadership transformation , and the restructuring of teams.

Their case study highlights how even the most traditional and large organizations can benefit from agile frameworks like Scrum . IBM’s agility transformation is an ongoing process, demonstrating the long-term commitment required to make such a shift successful.

• Airbnb: Scrum for Continuous Innovation

Airbnb has been a trailblazer in the travel and hospitality industry, and they continue to leverage principles for innovation. In 2023, they emphasise in fostering a culture of experimentation. They’ve used it to iterate on their platform, introduce new features, and provide a seamless experience for both hosts and guests.

Airbnb’s Scrum journey emphasizes the importance of rapid iteration and feedback loops, which are crucial for staying competitive in the ever-evolving hospitality sector.

• The New York Times: Digital Transformation with Scrum

The media industry is undergoing a massive shift towards digital platforms, and The New York Times is at the forefront of this transformation. They have adopted Scrum to facilitate the development and maintenance of their digital platforms, including their website and mobile applications.

The New York Times’ case study is a prime example of how traditional organizations can harness the power to remain relevant and competitive in the digital age. Their agile approach has helped them deliver timely news and engage with readers effectively.

Benefits of Using Scrum in the Project

• Increased collaboration and communication among team members.
• Continuous delivery of high-quality products or services.
• Improved adaptability to changing requirements and priorities.
• Transparency in progress and issues, allowing for timely problem-solving.
• Increased customer satisfaction through frequent feedback loops.
• Better time management and efficiency through strict time-boxing of tasks.

Scrum, with its agile principles, has shown its adaptability and effectiveness in various industries, from technology giants to traditional organizations and even in non-profit sectors like education and healthcare. These real-life case studies from 2023 highlight the practicality and versatility as a project management framework. Whether you are developing software, exploring Mars, managing a supply chain, or educating future generations, It offers a roadmap for success by fostering collaboration, transparency, and continuous improvement. The key takeaway from these case studies is that it isn’t limited to a specific industry or organization size – its principles can be tailored to drive innovation and excellence in any context. As we move forward, It will likely continue to play a significant role in shaping how we work, learn, and explore in our ever-evolving world.

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Key Takeaways

• Scrum's principles can be applied beyond software development, even in complex manufacturing environments.
• Amazon uses Scrum in their customer service department to provide exceptional customer service.
• NASA used Scrum to manage the development and testing of their spacecraft and rovers for the Mars Rover mission .

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Scrum Case Studies: Top Real-Life Examples

Scrum Case Studies analyse real projects, demonstrating how Scrum enhances workflow, collaboration, and outcomes, offering practical insights. Are you curious about studying instances of Scrum in action? This blog delves into different Scrum Case Studies and provides examples that let you implement Scrum successfully in your projects.

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Scrum Case Studies provide valuable perspectives on the implementation of the Scrum framework in actual projects. They offer in-depth examinations of accomplishments, obstacles, and insights gained. The examples in this blog demonstrate how Scrum can lead to enhanced team cooperation, more efficient processes, and improved project results. By studying practical cases, experts can learn how to apply Scrum principles to their specific circumstances.   

If you're a beginner in Scrum or aiming to improve your strategy, these case studies can be a useful resource for guidance. They provide practical tips that can be put into practice to improve your team's productivity and performance in Project Management.  

Table of Contents  

1) Importance of Case Studies in Scrum  

2) Examples of Scrum Case Study   

a) Mayden's Transformation from Waterfall to Scrum  

b) Scrum Methodology as Used by a Capstone Team  

c) Increasing visibility and cross-product alignment at Radware  

d) Effects of Scrum, Nine months later  

e) Blue Flash Conversion to Scrum Practices   

f) Agile Project Management at Intel – A Scrum Odyssey  

3) Conclusion  

Importance of Case Studies in Scrum 

Case studies play a crucial role in Scrum by providing actual scenarios and perspectives on how the framework can be put into practice. Let’s explore what makes Scrum Case Studies so important.   

1) Learning from Experience: Practical Application Scrum Master Case Studies offer valuable lessons from others' encounters with Scrum, uncovering obstacles, remedies, and implementation paths.   

2) Real-world Implementation: These instances demonstrate the practical application of Scrum principles and practices.   

3) Identify Challenges: Scrum examples assist in foreseeing challenges, enabling teams to plan tactics for overcoming possible hurdles.   

4) Best Practices and Lessons Learned: Case studies offer best practices and lessons learned to help with effective Scrum implementation and avoid common mistakes.   

5) Inspiration and Motivation: It encourage and drive teams by demonstrating positive results accomplished through implementing Scrum.   

6) Continuous Improvement: Scrum case studies help enhance Scrum practices by providing feedback and insights to the Scrum community, thus contributing to ongoing improvement.   

Overall, case studies of Scrum Masters offer valuable insights, inspiring ideas, and helpful advice for effective Scrum adoption and ongoing enhancement. By integrating these case studies, a thorough grasp of Scrum and how it is applied in real-world scenarios is achieved.  

Examples of Scrum Case Study    

Explore real-world applications of Scrum through detailed case studies. These examples showcase how Scrum enhances Project Management across various industries.  

1) Mayden's Transformation from Waterfall to Scrum 

Mayden, a healthcare technology company, went through a major change by transitioning from the conventional Waterfall approach to Scrum. The organisation faced challenges due to the rigidity of Waterfall, impacting their capacity to adjust to changing needs and provide updates on time. The move to Scrum was driven by the desire for a Project Management approach that is more iterative and flexible.   

Mayden's initial phase of transformation involved teaching their teams about Scrum principles and practices. This included thorough training sessions and workshops to make sure all individuals grasped the new methodology. The transformation necessitated a shift in culture for the organisation, focusing on collaboration, transparency, and ongoing improvement.   

Mayden's teams-initiated Scrum by incorporating Sprints, frequent meetings, and well-defined positions like Scrum Master and Product Owner. The company encountered initial difficulties including pushback against change and the necessity to reshape team responsibilities. Yet, these obstacles were effectively dealt with by consistent coaching and assistance.   

As the teams became more accustomed to Scrum, they observed notable enhancements in their workflow. The iterative process of Scrum enabled more effective management of requirement changes, resulting in quicker delivery times and better-quality products. Enhanced communication and collaboration among departments was also boosted by the increased transparency in the process.   

In general, Mayden's adoption of Scrum led to a more agile and responsive organisation. The company improved its product delivery efficiency, quickened responses to customer needs, and encouraged a culture of ongoing enhancement.  

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2) Scrum Methodology as Used by a Capstone Team   

A group of students from a University Capstone program decided to utilise Scrum methodology for overseeing their final project, which included the creation of a sophisticated software application. The team decided to use Scrum due to its adaptability and capacity to manage the project's changing needs.   

The Capstone project started by establishing the Scrum framework, which involved outlining the Product Backlog, setting up Sprints, and assigning team roles. Every team member was assigned tasks, while one member assumed the role of Scrum Master to lead the process.   

The team needed help in efficiently managing time and ensuring that all members were aligned. They tackled these problems by conducting daily stand-up meetings, in which they talked about advancements, pinpointed challenges, and strategised the tasks for the day. This method ensured clarity and helped the team remain focused on their objectives.   

As the project advanced, the team continuously refined their software through feedback and testing. Utilising Scrum enabled them to remain adaptable and implement essential adjustments without causing any delays to the project schedule.  

At the conclusion of the Capstone project, the team effectively handed over a fully operational software application that had been thoroughly tested. The use of the Scrum methodology assisted them in time management, maintaining organisation, and producing a top-notch product, showcasing its efficacy within an academic environment. 

3) Increasing Visibility and Cross-product Alignment at Radware 

Radware, a worldwide supplier of cyber security solutions, encountered difficulties in coordinating its numerous product teams and enhancing transparency throughout projects. The organisation implemented Scrum to tackle these problems and improve teamwork across its teams.   

Radware adopted Scrum for its product teams to enhance transparency and boost communication among different teams. They started by structuring their tasks into Sprints and hosting consistent Scrum rituals like Sprint Planning, Daily Stand-ups, and Sprint Retrospectives. These methods aided in aligning the actions of various teams, ensuring that all were striving towards identical objectives.   

One significant change was the implementation of a joint Product Backlog, enabling all teams to view and comprehend the priorities throughout the organisation. This enhanced visibility aided in improved resource distribution and avoided redundant efforts.   

Radware also implemented the Scrum of Scrums approach, which helped in enhancing communication among Scrum teams. This method enabled the synchronisation of tasks among various products, ensuring that all teams were on the same page and operating effectively.  

Implementing Scrum led to enhanced alignment across products and increased insight into project advancement. Radware's teams improved product delivery efficiency by having a firmer grasp on priorities and enhancing communication between departments. The company is constantly improving its Scrum practices, with a focus on collaboration and continuous improvement. 

4)  Effects of Scrum, Nine Months Later 

A technology firm chose to implement Scrum to enhance its Software Development procedure. After nine months of implementing Scrum, the company carried out an evaluation to analyse its effects.   

The beginning stage of implementing Scrum included educating the teams, establishing Sprints, and clarifying roles. The company encountered obstacles like reluctance to change and the requirement to adapt to a different work approach. Nevertheless, these obstacles were eventually surmounted with ongoing coaching and assistance from the leadership.   

After nine months of following the Scrum method, the company noticed numerous improvements. Teams noted enhanced communication and teamwork, along with a better grasp of their duties and obligations. The repetitive process of Scrum resulted in quicker feature delivery and more frequent releases, resulting in improved customer satisfaction.   

The evaluation also pointed out areas that could be improved, like the necessity for improved backlog management and increased emphasis on continuous improvement. The company tackled these problems by improving its Scrum techniques and providing extra training for its teams.   

In general, implementing Scrum improved the company's software development process. The teams improved in agility, responsiveness, and readiness to accommodate changes in requirements. The company still utilises Scrum, with a focus on constant improvement and providing top-notch products to clients.  

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5) Blue Flash Conversion to Scrum Practices   

Blue Flash, a digital marketing agency, made the decision to implement Scrum methodologies to enhance its Project Management and delivery procedures. The organisation faced challenges in meeting deadlines and managing client expectations, which led to the choice to switch to Scrum.   

The process of conversion started by educating the teams on the principles and practices of Scrum. Blue Flash established its Scrum framework by laying out roles, setting up Sprints, and structuring the Product Backlog. The organisation also assigned Scrum Masters to lead the teams during the change.   

Implementing Scrum practices resulted in multiple advantageous changes at Blue Flash. The teams grew more structured and concentrated, with well-established objectives and duties. Utilising Sprints enabled more manageable tasks and improved scheduling, leading to projects being delivered on time.   

Enhanced client communication was a key advantage of utilising Scrum. The repeated cycle enabled continuous input and modifications, ensuring the result matched the client's needs. The openness in the process also fostered trust with clients, resulting in deeper relationships and recurring business.   

Blue Flash's implementation of Scrum methodologies led to a more streamlined and productive Project Management process. The organisation managed to complete projects of superior quality, meeting deadlines and exceeding client expectations. The ongoing use of Scrum is due to its successful adoption, with an emphasis on constantly improving and perfecting methods.  

6) Agile Project Management at Intel – A Scrum Odyssey  

Intel, a top technology company, began implementing Agile Project Management methods, specifically focusing on Scrum. The company sought to enhance its product development process, promote collaboration, and streamline the delivery of innovative products.   

Intel's path started with a trial program, in which a compact group was educated in Scrum and assigned to apply it in a product development phase. The pilot's success resulted in Scrum being gradually embraced by other teams and departments.   

Introducing Scrum at Intel included establishing Sprints, outlining responsibilities, and hosting frequent Scrum meetings. The company emphasised the importance of promoting teamwork and ongoing enhancement. The leadership supported the cultural shift by providing the required resources and support for the transition.   

Intel encountered a significant obstacle in implementing Scrum practices across extensive and varied teams. The company tackled this issue by implementing the Scaled Agile Framework (SAFe), enabling improved coordination and alignment among numerous teams.   

Implementing Scrum at Intel led to various beneficial results. The teams indicated enhanced cooperation, quicker delivery schedules, and improved synchronisation with customer requirements. The process of iteration also permitted more frequent testing and feedback, resulting in products of better quality.   

Intel is continually perfecting its Agile practices and searching for innovative ways to enhance its Project Management process as part of its ongoing Scrum journey. The effectiveness of Scrum in managing complex projects and delivering innovative products in a fast-paced industry has been proven with the success of Intel.  

Conclusion   

In conclusion, Scrum Case Studies offer essential perspectives on how Scrum is used in various industries. They showcase the difficulties, achievements, and knowledge gained from actual projects. Through analysing these instances, teams can gain a deeper comprehension of how to successfully apply Scrum, conquer challenges, and consistently enhance their methodologies. If you are a beginner in Scrum or aiming to improve your methods, these case studies can help you succeed in Agile Project Management.  

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Frequently Asked Questions

Scrum is based on three main principles: Transparency, Inspection, and Adaptation. Transparency ensures that the process is visible to all. Regular examinations are required for monitoring progress, while flexibility enables the team to make necessary adjustments according to feedback.  

Scrum is well-suited for teams dealing with complicated projects, especially in Software Development, but it is also advantageous for any sector that needs flexibility, gradual advancement, and teamwork.  

Scrum is not controlled by a single person; it requires a collaborative effort from the team. The Scrum Master aids in the process, the Product Owner assigns work priority, and the Development Team works together to complete the product. 

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A gas leak from a chemical company in Thane in the southwestern state of Maharashtra in India caused panic among residents on Thursday evening as it spread across the city, reports said.

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Top Scrum Case Study Examples in Real-life 2024

Home Blog Agile Top Scrum Case Study Examples in Real-life 2024

Scrum has gained significant traction as a widely adopted and successful framework for the efficient execution of intricate projects within project management. Real-life case studies provide valuable insights into how organizations successfully implement Scrum methodologies to overcome challenges and achieve their project goals. In 2024, several notable Scrum case studies have emerged, showcasing the practical application of Scrum in diverse industries and contexts. These case studies demonstrate the versatility of Scrum and its ability to drive efficiency, collaboration, and innovation. 

By examining these real-life examples, we can gain inspiration and learn from the experiences of organizations that have leveraged Scrum to navigate complex projects and deliver exceptional results. Also, by incorporating  Agile training online, we can drive successful Agile transformations.

What is the Importance of Case Studies in Scrum?

Case studies play a crucial role in Scrum as they provide valuable real-world examples and insights into the practical implementation of the framework. 

• Learning from Experience: Scrum master case study examples offer an opportunity to learn from the experiences of others who have already implemented Scrum. They provide valuable insights into the challenges faced, solutions implemented, and the overall journey of organizations in adopting Scrum.
• Practical Application: Scrum case study examples demonstrate how Scrum principles and practices can be applied in real-world scenarios. 
• Identify Challenges: Scrum case study examples can also help teams to identify potential challenges and pitfalls that they may face when implementing Scrum. This can help them to plan and develop strategies for addressing these challenges.
• Best Practices and Lessons Learned: Case studies often share best practices, lessons learned, and success stories. They provide valuable guidance on what worked well and what pitfalls to avoid during the Scrum implementation.
• Inspiration and Motivation: Scrum master case study examples can inspire and motivate teams and organizations by showcasing the positive outcomes and benefits achieved through Scrum adoption. 
• Continuous Improvement: Scrum case study examples contribute to the continuous improvement of Scrum practices by providing feedback and insights to the Scrum community.

Overall, Scrum master case study examples serve as a valuable resource for Scrum practitioners, helping them gain knowledge, inspiration, and practical guidance for successful Scrum implementation and continuous improvement. Combining case studies with KnowledgeHut Agile training online allows a holistic understanding of Scrum and its practical implementation.

Top Scrum Case Study Examples

1. mayden’s transformation from waterfall to scrum.

The scrum master case study example below showcases the need for embracing agile methodologies:

Mayden, a small and innovative company in the U.K. that develops managed web applications for the healthcare sector was facing challenges with their traditional waterfall approach to software development. They encountered difficulties in delivering projects on time, meeting customer expectations, and responding to changes in requirements.

How it was solved:

Mayden recognized the need for change and the opportunity to develop a new product using new technology. The company decided to transition from Waterfall to the Agile framework, specifically adopting Scrum. The following solutions were implemented:

• Agile Training: A member of the development team, Rob Cullingford, attended a Certified ScrumMaster (CSM) course and became an advocate for Agile. Mayden brought in Agilify and Paul Goddard to provide CSM training to the entire team, fostering a shared understanding of Scrum principles and practices.
• Management Support: Mayden's management team embraced the concepts of Scrum and recognized its potential to transform project delivery. Their support and foresight were instrumental in driving the adoption of Scrum throughout the organization.
• Enthusiastic Embrace: The development team, along with managers and support staff, enthusiastically embraced Scrum. The decision to pursue Scrum training was made quickly, and 20 people attended the ScrumMaster training within a week.

2. Scrum Methodology as Used by a Capstone Team

Below is a scrum master case study example that shows the effectiveness of forming a scrum team:

Problem: 

The capstone team faced the challenge of managing their project effectively and maximizing their velocity. They needed to find a way to improve their project management processes to increase productivity and ensure successful project completion.

How it was Solved: 

The team decided to adopt the Scrum methodology to address their project management challenges. They implemented specific process modifications and utilized Scrum practices to improve their velocity. Some key solutions they implemented include:

• Scrum Framework: The team embraced the Scrum framework, which provided a structured approach to project management. They defined roles (Scrum Master, Product Owner, Development Team) and implemented Scrum ceremonies (Daily Stand-ups, Sprint Planning, Sprint Review, Retrospective) to facilitate effective communication and collaboration.
• Asynchronous Daily Meetings: Instead of traditional synchronous daily stand-up meetings, the team conducted asynchronous daily meetings. This allowed team members to update their progress and communicate asynchronously, reducing scheduling conflicts and improving flexibility.
• Sprint Reviews: The team conducted regular sprint reviews to showcase their work and gather feedback from stakeholders. These reviews helped ensure that the project was on track and met the expectations of the stakeholders, leading to course corrections and improvements.
• Velocity Tracking: The team tracked their velocity, which is a measure of the amount of work completed in each sprint. They analyzed their velocity at different points in the project and compared it to the process modifications they made. This analysis allowed them to identify correlations between their process modifications and improvements in velocity.

3. Increasing visibility and cross-product alignment at Radware

This scrum case study example shows how adopting scrum brought more visibility and collaboration at Radware.

Radware, a global leader in cybersecurity and application delivery solutions, faced several challenges in its development and delivery processes:

• Waterfall-like Processes: Radware followed development processes with long handoffs between product, development, and QA teams, resulting in extended cycles, low visibility, and predictability. This approach did not align with the fast response time required in the security market.
• Dependencies and Product Lines: Radware had dependencies on hardware and interdependencies between its five distinct product lines. This created complexity and posed challenges in the release and delivery processes.

How was it Solved: 

To address these challenges, Radware implemented the following solutions:

• Management Workshop: Conducted workshops within each product line to analyze organizational-level challenges and identify necessary change management strategies. This involved engaging top management to understand the requirements for successful Agile transformation.
• Global Engagement: Collaborated with Radware managers and teams worldwide to ensure consistent adoption of Agile practices and principles. This involved creating a shared understanding of Agile and aligning processes across different locations.
• ALM Tool Adoption: Utilized the Application Lifecycle Management (ALM) tool, Rally, as the central source of truth for all participants. This helped provide visibility, transparency, and collaboration across teams, ensuring everyone had access to accurate and up-to-date information.
• Training: Conducted comprehensive training sessions for Product Owners, Scrum Masters, and all teams involved in the Agile transformation. This enabled individuals to understand their roles and responsibilities within the Agile framework and equipped them with the necessary knowledge and skills to implement Agile practices effectively.
• Agile Release Trains (ART): Designed and launched five Agile Release Trains, one for each product line. Agile Release Trains provided a structured and synchronized approach to product development, ensuring alignment and coordination across teams working on different products.
• Program Increment Planning: Implemented Program Increment Planning, which allowed for the alignment of priorities and synchronization of work across teams. This provided a clear roadmap and facilitated better planning and execution of development efforts.
• Stabled and Synchronized Cadence: Established a stable and synchronized cadence across the entire company. This involved implementing regular Agile ceremonies and ensuring consistent timelines and iterations for planning, development, and review activities.

4. Blue Flash Conversion to Scrum Practices 

The scrum master case study example presented here is highly compelling as it revolves around the remarkable achievement of a student team named "Blue Flash," who employed Scrum and Kanban methodologies to construct a race car for a prestigious international competition.

The Blue Flash team, consisting of volunteers and sponsors, faced several challenges. These challenges included the need for improved cross-team collaboration, empowerment of teams, adapting to changing conditions, and addressing the impact of the COVID-19 pandemic on team composition and priorities.

How it was solved: 

To address the challenges, the Blue Flash team implemented the following solutions:

• Adoption of Agile and Scrum: In March 2020, the team decided to adopt the Agile way of working and specifically chose Scrum as their framework. This decision aimed to improve cross-team collaboration and empower the teams to work more effectively.
• Agile Kick-off Meeting and Agile Coach: The team's sponsor organized an agile kick-off meeting where they met their Agile coach, who agreed to assist them. Over a period of six months, the Agile coach dedicated his spare time to working with the team, conducting workshops, and providing guidance on Scrum practices and principles.
• Formation of Scrum Teams: The team formed two Scrum teams, with each team consisting of a Scrum Master, developers, and a shared Product Owner. This enabled the teams to work autonomously and become self-organized, promoting efficiency and collaboration.
• Remote Work and Reduced Team Size: Due to the COVID-19 pandemic, the team had to adapt to remote work and reduce the number of team members. By selecting fewer team members with the necessary skills and compatible personalities, the teams were able to maintain productivity and cohesiveness despite working remotely.
• Use of Kanban for Backlog Management: To manage their Product Backlog, Sprint Backlog, and Daily Scrum, the team utilized the Kanban methodology. This provided visual clarity and transparency, helping the teams stay organized and focused on their work.

5. Agile Project Management at Intel – A Scrum Odyssey

Here is a scrum case study example that shows how applying scrum master led to effective project management.

Microprocessor giant Intel faced several challenges in its engineering development process, including a waterfall culture, functional silos, overburdening of teams, missed schedules, poor morale, and high turnover rates. They also encountered difficulties due to a lack of off-the-shelf software validation solutions and a proprietary language environment. These issues hindered their ability to deliver high-quality products efficiently.

How it was Solved:

Intel decided to implement Scrum in its engineering development process to overcome these challenges. They adopted Scrum in three phases, each addressing specific issues and gradually transforming their work culture.

• Phase 1: Preparing for Silicon - In this phase, Intel hired an external company for Scrum training and coaching. They formed a Process Action Team (PAT) to monitor progress and implemented Scrum in six teams. They focused on scaling work across teams, sharing best practices, and establishing Scrum as the standard means of managing requirements.
• Phase 2: Surviving Silicon - During this phase, the Scrum teams focused on debugging Scrum events and maintaining Scrum artifacts. Some teams initially struggled and reverted to old habits, but through perseverance and collaboration, the surviving Scrum teams emerged stronger. They reintroduced two-week Sprints and improved their ability to identify and prioritize business value.
• Phase 3: Preparing for Manufacturing -To further enhance their progress, Intel identified the handoff between functional groups as a significant issue. They ran a pilot test on cross-functional teams to minimize handoffs and influence the organization's leadership for better Scrum implementation.
• Reduced Cycle Time: Scrum was instrumental in achieving a remarkable 66 percent reduction in cycle time. 
• Performance to Schedule: The implementation of Scrum resulted in the establishment and maintenance of capacity-based planning and a two-week cadence for over a year.
• Improved Morale: Scrum brought about improved communication and job satisfaction within the organization.  
• Increased Transparency: The adoption of Scrum led to the implementation of formal standards, such as CMMI-style VER (Verification) and VAL (Validation).

6. Scrum Boosts Productivity at BBC  

The following scrum master case study example looks at how agile methodologies improved productivity at BBC.

The New Media division of BBC was grappling with significant challenges stemming from a high degree of uncertainty and an emergent software process. The lack of flexibility and adaptability posed significant challenges in meeting the division's evolving needs.

• Introducing Scrum Framework: Andrew Scotland, as a certified Scrum Master, recognized the need for a more collaborative and flexible approach. He initiated the introduction of the Scrum framework across the division's development teams. Scrum provided a structured framework for iterative and incremental development, fostering better communication and encouraging cross-functional collaboration.
• Formation of Cross-Disciplinary Scrum Teams: Andrew facilitated the formation of cross-disciplinary Scrum teams, ensuring representation from Software Engineering, User Experience, Information Architecture, Editorial, Product Management, and Project Management. This approach promoted shared ownership, increased collaboration, and enhanced transparency throughout the development process. 
• Scrum Master Training and Support: Andrew provided Scrum Master training and ongoing support to team members responsible for leading the Scrum teams. This empowered the Scrum masters to guide their respective teams through the Agile transformation effectively and address any challenges that arose.
• Adoption of Agile Practices: The teams embraced Agile practices, including daily stand-up meetings, sprint planning, backlog refinement, and sprint reviews. These practices facilitated regular communication, prioritization of work, and continuous feedback, enabling faster response to change requirements and delivering value incrementally.
• Continuous Improvement and Learning: Andrew fostered a culture of continuous improvement by encouraging regular retrospectives where teams reflected on their processes, identified areas for improvement, and implemented changes to enhance productivity and efficiency.

7. Effective Practices and Federal Challenges in Applying Agile Methods

Numerous examples of lengthy IT projects in the federal government have experienced cost overruns, schedule delays, and limited mission-related outcomes. This has prompted the need for a more effective approach to software development. In response, the Office of Management and Budget (OMB) recommends the use of Agile practices, which advocate for modular software delivery and iterative development, to mitigate risks and improve project outcomes.

The case study conducted by the Government Accountability Office (GAO) focuses on the effective practices and challenges in applying Agile software development methods to IT projects in the federal environment. 

• Agile guidance and adoption strategy: Clear guidelines and a well-defined strategy were provided for adopting Agile practices within the organization, ensuring that teams understood the principles and values of Agile and how they aligned with the organization's goals.
• Migration with Agile terms and examples: The transition to Agile was facilitated by using Agile terminology and providing practical examples to help teams understand and apply Agile concepts in their work, fostering a common language and understanding across the organization.
• Continuous improvement: A culture of continuous improvement was encouraged by regularly evaluating and refining Agile practices at both the project and organizational levels, seeking feedback, and implementing changes that enhanced efficiency and productivity.
• Identified and addressed impediments: Any obstacles or impediments that hindered the adoption of Agile practices were actively identified and addressed, whether they were at the project or organizational level, ensuring smooth progress and removing barriers to Agile success.
• Obtained frequent stakeholder/customer feedback: Regular engagement with stakeholders and customers was conducted to gather feedback on the product or project, ensuring that their needs and expectations were met and leveraging their input to guide iterative development and improvement.
• Empowered small, cross-functional teams: Small, self-organizing teams were formed and empowered to make decisions, fostering collaboration, accountability, and efficient delivery of value.
• Risk Mitigation: Security considerations and monitoring requirements were incorporated as part of the backlog, ensuring that they were prioritized and addressed throughout the Agile development process to mitigate risks and maintain a secure product.
• Demonstrated value at the end of each iteration: A tangible, working product or a valuable outcome was delivered at the end of each iteration or sprint, providing stakeholders with a clear demonstration of progress and ensuring that the product continuously evolved based on their feedback.
• Application of Tools: Appropriate tools and metrics were utilized to track and visualize progress, such as burndown charts or velocity charts, enabling teams to monitor their performance, identify areas for improvement, and make data-driven decisions.
• Monitoring Progress: Progress was tracked and visualized on a daily basis, fostering transparency and accountability. Daily stand-up meetings or team boards were used to ensure that everyone was aware of the status and any potential issues that needed to be addressed promptly.

Key Takeaways from the Case Study

1. Mayden's Transformation from Waterfall to Scrum:

Transitioning from Waterfall to Scrum enabled Mayden to overcome the challenges of inflexibility and lack of customer engagement. Scrum facilitated iterative development, increased collaboration, and improved customer involvement.

2. Scrum Methodology as Used by a Capstone Team:

The Capstone team's use of Scrum methodology resulted in effective project management. Iterative planning, cross-functional collaboration, and quick decision-making were key factors in their success.

3. Increasing visibility and cross-product alignment at Radware:

Radware enhanced visibility and cross-product alignment by implementing regular communication channels, cross-functional collaboration, and centralized project management tools. Leadership support played a significant role in driving this transformation.

4. Blue Flash Conversion to Scrum Practices:

Blue Flash's successful conversion to Scrum practices involved training, team restructuring, and the implementation of Scrum ceremonies. Continuous improvement was emphasized throughout the process.

5. Agile Project Management at Intel - A Scrum Odyssey:

 Intel's adoption of Agile project management, specifically Scrum, improved project execution. Iterative development, cross-functional teams, stakeholder engagement, and continuous learning were key aspects of their success.

6. Scrum Boosts Productivity at BBC:

The BBC experienced increased productivity by embracing Scrum. Streamlined workflows, cross-functional collaboration, continuous improvement, and customer-centricity were significant contributors to their success.

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Benefits of Using Scrum in the Project

• Flexibility: Scrum allows for flexibility and adaptability throughout the project lifecycle. It embraces changing requirements and promotes incremental and iterative development.
• Increased collaboration: Scrum fosters collaboration among team members and stakeholders.
• Transparency and visibility: Scrum provides transparency into project progress, work completed, and upcoming tasks.
• Quick value delivery: Scrum emphasizes delivering value early and regularly. By breaking the project into smaller, manageable units called sprints, the team can prioritize and deliver the most valuable features incrementally.
• Risk mitigation: Scrum helps to mitigate risks by focusing on short development cycles and frequent inspection and adaptation.
• Enhanced customer satisfaction: By involving the customer or product owner throughout the development process and regularly seeking their feedback.
• Continuous improvement: Scrum promotes a culture of continuous improvement and innovation.

In conclusion, Scrum case studies serve as invaluable resources for teams contemplating the adoption of Scrum or facing difficulties in its implementation. They offer profound insights into successful applications of Scrum within various organizations, shedding light on potential obstacles and pitfalls while fostering inspiration and motivation. These case studies provide teams with the necessary confidence to persist in their Scrum endeavors by showcasing how other teams have surmounted challenges and achieved notable accomplishments. By delving into these resources, teams can enhance their comprehension of Scrum's multifaceted aspects and gain practical knowledge on its effective implementation.

Frequently Asked Questions (FAQs)

The Scrum values consist of commitment, courage, focus, openness, and respect. Team members commit to sprint goals and delivering value. They exhibit the courage to tackle challenges and make collective decisions. The team stays focused on the sprint goal, avoiding distractions. Openness is fostered through transparent communication. Respect is shown for each other's skills and contributions, promoting a collaborative environment.

An example of applying Scrum is in software development, where a cross-functional team collaboratively works in short iterations called sprints to deliver increments of working software, following Scrum ceremonies and utilizing the product backlog for prioritization.

• Transparency: All aspects of the Scrum process are visible to all team members.
• Inspection: Scrum team regularly checks to see if the project is on track.  
• Adaptation: Scrum team is willing to change the project plan if necessary.

Lindy Quick

Lindy Quick, SPCT, is a dynamic Transformation Architect and Senior Business Agility Consultant with a proven track record of success in driving agile transformations. With expertise in multiple agile frameworks, including SAFe, Scrum, and Kanban, Lindy has led impactful transformations across diverse industries such as manufacturing, defense, insurance/financial, and federal government. Lindy's exceptional communication, leadership, and problem-solving skills have earned her a reputation as a trusted advisor. Currently associated with KnowledgeHut and upGrad, Lindy fosters Lean-Agile principles and mindset through coaching, training, and successful execution of transformations. With a passion for effective value delivery, Lindy is a sought-after expert in the field.

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Wires & Cables Market Assessment 2024-2029: Industry Dynamics, Supply Chain Analysis, Pricing, Trade, Technologies, Patents, Case Studies, Competition and More

Wire & Cable Market

Dublin, Sept. 11, 2024 (GLOBE NEWSWIRE) -- The "Wire & Cable Market by Product Type (Electronic Wire, Power Cable, Control & Instrumentation Cable, Communication Cable, Flexible & Specialty Cable), Material Type, Voltage, Installation, End-Use Industry, and Region - Global Forecast to 2029" report has been added to ResearchAndMarkets.com's offering. The global Wire & Cable market is expected to grow at a Compound Annual Growth Rate (CAGR) of 5.8% from 2024 to 2029, with a projected value of USD 266.2 billion by 2029, up from USD 201 billion in 2024.

This growth is observed due to the addition of renewable power in to the energy generation through harnessing of energy from solar and wind that entails the use of cables in the transmission process. Also, an increase in electric vehicle (EV) demand is extending the need for sophisticated wiring systems for such efficiency driving solutions. The advances in technology, smart grid, and inclusion of IoT (Internet of Things) provides a continuous boost to the market to increase the more advanced and effective cable systems.

The underground installation segment to be the fastest growing segment in terms of value in the global wire & cable market Underground installation is expected to register the highest CAGR (Compound Annual Growth Rate) during the forecasted period, reflecting the increase in preference for underground installation over traditional installation systems. This growth is observed due to several factors, including the desire for enhanced reliability, safety, and aesthetic appeal in urban areas. Underground cables offer high protection from environmental hazards, such as severe weather conditions and accidental damage which reduce maintenance costs and improve system longevity. The electronic wires are expected to dominate the global wire & cable market in terms of value The product type segment includes electronic wires, power cables, control & instrumentation cables, communication cables, and flexible & specialty cables. Among these, the electronic wire is expected to dominate this segment and also be the fastest-growing segment in the forecasted period. Electronic wires are an irrepressible component of electronic equipment. The growing electrification and increasing use of electronic devices in daily life are boosting the demand for electronic wires. The wire & cables made from metals are expected to dominate the global wire & cable market in terms of value The wire and cables are primarily made up of metals and polymers. Metals include copper and aluminium which have excellent electrical conductivity. These are essential components of a wire and cable and thus are expected to dominate the market in the forecasted period. Copper is used in wires and cables where the requirement is for high electricity conductivity and aluminum is used in cost-effective and lightweight wire and cables. Up to date, there is no substitute raw material developed for metals that can be used in wire and cable. Thus, as we see growth in the wire & cable market there is an expected increase in wire & cable made from metals. Low voltage segment is expected to dominate the market The wire and cable market is divided into four categories: extra-high, high, medium, and low voltage. Due to their adaptability, low voltage wires and cables make up the highest portion of the wire and cable market. In-home, commercial, and industrial settings, these components are helpful for conveying signals and electric power. This is because they are widely used in lighting systems, appliances, and network circuit age and are inexpensive, making them popular in both public and private domains in society. There is always a need for high-quality low voltage cables to be supplied and supported since more sophisticated buildings and structures are being built, and energy-saving features are being added to buildings. Automotive end-use industry is estimated to be the fastest-growing segment during forecast period The automotive industry is the fastest growing end-use industry in the wire and cable market, backed by technological innovations in vehicle manufacturing and growing concern for automotive electrification. With the development of new models of cars like electric and hybrid ones, there is a massive shift in demand for solutions to meet these efficient wiring requirements to support the high voltage and ADAS as well as infotainment systems. The nowadays' vehicles with high-end built-in electronics, sensors, and connectivity modules also support this demand, as well as requiring industry-specific cables of high performance and durability meeting automotive applications. Further, the drive for safety in vehicles and comfort to passengers is putting pressure on manufactures to adopt cables that include light and flex designs to enhance the efficiency of the vehicles. Asia Pacific is the largest regional level market in the global wire & cable market Asia Pacific is to be the largest and fastest growing region for wire & cable attributed to rapid urbanization coupled with extensive infrastructure projects, and robust economic growth. Countries like China and India are developing and expanding the infrastructure for electrical grids, telecommunication and transportation need wire and cables which required these products. An emerging construction industry and growth in the use of IT applications in electrical systems and distribution networks, including smart grids and renewable systems, are other factors to this increase.

Research Coverage This report covers the global wire & cable market and forecasts the market size until 2029. Porter's Five Forces analysis, along with the drivers, restraints, opportunities, and challenges, are discussed in the report. It also provides company profiles and competitive strategies adopted by the major players in the global wire & cable market.

Companies Featured

Belden Inc.

Fujikura Ltd.

Furukawa Electric Co. Ltd.

Emerson Electric Co.

Hellenic Cables

Kei Industries

Finolex Cables Ltd.

Sumitomo Electric Industries, Ltd.

LS Cable & System

Remee Wire & Cable

Tratos Group

Doncaster Cables

Brugg Cables

Studer Cables AG

Henan Central Plain Cables and Wires Co. Ltd.

Cords Cable

Key Attributes

Market Dynamics

Rising Demand for Cables from Renewable Energy Sector

Increased Focus on Safety and Compliance

Surging Government Investments in Grid Technology and Infrastructure Projects

Fluctuating Raw Material Prices

Global Trade War Escalation

Opportunities

Growing Demand for Cables in EV Infrastructure

Expansion of Offshore Wind Energy Projects

Rising Need to Modernize Electrical Grids

Enhancing Insulation Durability Under Harsh Conditions

Requirement for Technical Expertise to Develop and Install Advanced Cables

Supply Chain Analysis

Raw Material Analysis

Product Type Analysis

Electronic Wires/Coaxial Cables

Power Cables

Control & Instrumentation Cables

Communication Cables

Flexible & Specialty Cables

Voltage Analysis

Installation Analysis

Final Product Analysis

Pricing Analysis

Average Selling Price Trend of Key Players, by End-use Industry

Average Selling Price Trend, by Region

Trade Analysis

Import Scenario for HS Code 761410

Export Scenario for HS Code 761410

Technology Analysis

Key Technologies

Wire Drawing

Twisting and Stranding

Complementary Technologies

3D Printed Wires

Smart Wires & Cables

Nanotechnology

Patent Analysis

Methodology

Document Types

Legal Status

Jurisdiction Analysis

Top Applicants

Top 10 Patent Owners (US) in Last 5 Years

Case Study Analysis

Case Study 1: Southwire to Design and Install Onshore High-Voltage Cables

Case Study 2: Nexans and Equinor Partnership

Case Study 3: Sumitomo Electric Acquires Majority Stake in Sudkabel

Impact of AI/Gen AI

Top Use Cases and Market Potential

Case Studies of AI Implementation in Wire & Cable Market

For more information about this report visit https://www.researchandmarkets.com/r/pltsus

About ResearchAndMarkets.com ResearchAndMarkets.com is the world's leading source for international market research reports and market data. We provide you with the latest data on international and regional markets, key industries, the top companies, new products and the latest trends.

CONTACT: CONTACT: ResearchAndMarkets.com Laura Wood,Senior Press Manager [email protected] For E.S.T Office Hours Call 1-917-300-0470 For U.S./ CAN Toll Free Call 1-800-526-8630 For GMT Office Hours Call +353-1-416-8900

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• Scrum Case Studies

20 Featured of Scrum Case Studies

• October 29, 2021

Shazia Mirza

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Featured 20 Scrum Case Studies : These Fascinating Scrum Case Studies highlight how industries, who are implementing Scrum, excel and remain competitive in an ever-changing market.  

1.  Distributed Scrum Project for Dutch Railways : Summary of how a distributed team (Netherlands and India) successfully executed Scrum after a traditionally manager project failed to deliver after three years. This case study discussing topics such as architecture, requirements, documentation and more – Aug 18, 2008

2. Agile Project Management at Intel:   A Scrum Odyssey: detailed case study describing how Intel used distributed Scrum within a traditional management culture to reduce cycle time by 66% and eliminate schedule slip within a year – 2008 Danube Case Study- Intel Corporation

3.  Agile Case Study – H&R Block : Short summary of how one company helped a very traditional, time-sensitive, consumer tax preparation service transform their business using Scrum. The real value in this case study are the links to the high-quality, short video testimonials from the participants to explain the benefits of Scrum – 2012

4. How Agile is Helping Unilever Go Forward Faster : Before Covid-19 Unilever was not even making sanitizer. Here is how in just 6 weeks they went from an idea to deliver to market – Jun 17, 2020

5. Blue Flash at University of Applied Science and Arts : This case study explores how a Blue Flash student team at University of Applied Sciences and Arts Hildesheim/Holzminden/Gottingen used Scrum with Kanban as the frameworks for its program and complete its race car building initiative despite the Covid-19 Pandemic. – August 2021

6. Home Credit Indonesia technology based financing company : The company used Scrum and restructured the company according to flow of value with focus on transparency and focus on outcome over output. Effective use of EBM(Evidence-Based Management) metrics – S crum Journey 2017-2020

7. Scrum In Church- Saving the World One team at a Time : How Scrum was implemented in non-profit organizations to break down silos of knowledge and activity, encourage communication and collaboration, improve the working environment and personal relationships, and drive higher velocity and quality throughout the organization. Scrum Journey 2005-2009

8. Owning the Sky with Agile : Learn how Saab built a jet  faster, cheaper, better with Scrum. With agile practices and Scrum, Saab team had clarity and true goal but also had the freedom to create their own innovative solutions.

9. Building Understanding Between Scrum Teams and Management with Liberating Structures : Philips is leading health technology that used Scrum framework and liberating structures to help people navigate challenges from small to complex, by working together effectively.  This case study  demonstrate how Scrum Teams (can) use Liberating Structures to deliver more value to their stakeholders –  July 2020

10. Scrum Boosts Effectiveness at the BBC : In this 38 minute video presentation, the Head of Development of the BBC’s New Media Division discusses their multi-year journey to effectively use Scrum – Dec 20 -2006

11. Effects of Scrum Nine Months Later : Case study author, Richard Bank, identifies the lasting benefits of Scrum after a disastrous, piecemeal introduction of Scrum. Be sure to read his candid assessment of how he failed – Nov 7 2006

12. Effective Practices and Federal Challenges in Applying Agile Methods : The Government Accountability Office (GAO) provides a review of the challenges and success factors for Agile projects within the federal government based on their investigation of four successful programs.

13. Adobe Premiere Pro Scrum Adoption : Adobe explains how they used Scrum to successfully coordinate the actions of a distributed Scrum Team within an environment composed of non-Scrum Teams.

14. Rolling Out Agile in a Large Enterprise : This case study from 2006 discusses how Yahoo! used Scrum to support over 100 software teams. Provides interesting metrics on how to evaluate and monitor Scrum Teams in a large enterprise.

15. Business Analysts and Scrum Projects : Short description of how a business analyst’s role changes when they are embedded full time on a cross-functional scrum team.

16. Experience as QA in Scrum : This article focuses on explaining how the QA role performs agile testing and the place of importance they hold in a Scrum team.  This report goes in  day-to-day activities of a tester in a  Scrum team – July 17 2012

17. Moving Back to Scrum and Scaling to Scrum Less Than a Year : In this 15 minutes video Rafael Maranzato tells the story of a team who initially failed to adopt Scrum, but they tried again and eventually succeeded – April 12 2012

18. A CIO’s Playbook for Adopting the Scrum Method of Achieving Software Agility : This 28-page whitepaper from 2005 describes step-by-step how Ken Schwaber envisioned a Scrum business transformation might unfold – 2005

19. A World- Leading Company In Secure communications uses Scrum to Restore Its competitive Advantage :After many years of relative stability, the company found itself struggling with sudden and huge changes in their market. Fascinating Scrum Journey with retrospective insight – 2020

20. A 6 Months Cultural Transformation- A Penta Story : Penta Technologies is family-owned construction software company in Milwaukee, WI. Their software platform was built to meet the unique needs of its customers. Because of this model, customers controlled the functionality, and the product became more and more complex and challenging to scale – Good insight how they recovered from complete disconnect between creating value and doing work  – 2018-2020

Scrum, Product Management, and DevOps: Simplifying the jargon

The internet and social media are full of Agile, Scrum, Product Management, and DevOps jargon, including incorrect and misunderstood concepts. This could be problematic for a learner seeking knowledge. Without a course with Scrum Alliance, Scrum.org, or DevOps Institute, this knowledge is difficult to achieve.

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Case Study: Mayden's Transformation from Waterfall to Scrum

Mayden is a small and successful U.K. company that develops managed Web applications for the health care sector. They specialize in flexible, cloud-based software, delivered by a team of 44 from two locations in England. Celebrating their tenth anniversary in 2014, Mayden has built a track record of delivering value to its customers with applications that have the power to change the way that services are delivered by health care staff — and experienced by patients. Given a relatively young company that focuses on innovation and flexibility, you might think that Mayden grew up embracing business agility , but that wasn't the case. The company did have a reputation for being responsive to customer needs, but it tried to execute within a traditional project management environment. CEO Chris May explains the problems that surfaced as a result of trying to be flexible in a Waterfall environment: "Our best-laid plans were continually being hijacked for short-priority developments. The end result was that we reached a point where we had started lots of things but were finishing very little." This created what Operations Director Chris Eldridge refers to as an "illusion of progress" — projects were frequently assigned to only one person, so the work "often took months to complete." From a development team standpoint, this approach created individual expertise and worked against a team environment. People were seen as specialists, and some developers had a large backlog of work while others had insufficient work — but they were unable to assist their colleagues because they didn't have that specialist knowledge. This created individual silos and led to lack of variety as well as boredom and low morale. From a company standpoint, it also led to poor skills coverage, with multiple "single points of failure" in the development team.

Ready to Change

Fortunately, Mayden recognized that the situation wasn't ideal. When an opportunity to develop a brand-new product with brand-new technology presented itself, the staff was enthusiastic about trying a new approach. While there was some discussion of hybrid project execution approaches, the decision quickly came down to using Scrum or continuing with the traditional Waterfall-based method that the organization had in place. A number of people on the development team were interested in agile. One of them, Rob Cullingford, decided to do something about it. Without really knowing what to expect, he booked himself on a Certified ScrumMaster® (CSM) course with Paul Goddard of Agilify. At the end of the course, Cullingford was not only a CSM but a "complete convert." He presented his experience to the rest of the development team and convinced Mayden to bring Agilify and Goddard in to provide them with CSM training, with similarly positive results. Cullingford points out that Mayden management had a vital role to play in the decision to use Scrum. "The company's management team really grasped the concepts of Scrum and had the foresight to see how it could transform the way we delivered our projects, and moved decisively," he explains. Eldridge had a background in Lean manufacturing, and he saw a number of significant similarities that helped support his quick acceptance of Scrum. He freely admits, however, that the decision was driven by the enthusiasm within the development team. "The ultimate decision to take Scrum training forward was a no-brainer," he says. "Paul [Goddard] came in to talk to us one week, and we had 20 people on the ScrumMaster training the following week." Eldridge adds that Scrum was "enthusiastically embraced by all: the managers, support team, and developers. Everyone was really keen to give it a go." Clearly the environment at Mayden was ripe for change. There was a general recognition that the current method of executing projects wasn't working, combined with a potential solution in Scrum that all levels of the organization felt would offer tremendous benefits. However, enthusiasm for a new approach is not enough in itself — success has to come from the results, and it was here that Mayden shone.

Related: Easing the Transition from Waterfall to Agile

The Benefits

"The result has been transformational," Eldridge says. "Stories are now allocated internally by the Scrum team, freeing up that responsibility from the project lead. The team is empowered to divide up the work as they see fit, and they have moved away from internal experts over time." Developers are more interested in the work, and skills are better spread among the team members. Fewer stories go into development at one time now, which has meant faster delivery of new features. Cullingford explains that Scrum has also added greater visibility for all stakeholders into what is going on. "Committing to producing something by the end of each sprint gave not only the developers but also all stakeholders visibility on progress. This was completely new to us, as previously months could go by before any work was shown to anyone. It was great to see a product progress rather than just being witness to a final grand reveal." Of course, the customer also benefits tremendously from this approach: "The client [is] getting a product they want rather then something we thought they wanted," Cullingford says. That product also tends to be of higher quality, with defects identified earlier in the process through the reviews at the end of each two-week sprint. Cullingford is convinced that the same results wouldn't have happened with the organization's traditional project execution approach. He also points out that because the client wouldn't have seen the product until much later in the development process, any changes would have involved expensive rewrites. There would also have been an impact on other projects, because team members would have been tied up with those rewrites. The benefits to Mayden have gone beyond just a better performance on this particular project. Eldridge identifies a number of distinct areas where he has seen an improvement since the introduction of Scrum:

• Reduced lead time for delivery of new features to the customer
• Increased skill coverage across the development team, creating a more consistent work flow
• More frequent deadlines, keeping the development team alert and focused
• Empowered staff who now all contribute and comment on the best way to approach stories
• Increased quality of coding due to ongoing assessment from teammates

Eldridge sums up the situation with the ultimate compliment: "Scrum is probably the single most productive change we've made in Mayden's ten-year history."

Company-Wide Transition

Mayden has now moved all of its product development teams to a Scrum approach. Although the company was able to make the change quickly, in just six months, it still wasn't fast enough for the development teams that were seeking to embrace it. The final teams to make the transition were "positively falling over themselves to move to Scrum; we didn't have to persuade them to change at all," Eldridge says. Mayden isn't stopping with development. "Everyone can see the benefits," says Cullingford. "There are now other areas of the business, such as the customer support team, that are looking at how Scrum could be beneficial to them." Clearly, Scrum was the right solution at the right time for Mayden. The company was able to realize benefits quickly, in large part because everyone involved recognized the opportunity and committed to it. However, Scrum has reached much further into the organization than anyone imagined. CEO May describes a better relationship with customers, who, he says, now "get a definite answer as to when something will be delivered, even if later than they would have liked.'" In his role as product owner , Eldridge also sees benefits. "The quality of the coding and the engagement of staff in the process has increased massively," he says. "It feels like the development process has more structure. The fortnightly sprint rounds provide a regular rhythm to the teams, which is very comforting to the teams and to the managers." Eldridge also notes that managers are spending less time managing staff, which in turn frees them for more valuable contributions than task management. As ScrumMaster, Cullingford has perhaps the best perspective on the changes that Scrum has ushered in. He is able to see just how profound the impact of Scrum has been on the development team. "The morale and working environment for the developers is so much better. Some developers have been totally transformed -- empowering them and giving them a voice has brought them out of their shell and really grown their confidence. They all now have a say on how a sprint story is to be implemented. In some cases, it's been like hiring new developers, the change has been so great." Cullingford cites improved communication within the development team and also between developers, ScrumMaster, and product owner, increasing the level of engagement at all levels. The key challenges that the organization faced with its old project execution model are no longer a problem. In particular, Cullingford notes, issues with capacity planning disappeared "almost overnight" because of the effective use of sprints and the backlog. The removal of reliance on individual specialists is also improving the overall quality of development because of increased visibility into the code, which creates an environment that Cullingford describes as "constant peer review."

Mayden's Advice

Mayden was able to deliver a tremendous level of success, not just relative to how things were before but also in absolute terms. May, Eldridge, and Cullingford all recommend that other organizations explore how to take advantage of what Scrum offers, but they are aware that success comes from hard work. Cullingford notes that even though they were told in training that while Scrum concepts were easy, putting them into practice could be difficult, there was an initial belief that it would be easy for Mayden. Cullingford points out that success comes from commitment, and from the support that is readily available. "If you do choose to implement Scrum, you can't do it halfheartedly; you have to commit to it. Embrace it company-wide and you'll be amazed by the results. Also find a great Scrum trainer/coach. We couldn't have made the transition to Scrum so well without the expertise of Paul Goddard. As well as the CSM training course, he has done on-site coaching to get all the teams underway with their sprints and has popped back after a few months to check on our progress and stop us falling into bad habits." Eldridge agrees that training provided tremendous benefits for Mayden, and he notes that the trainer helped them overcome the temptation to make changes to Scrum practices in the beginning to make things easier -- "always for good reasons," Eldridge says, "but what you really need to avoid is falling into bad habits early on." Goddard and Agilify understood Mayden's needs and helped develop its capability at the start, then followed up with checkpoints during the adoption process, providing not only practical advice but also an incentive to "avoid letting the good intentions slip." Cullingford says that the dynamics of the team may change, which requires an open mind and trust. "The quiet person in the corner who doesn't say much may just well surprise you and become the star of the team, if given the opportunity and environment in which to flourish. We've experienced that firsthand, and Scrum was the catalyst."

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Agile Unleashed at Scale

How john deere’s global it group implemented a holistic transformation powered by scrum@scale, scrum, devops, and a modernized technology stack, agile unleashed at scale: results at a glance, executive summary.

In 2019 John Deere’s Global IT group launched an Agile transformation with the simple but ambitious goal of improving speed to outcomes.

As with most Fortune 100 companies, Agile methodologies and practices were not new to John Deere’s Global IT group, but senior leadership wasn’t seeing the results they desired. “We had used other scaled frameworks in the past—which are perfectly strong Agile processes,” explains Josh Edgin,  Transformation Lead at John Deere, “But with PSI planning and two-month release cycles, I think you can get comfortable transforming into a mini-waterfall.” Edgin adds, “We needed to evolve.”

Senior leadership decided to launch a holistic transformation that would touch every aspect of the group’s work – from application development to core infrastructure; from customer and dealer-facing products to operations-oriented design, manufacturing and supply chain, and internal/back-end finance and human resource products.

Picking the right Agile framework is one of the most important decisions an organization can make. This is especially true when effective scaling is a core component of the overall strategy. “Leadership found the Scrum@Scale methodology to be the right fit to scale across IT and the rest of the business,” states Ganesh Jayaram, John Deere’s Vice President of Global IT. Therefore, the Scrum and Scrum@Scale frameworks, entwined with DevOps and technical upskilling became the core components of the group’s new Agile Operating Model (AOM).

Picking the right Agile consulting, training, and coaching support can be just as important as the choice of framework. Scrum Inc. is known for its expertise, deep experience, and long track record of success in both training and large and complex transformations. Additionally, Scrum Inc. offered industry-leading on-demand courses to accelerate the implementation, and a proven path to create self-sustaining Agile organizations able to successfully run their own Agile journey.

“I remember standing in front of our CEO and the Board of Directors to make this pitch,” says Jayaram, “because it was the single largest investment Global IT has made in terms of capital and expense.” But the payoff, he adds, would be significant. “We bet the farm so to speak. We promised we would do more, do it faster, and do it cheaper.”

John Deere’s CEO gave the transformation a green light.

Just two years into the effort it is a bet that has paid off.

Metrics and Results

Enterprise-level results include:

• Return on Investment: John Deere estimates its ROI from the Global IT group’s transformation to be greater than 100 percent .
• Output: Has increased by 165 percent , exceeding the initial goal of 125 percent.
• Time to Market: Has been reduced by 63 percent — leadership initially sought a 40 percent reduction.
• Engineering Ratio: When looking at the complete organizational structure of Scrum Masters, Product Owners, Agile Coaches, Engineering Managers, UX Professionals, and team members, leadership set a target of 75% with “fingers on keyboards” delivering value through engineering. This ratio now stands at 77.7 percent .
• Cost Efficiency: Leadership wanted to reduce the labor costs of the group by 20 percent . They have achieved this goal through insourcing and strategic hiring–even with the addition of Scrum and Agile roles.
• Employee NPS (eNPS): Employee Net Promoter Score, or eNPS, is a reflection of team health. The Global IT group began with a 42-point baseline. A score above 50 is considered excellent. The group now has a score of 65 , greater than the 20-point improvement targeted by leadership.

John Deere’s Global IT group has seen function/team level improvements that far exceed these results. Order Management, the pilot project for this implementation has seen team results which include:

• The number of Functions/Features Delivered per Sprint has increased by more than 10X
• The number of Deploys has improved by more than 15X

As Jayaram notes, “When you look at some of the metrics and you see a 1,000 percent improvement you can’t help but think they got the baseline wrong.”

But the baselines are right. The improvement is real.

John Deere’s Global IT group has also seen exponential results thanks to the implementation of the AOM. “We’ve delivered an order of magnitude more value and bottom-line impact to John Deere in the ERP space than in any previous year,” states Edgin. These results include:

• Time to Market: Reduced by 87 percent
• Deploys: Increased by 400 percent
• Features/Functions Delivered per Sprint: Has nearly tripled

Edgin adds that “every quality measure has improved measurably. We’re delivering things at speeds previously not thought possible. And we’re doing it with fewer people.”

Training at Scale and Creating a Self-Sufficient Agile Organization

The Wave/Phase approach has ensured both effective and efficient training across John Deere’s Global IT group. As of December 2021, roughly 24-months after its inception:

• 295 teams have successfully completed a full wave of training
• Approximately 2,500 individuals have successfully completed their training
• 50 teams were actively in wave training
• Approximately 150 teams were actively preparing to enter a wave

John Deere’s Global IT group is well on its way to becoming a self-sustaining Agile organization thanks to its work with Scrum Inc.

• Internal training capacity increased by 64 percent over a two-year span
• The number of classes led by internal trainers doubled (from 25 to 50) between 2020 and 2021

Click on the Section Titles Below to Read this I n-Depth  Case Study

1. introduction: the complex challenge to overcome.

This need can be unlocking innovation, overcoming a complex challenge, more efficient and effective prioritization, removing roadblocks, or the desire to delight customers through innovation and value delivery.

Ganesh Jayaram is John Deere’s Vice President of Global IT. He summarizes the overarching need behind this Agile transformation down to a simple but powerful four-word vision; improve speed to outcomes.

Note this is not going fast just for the sake of going fast – that can be a recipe for unhappy customers and decreased quality. Very much the opposite of Agile.

Dissect Jayaram’s vision, and you’ll find elements at the heart of Agile itself; rapid iteration, innovation, quality, value delivery, and most importantly, delighted customers. Had John Deere lost sight of these elements? Absolutely not.

As Jayaram explains, “we intended to significantly improve on delivering these outcomes.” To do this, Jayaram and his leadership team decomposed their vision of ‘improve speed to outcomes’ into three enterprise-level goals:

• Speed to Understanding: How would they know they are truly sensitive to what their customers – both internal and external – care about, want, and need?
• Speed to Decision Making: Decrease decision latency to improve the ability to capitalize on opportunities, respond to market changes, or pivot based on rapid feedback.
• Speed to Execution: Decrease time to market while maintaining or improving quality and value delivery.

Deere’s Global IT leadership knew achieving their vision and these goals would take more than incremental adjustments. Beneficial change at this level requires a holistic transformation that spans the IT group as well as the business partners.

They needed the right Agile transformation support, the ability to efficiently and effectively scale both training and operations and to build the in-house expertise to make the group’s Agile journey a self-sustaining one. As Josh Edgin, Global IT Transformation Lead at John Deere states, “We needed to evolve.”

2. Background: The Transformation's Ambitious Goals

Before this transformation, John Deere’s Global IT function operated like that of many large organizations. In broad terms, this meant that:

• The department had isolated pockets of Agile teams that implemented several different Agile frameworks in an ad hoc way
• Teams were often assigned to projects which were funded for a fixed period of time
• The exact work to be done on projects was dictated by extensive business analysis and similar plans
• Outsourcing of projects or components to third-party suppliers was commonplace
• The manager role was largely comprised of primarily directing and prioritizing work for their teams

At John Deere, process maturity was very high. Practices such as these were created in the Second Industrial Revolution and they can deliver value, especially if you have a defined, repeatable process. However, if you have a product or service that needs to evolve to meet changing market demands, these legacy leadership practices can quickly become liabilities.

• Pockets of Agile can deliver better results. But isolated Agile teams will inherently be dependent on non-Agile teams to deliver value. This limits the effectiveness and productivity gains of Agile teams specifically and the organization as a whole. The ad hoc use of different Agile frameworks, as Vice President Jayaram explains, compounds this problem by “not being something we could replicate and scale across the organization.”
• Project-oriented teams are often incentivized to deliver only what the project plan calls for – this inhibits a customer-centric mindset and the incorporation of feedback.
• Expecting teams to always stick to a predetermined plan limits their ability to innovate, creatively problem solve, or pivot to respond to changing requirements or market conditions.
• Outsourcing can create flexibility for organizations, but an over-reliance on outsourcing can slow speed to market and value delivery.
• Too many handoffs deliver little if any value. These can also significantly slow progress on any project or product which increases time to market.
• IT managers that are primarily delegators can become a form of overhead since they’re not actively producing value for customers. Their other skills can atrophy leaving them ill-equipped to help develop their team members, and overall team member engagement and talent retention can suffer.

2.1 The Transformation Goal

Improving speed to outcomes required greater employee engagement, decreased time to market, higher productivity, better prioritization, and alignment, and increase the engineering  ratio – the percentage of the organization with what Jayaram and Edgin call “fingers on keyboards” who create the products customers used.

Additionally, leadership wanted to increase the group’s in-house technical expertise, modernize its technology stack, unify around a single Agile framework that easily and efficiently scaled both across IT and the rest of the business, and reorganize its products and portfolios around Agile value streams. All while meeting or exceeding current quality standards.

Leadership wanted to go big. They wanted nothing less than a holistic Agile transformation that would improve every aspect of their business and all of the group’s 500 teams.

Next, senior leadership created the group-wide metrics they would use to measure success. These included:

• Output: Increase by 125 percent
• Time to Market: Reduce by 40 percent
• Engineering Ratio: Improve to 75 percent with “fingers on keyboards”
• Employee NPS (eNPS): 20-point improvement
• Cost Efficiency: They would reduce labor costs by 20 percent

At the time, these goals seemed ambitious to say the least. “I remember standing in front of our CEO and the Board of Directors to make this pitch,” says Jayaram, “because it was the single largest investment Global IT has made in terms of capital and expense.” But the payoff, he adds, would be significant. “We bet the farm so to speak. We promised we would do more, do it faster, and do it cheaper.”

John Deere’s CEO gave the transformation, called the Agile Operating Model (AOM), a green light.

3. Agile Operating Model: Why John Deere Chose Scrum And Scrum@Scale

Picking the right Agile framework is one of the most important decisions an organization can make. This is especially true when effective scaling is a core component of the overall strategy.

As Edgin explains, Agile was not new to John Deere’s Global IT group. “We had Agile practices. We had Agile teams. We were delivering value.”

But says Edgin, they weren’t satisfied with the results. So, a team began evaluating several different Agile methodologies. They examined what had been done at John Deere in the past and anticipated what the group’s future needs would be.

In the past, Edgin states, “We had used other scaled frameworks—which are perfectly strong Agile processes. But with PSI planning and two-month release cycles, I think you can get comfortable transforming into a mini-waterfall,” he says, “So we aligned on Scrum being the best fit for our culture and what we wanted to accomplish.”

Early on, leadership decided to implement a tight partnership where the IT delivery team(s) are closely coupled with the product organization that is the voice of the customer. When connecting multiple products together, “leadership found the Scrum@Scale methodology to be the best fit to scale across IT and the rest of the business,” says Jayaram.

The Scrum and Scrum@Scale frameworks, entwined with DevOps and technical upskilling, became integral Agile components of the group’s new AOM.

4. The Foundry: More Than A Training Facility

When it came time to name the final and arguably most important component of the AOM, the Foundry was a clear choice. It recognizes the company’s proud heritage while also symbolizing the change that would drive the Global IT group into the future.

Many organizations incorporate a “learning dojo model” when implementing an Agile transformation. These dojos and their teams are often home to Agile practices, conduct training sessions, and provide immersive coaching for newly launched Agile teams.

Training is, of course, a critical piece of any transformation. As is coaching. After all, switching from a traditional command and control approach to an Agile servant leader approach is a significant, sometimes disorienting change.

However, some corporate dojos work on what could be considered a “catch and release” strategy. They provide one or two weeks of baseline Agile training to individuals and teams, then say “get to it”. Coaching is limited and provided primarily by outside consultants.

The first problem with “catch and release” dojos is the cookie-cutter-like approach. A mass “baseline only” training strategy focus on volume — not understanding and usability.

The second problem is the over-reliance on outside consultants for team and organizational coaching. The cost-prohibited nature of outside consultants can limit the levels of coaching each team receives. This approach also equates to an organization outsourcing its Agile knowledge base and thought leadership — a critical competency in modern business.

The John Deere Foundry and Deere’s approach to embedding Agile Coaches and Scrum Masters across the organization represents the evolution of the dojo model by addressing these problems head-on.

4.1 A Relationship Built on Creating a Self-Sustaining Agile Organization

From the beginning, John Deere’s relationship with Scrum Inc. was built around creating a self-sustaining Agile organization. One where the Foundry’s own internal trainers and coaches would build all the capabilities they needed to ensure the Global IT group’s Agile transformation was a self-sustaining one.

This included not just materials needed to train new Agile teams. This relationship included sharing all the knowledge, skills, expertise, content, and tactics critical to training the coaches and trainers themselves.

The Foundry was launched by a dedicated team comprised of both John Deere’s internal trainers and coaches and their Scrum Inc. counterparts. They worked from a single backlog which prioritized knowledge sharing along with the “hands-on” work of training John Deere’s Global IT teams in Scrum.

Scrum Inc.’s consultants took leading roles during the first wave of training, while their John Deere counterparts observed and learned the content and techniques. By the third wave, John Deere’s internal trainers and coaches were taking the lead, with Scrum Inc.’s consultants there to advise and refine the program.

As time passed, a significant number of trainers and coaches inside the Foundry and across the organization showed the level of mastery needed to successfully pass Scrum Inc.’s intensive Registered Scrum Trainer and Registered Agile Coach courses. They could now credential their own students. More importantly, they demonstrated the ability to drive the Global IT group’s Agile transformation forward on their own.

This approach removes any reliance on outside contractors for key competencies.

4.2 Unified, Context-Specific Training

Implementing an Agile transformation is a complex challenge. Research continues to show that ineffective or insufficient levels of training and coaching are leading causes of failed implementations. So too are misalignment, misunderstandings, or outright misuse of the concepts and terminology important to any Agile framework.

In short, everyone needs to share a unified understanding of the new way of working for it to have any chance of working at all.

The best way to overcome the problem of a cookie-cutter approach is to ensure all training content is as context-specific as possible.

Here too the connection between the Foundry and Scrum Inc. was important.

The joint team of John Deere and Scrum Inc. staff swarmed to create Agile courses packed with customized, context-specific material that would resonate with the company’s Global IT group.

This content removed any feeling of a cookie-cutter approach and increased the usability of each lesson.

4.3 Results 

• Internal training capacity increased  by 64 percent over a two-year span
• John Deere trainers are now leading customized, context-specific courses including Scrum Master , Product Owner , Engineering Manager , Agile for Leaders , Scrum@Scale Practitioner , and Scrum@Scale Foundations

Perhaps the best measure of success is the waiting list of teams wanting to go through Agile training and coaching. Initially, hesitancy over implementing the Agile Operating Model and undergoing training was high. Initially, there wasn’t a high demand for the training, however as early adopters experienced success, demand for the training grew. Soon teams were actively seeking admission to the next planned cohort. Now, even with greatly expanded capacity, there is a waiting list.

The Foundry model has been so successful that John Deere’s Global IT group has expanded its footprint to include coaching in Mexico, Germany, and Brazil and launched a full-scale Foundry program at the company’s facility in India. In addition to the Foundry, embedded Agile coaches continuing to drive transformation locally are a key component to the model’s success.

5. How To Achieve Efficient and Effective Training at Scale

Enter the Wave/Phase training approach implemented by the Foundry with Scrum Inc.

In this model, each team includes IT engineers along with their Scrum Masters and business-focused Product Owners. A training cohort, usually comprised of 40 to 50 teams, constitutes a wave.

The waves themselves are comprised of three distinct phases:

• The Pre-Phase: Where teams and locally embedded agile coaches prepare for an immersive wave coaching experience
• The Preparation Phase: Focuses on product organization and customer journeys
• The Immersion Phase: Team launch, coaching, and full immersion into the AOM

All three phases are designed to run concurrently, which keeps the pipeline full, flowing, and ensures efficient training at scale. The transformation doesn’t end with the wave experience. Continuous improvement and ongoing transformation continue well beyond the Immersion Phase, led by embedded agile leaders in partnership with The Foundry.

The quality and context-specific nature of the training itself, along with the “left-seat-right-seat” nature of the coaching, ensures the learning is effective.

5.1 The Pre-Phase

Embedded Agile coaches are continuously transforming teams in their organizations even before they enter a wave. One goal of the Pre-Phase is to ensure readiness of teams looking to enter a wave. Acceptance criteria include:

• Proper organization design review to ensure teams are set up to succeed with the correct roles
• A draft plan for their product structure (explained in more detail in section 6 of this case study)
• The Scrum Roles of Product Owner, Engineering Manager, and Scrum Master are filled

Ryan Trotter is a principal Agile coach with more than 25 years of experience in various capacities at John Deere. Trotter says experience shows that not meeting one or more criteria “causes deeper conversations and could result in some mitigations or delaying until they’re ready.”

5.2 The Preparation Phase

The benefits of an Agile mindset and processes can be significantly limited by legacy structures.

Therefore, product organization is the primary focus of the preparation phase.

“We want to create a much stronger connection between the customer, and the Product Owner and team” explains Heidi Bernhardt who has been a senior leader of the Agile Operating Model since its inception. Bernhardt has been with John Deere for more than two decades now. She says individuals in the product and portfolio side of the house learn to “think in a different way.”

Participants in the preparation phase learn how to create customer journey maps and conduct real-world customer interviews to ensure their feedback loops are both informative and rapid — key drivers of success for any Scrum team and organization explains Bernhardt, “They’re talking with the customer every Sprint, asking what their needs are and what they anticipate in the future.”

They also learn how to manage and prioritize backlogs and how to do long-term planning in an Agile way.

Scrum Role training is a critical component of the preparation phase. Product Owners and Scrum Masters attend both Registered Scrum Master and Registered Product Owner courses.

Team members and others who interact regularly with the team take Scrum Startup for Teams , a digital, on-demand learning course offered by Scrum Inc. “Scrum Startup for Teams provides a really good base level of understanding,” says Ryan Trotter, “People can take it at their own pace and they can go back and review it whenever they want. It really hit a sweet spot for our software engineers.”

By the end of 2021 Scrum Startup for Teams had helped train roughly 2,500 people in the Global IT group and nearly the same number of individuals throughout the rest of John Deere — including those who aren’t on Scrum Teams but who work closely with them.

5.3 The Immersion Phase

The 10-week long immersion phase is where the Agile mindset and the AOM take flight. Where the Scrum and Scrum@Scale frameworks are fully implemented and the teams turn the concepts they’ve learned in the prior phases into their new way of working.

For John Deere’s Global IT group, immersion is not a theoretical exercise. It is not downtime. It is on-the-job training in a new way of working that meets each team at their current maturity level.

The first week of immersion is the only time teams aren’t dedicated to their usual duties.

During this time, says Trotter, coaches and trainers are reinforcing concepts, answering questions, and the teams are working through a team canvas. “This is where the team members identify their purpose, their product, and agree on how they’ll work together.”

Teams are fully focused on delivering value and their real-world product over the next nine weeks.

The Product Owner sets the team’s priorities, refines the backlog, and shares the customer feedback they’ve gathered. The Scrum Master helps the team continuously improve and remove or make impediments visible. Scrum Masters collaborates with an embedded Agile Coach that continues to champion transformation. Team members are delivering value. John Deere’s technical coach for the team is the Engineering Manager, a role that has transformed from the original team leader.

Those in the immersion phase receive intensive coaching, but they are also empowered to innovate or creatively problem solve on their own. The goal is for the coaches to help make agility and learning through experimentation a part of each team’s DNA.

The transition from students to practitioners becomes more apparent towards the end of immersion. Coaches take more of a back seat in the process explains Trotter. “We don’t want to create a false dependency. We want the teams to take ownership of their own Agile journey, to know the Foundry is here when needed but to be confident that they’ve got this and can run with it so they can continuously improve on their own.”

5.4 Measuring Wave Training Effectiveness

Measuring the effectiveness of any large-scale Agile training program requires more than just counting the number of completed courses or credentials received. The instructors and coaches must be able to see the Agile mindset has also taken hold and the implementation is making a positive impact on the organization. They also need the ability to see where problems are arising so they can provide additional coaching, training, and other resources where needed.

John Deere’s internal coaches created their Ten Immersion Principles (TIPS) as a way of measuring team health once they leave the immersion phase. Foundry coaches and trainers can then focus their efforts to create a continuous learning backlog that the team owns.

The TIPS are:

• Value Flows Through the System Super Fast: The team can deliver new products or features to customers very quickly. Any impediments or dependencies hindering delivery are quickly identified and addressed
• Amplify Feedback Loops: Rapid feedback from customers is a reality
• Continuous Learning Organization: The team is taking ownership of their learning paths and Agile journey
• Deliver Value in Small Increments: The team delivers value to customers in small pieces in order to gather feedback, test hypotheses, and pivot if needed
• Customer Centricity: The team is focused on those actually using the product and not just the stakeholders interested in the value the product should deliver
• Continuous Improvement: The team is always looking for ways to improve product and process
• Big and Visible: The team make progress, impediments, and all needed information transparent and easy to find
• Team is Predictable: The team tracks productivity metrics and estimates backlog items so that the anticipated date of delivery for products or features can be known
• Data-Driven Decisions: Feedback and real data, not the loudest voice or squeaky wheel — is used to make decisions
• Culture of Experimentation: The team is willing to take calculated risks and are able to learn from failure

5.5 Results

The positive business impact this training has had is outlined in section 8. Metrics and Results of this case study.

6. Agile Product and Portfolio Management: Why It's Important And How To Do It

Erin Wyffels keeps an old whiteboard in her office as a reminder of the moment she and her team solved a particularly complex problem.

Wyffels leads the product excellence area of the Foundry, supporting John Deere’s product leaders in product ownership and the dynamic portfolio process. She has a long history with traditional project management, inside and outside of IT. Over the past two years, she has grown her expertise in Agile product and portfolio management.

John Deere’s Global IT group manages a catalog of more than 400 digital products across 500 teams. These support every business capability in the broader company — from finance and marketing to manufacturing and infrastructure and operations.

Most large organizations are built on legacy systems. Left unchanged, these systems can limit the effectiveness of an Agile transformation. Wyffels says the prior structure of projects and portfolios within John Deere’s Global IT group was just such a system. “Our old taxonomy would in no way work with Agile.” So, she was picked to help change it for the better.

6.1 Why the Product and Portfolio Structure Needed to Change 

Before implementing the AOM, portfolio management was an annual affair. One that Wyffels says, “left everyone unhappy.”

Stakeholders and senior leadership would come with a list of desired projects. Financial analysts, IT department managers, and portfolio managers would then hash out funding for these projects. Teams would then be assigned to the resourced projects. All pretty standard stuff in the corporate world.

There are, however, several problems with this approach.

Take the focus on projects. Traditional project management is a very effective approach for defined processes. By definition, a project has a start date and an end date. A set amount of work is to be done at a predetermined cost.

The weakness in traditional project management becomes apparent when you have a product or service that will evolve and emerge over time. There are just too many unknowns for the traditional approach to work effectively.

Then there’s the time it takes to make decisions based on customer feedback. As Wyffels points out, the annual nature of the pre-AOM process meant, “The best information and data you could get would be a quarter old.” Agility requires far more rapid feedback loops.

Throw in a taxonomy built more around project type than the value delivered and employees who were moved to projects instead of allowed to own a product end-to-end, and John Deere’s Global IT group had a system that was optimized based on constraints but didn’t support where the company was headed next. They were ready for a system that promoted total product ownership including value, investment, and quality and move to the next level of product maturity.

6.2 Customer Perspective and Value Streams

The need to adopt Agile product and portfolio management processes became apparent early in the AOM’s implementation.

Amy Willard is a Group Engineering Manager currently leading the AOM Foundry. She says this also becomes apparent for individual teams taking part in the immersion phase of wave training. “We see changes in their product structure evolving. They have that aha moment and realize the structure we had before wasn’t quite right.”

The new, Agile structure focuses on three critical components — customer perspective, value streams, and a product mindset.

• Customer Perspective: Willard says the value delivered to customer personas is now used to more logically group products and product families. This Agile taxonomy helps to reduce time to market and boost innovation by fostering greater coordination and collaboration between teams.
• Value Streams: Dependencies, handoffs, and removing bottlenecks are also considered when creating product groups and portfolios. Willard notes, “We’ve had a lot of success with developing value stream maps across products,” also from a customer journey perspective.
• Product Mindset: Projects are defined by their scope, cost, and duration. Products are different, they evolve based on market feedback to continually deliver value to customers.  The difference may sound small, but Willard says it represents a “major shift” in mindset for the Global IT group.

The group has developed a curriculum for people in product roles in each transformation wave, with coaching support available to each person. The same content has been made available for all roles through a self-learning option, which is great for non-product roles or people that take a new position after their group’s wave is complete. Additionally, the communities being established for product roles and collaboration across people in the roles are the final building blocks to continued maturity after the transformation waves are done.

6.3 Highlighted Result: Better Value-Based Investments

The implementation of Agile product and portfolio management has yielded numerous positive results for John Deere’s Global IT group. These structural changes were critical drivers of the success noted in the Metrics and Results section of this case study.

This shift has also increased the ability of the group’s senior leadership to act like venture capitalists and invest resources into areas and products with the most potential value to both the organization and customers.

All products are now segmented into one of three categories based on actual value delivery and market feedback. These categories are:

• Grow: High-value products or opportunities worth a higher level of investment
• Sustain: Products we want to continue investing in, but not to differentiate
• Monitor: The capability is required to run a successful business, but the investment level may be reduced

There are some products that may have problems that need to be addressed immediately, or the investment levels are decreasing in certain areas of the product due to rationalization efforts.  Those products are flagged with Fix or Exit so the MetaScrum can have prioritization conversations more easily.

The heightened levels of business intelligence and customer feedback the AOM has fostered allow leadership to make better decisions about investments faster. It also reduces the cost of pivoting when market conditions change.

Strong products, as well as prioritization and alignment at every level of the organization are what will make the portfolio process most effective at John Deere.

7. Agile Culture Unleashed

In-Depth:  

John Deere has a long history of finding innovative solutions to common problems. Today, they’re still focused on driving customer efficiency, productivity, and value in sustainable ways.

As the company states , “We run so life can leap forward.”

That alone is enough to make the company iconic. For John Deere, that’s just the start.

People matter at John Deere. So too do concepts like purpose, autonomy, and mastery made famous by author Daniel Pink in his book Drive . “It’s no secret that there is a war for talent right now,” acknowledges Global IT Transformation Lead Josh Edgin, “and the market is only getting more competitive.” John Deere’s Global IT group is not immune to that competition. However, it has an advantage over other organizations — a thriving Agile culture.

Psychological safety, empowerment, risk-taking, are the foundations of the AOM.  At John Deere’s Global IT group,being Agile isn’t defined by holding Scrum events, it’s about implementing Scrum the way it was intended by Scrum co-creator Jeff Sutherland.

Work-life balance is important. The environment is one of collaboration and respect. The group also has a common sense based remote work policy and a number of hubs for when collocation is imperative.

All this doesn’t mean everything is perfect at John Deere’s Global IT group. Leadership is the first to tell you they can and will do even better. This itself is a powerful statement — this is a place where continuous improvement is everyone’s goal, not something management demands of delivery teams.

“We’re a company that is walking the talk,” says Global IT Vice President Ganesh Jayaram, “We’re making investments both in terms of our team members and technology.” Here are just three of the important ways John Deere’s Global IT group is indeed “walking the talk.”

7.1 Transformation Portal 

Big and visible. That is the goal of the group’s transformation portal. Everything relating to the AOM implementation can be found here.

Resources, wave schedules, thought leadership, and shared learnings are all available in this in-depth dashboard. Far more than you often see in other organizations. So too are metrics for individual teams and the group as a whole.

“People want purpose,” says Edgin, “they want to solve hard problems. They want to know the work they do matters.”  This portal allows individuals to better understand their roles and they work together.

7.2 Agile Career Paths

Log into John Deere’s AOM transformation portal and you’ll find a section with dedicated self-learning and career advancement paths. As Amy Willard explains, “We have a path for every persona and community led CoPs, supported by the Foundry.” This includes everything from User Experience Practitioner to Scrum Master and Product Owner.

Having clearly defined career paths and self-learning opportunities is an important step. It not only empowers continuous improvement, but it also shows professional agilists that they’re valued, their skills are important, and they have a bright future at the organization which does not dictate they must choose between agility and career advancement.

7.3 Prioritizing Team and Organizational eNPS Scores

Through the AOM John Deere was focused on creating a great place to work. Leadership believed that healthy teams would drive creativity, productivity, and sustainability.

John Deere’s Global IT group regularly measures this through both team and organizational Employee Net Promoter Scores, or eNPS. By asking employees if they would recommend their team to others, leaders can gain a better understanding of the health and engagement of the team.

Edgin explains the importance of these metrics this way, “When you create a culture where you have awesome employees with the right mindset and great technical skills you want them to stay here because this is where they want to be.”

The Global IT group began with a 42-point baseline. A score above 50 is considered excellent. The group now has a score of 65, greater than the 20-point improvement targeted by leadership.

Individual teams show similar results across the board.

8. Metrics and Results

Truly successful Agile transformations don’t have a finish line. That’s why they call it a journey of continuous improvement.

Still, just two years into this implementation, John Deere’s Global IT group is clearly well down that path. The results are as indisputable as they are impressive.

“When you look at a product area and you see a 1,000 percent improvement can’t help but think they got the baseline wrong,” says Global IT Vice President Ganesh Jayaram.

But, digging deeper, the improvement is real.

Take the productivity gains seen from the teams with Order Management. Jayaram says these teams were chosen for the AOM’s pilot project because it was “the most complicated, had the most dependencies, and had tentacles throughout the organization.” He believed that if Scrum, Scrum@Scale, and the AOM worked for Order Management, other teams couldn’t question if it would work for them.

Metrics show just how successful the pilot was.

Both results are exponentially greater than the 125 percent increase target set for the transformation. While the Order Management results are leading the way, results from other business capability areas inside the Global IT group are closely following.

Take the ERP-heavy environment of Manufacturing Operations. Here, Edgin notes, thanks to the Agile transformation and the modernization of the technology stack, “this year we’ve delivered an order of magnitude more value and bottom-line impact to John Deere in the ERP space than in any previous year.”

He adds that “Every quality measure has improved. We’re delivering things at speeds previously not thought possible. And we’re doing it with fewer people.” Other Manufacturing Operations results include:

• Deploys: increased by 400 percent
• Features/Functions Delivered per Sprint:  Has nearly tripled

8.1 Global IT Group Overall Results

Across the board, Deere’s Global IT Agile transformation has met or exceeded every initial goal set by senior leadership. Even when you combine results from both more mature teams and those that have just left the Foundry.

The targets that leadership set were to be reached within six months after completing immersion, but John Deere is seeing continued progress led by the business capability areas to achieve even higher results with the ongoing guidance of embedded change leaders such as Scrum Masters and business capability Agile coaches.

• Time to Market: Has been reduced by 63 percent — leadership initially sought a 40 percent reduction.
• Cost Efficiency: Leadership wanted to reduce the labor costs of the group by 20 percent . They have achieved this goal through insourcing and strategic hiring–even with the addition of Scrum and Agile roles.

8.2 Return on Investment and Impact on the Bottom Line

Agile transformations are an investment, in people, culture, productivity, innovation, and value delivery. Like any investment, transformations must deliver a positive return to be judged a success.

Deere’s ROI on the Global IT group’s transformation is estimated to be greater than 100 percent.

Successful Agile transformations also make a material impact on their company’s bottom line. Financially, 2021 was a banner year for John Deere. The company generated nearly $6 billion in annual net income — far more than its previous record.  So, it takes a lot to materially impact the company’s bottom line.

Both Global IT Transformation Lead Josh Edgin and Global IT Vice President Ganesh Jayaram believe the AOM has indeed helped move the financial needle at Deere.

“The metrics we track show very clearly the answer is yes,” says Jayaram.

Edgin states, “We’re helping the company achieve our smart industrial aspirations by improving how we serve our customers and boosting productivity.” He adds that the AOM allows the group to “innovate and deliver high quality, secure solutions at a much faster pace to meet and exceed our customer needs.”

9. Agile in Action: Supply Chain Solutions Amid Disruptions

A global leader with more than 25 brands,  John Deere  relies on a complex supply chain and efficient logistics to ensure production and delivery go as planned.

More than 10,000 parts are needed to assemble just one of John Deere’s  award-winning X9 combines  — twice the number of components needed to build a new car.

Modern combines, just like modern farming, also require far more technology than you likely think.

Sensors, antennas, and motherboards are now just as critical as tires, treads, and tines. Of course, John Deere makes far more than combines. Its iconic logo appears on everything from tillers and tractors to marine engines, motor graders, and the John Deere Gator utility vehicle. In all, the company manufactures more than 100 distinct lines of equipment.

Each product relies on efficient and effective supply chain management — from procurement and sourcing to cost control, shipping, customs, and final delivery.

Overall, John Deere depends on a complex network of thousands of suppliers from around the globe to build industry-leading John Deere products.

Coordinating and collaborating with that network through digital solutions largely falls to the company’s Supply Chain Solutions teams and Karen Powers, the Digital Product Manager for Supply Chain Management and Worldwide Logistics at John Deere.

“We have responsibility for every shipment around the world,” she explains, “ from any supplier to any factory, to any component operation in between, and for the end shipment of the completed good to the dealer.” To accomplish all of this, Powers’ team also works with aspects of the company’s global trade including imports, exports, customs, documentation, and duties.

It’s a mammoth undertaking even in the best of times. And 2020 and 2021 were hardly the best of times.

But John Deere’s Supply Chain Solutions teams were more than up to the task. They successfully used Scrum as a team framework to increase throughput and Scrum@Scale as an organizational framework to optimize alignment and value delivery. Together they helped Supply Chain Solutions navigate the challenges caused by a global pandemic and major supply chain disruptions.

John Deere didn’t just survive these complex times, the company thrived. At the end of November 2021, the company announced record profits.

Jay Strief, the Group Engineering Manager of Supply Chain Solutions, connects this success in part to managing through supply chain issues and puts it in personal terms. “The awesome story here is the change in the culture; innovation, risk-taking, and many clear examples of teams stepping out of their comfort zone to deliver new value.” All of this, he adds, “was made possible through our digital transformation.“

9.1 Why Supply Chain Solutions Went Agile

Powers has been a leader in the information technology space at John Deere for most of her two-decade career.

She helmed the company’s Business Process Integration organization and an ERP implementation for the company’s Construction & Forestry Division. Powers has also led John Deere’s global analytics organization and a variety of technical teams within finance and manufacturing. She is a master of the “classic” ways of working.

When asked if there’s anything Powers misses about those pre-Agile days she quickly answers “no,” before adding, “looking back at the challenges we had to overcome in the last 18 months, I can’t fathom trying to do that without being this Agile.”

Traditional supply chain management tactics had long served John Deere well. After all, it’s impossible to grow into a Fortune 100 company with a large global footprint without efficiently coordinating your network of suppliers and deliveries.

But, as a company, John Deere understands that good enough today may not work tomorrow. Powers and her teams believed the traditional approach wouldn’t be fast enough or flexible enough to keep up with the rate of innovation and business demands for digital solutions from the global supply chain organization.

Powers says procurement of digital solutions could take months to materialize – or longer. The needs of the business line making the request often changed during that time. What was delivered was what they originally asked for but not always what they now knew they needed. It was clear that John Deere needed to adapt to continue to support customers with growing technology needs and increasing expectations for efficiency.

Supply Chain Solutions needed to move faster and more efficiently to help John Deere continue to be an industry leader. So, they started to wonder, “How do we eliminate as many handoffs as possible? How do we streamline this process? How do we better interact with the customer or internal partners?” And Powers asked herself, “How do we ensure we have the right skills and the right talent to be able to respond faster?”

Innovation is one of John Deere’s core values and the company prides itself on creative problem solving. This is part of the DNA of the company and its culture. When Powers and her team learned about the Agile Operating Model (AOM) — a transformation strategy that had been introduced to modernize the John Deere Global IT group — and the collaboration with Scrum Inc. they pushed to be included in the second wave of the transformation.

In early 2020, while still in the immersion phase of their training, Supply Chain Solutions was called on to support the Global Supply Management organization dealing with the volatility, uncertainty, complexity, and ambiguity (V.U.C.A.) that has now become the norm for supply chains worldwide.   

9.2 Overcoming V.U.C.A.: COVID-19 and Supply Chain Disruptions

Designated as an essential business — John Deere has continued operating and building products that help build and maintain critical infrastructure and feed the planet — throughout the pandemic.

The challenge of keeping all of John Deere’s assembly lines running would be immense. But as Powers notes, “John Deere always rises to the challenge.”

At this point, John Deere’s Supply Chain Solution teams had effectively implemented both  Scrum  and  Scrum@Scale . Powers says both frameworks helped Supply Chain Solutions live up to its name.

No longer slowed by the overly burdensome and bureaucratic approach, the teams quickly pivoted from a primarily strategic focus to one that balanced both the tactical and strategic needs required during the pandemic.

Working in two-week Sprints allowed the teams to replan and reprioritize faster. They pivoted to overcome new pain points or the constantly changing conditions on the ground. John Deere’s Supply Chain Solutions teams have always had strong and reliable analytics and could see potential bottlenecks in their network. When paired with Scrum and Scrum@Scale, these teams now had the flexibility to act to counter the bottlenecks before they choked off critical parts.

Perhaps the most important change, however, came from the stronger alignment and team empowerment that both Scrum and Scrum@Scale helped build.

In the old ways of working, Supply Chain Solutions teams would often be told to undertake a predetermined solution by buyers and supply base managers, limiting the opportunity for Supply Chain Solution team members to share their expertise.

The Agile mindset Scrum and Scrum@Scale bring means those who do the work, and know it best, are free to figure out the most effective way to get it done. “To me, that was the big game-changer,” explains Powers, “because you have that collective brainpower, the folks who know the data and know the ins and outs that can provide things the business didn’t even dream of.”

Take the example of the shortage of materials brought on by the pandemic. Within their ferrous components commodity group, the supply chain analytics and sourcing teams took a new approach to manage cost and risk. John Deere leveraged its bill of materials to generate greater visibility into everything it purchased throughout its supply chain. John Deere used a tier taxonomy to indicate the difference between a completed component (Tier 1) and the pieces needed to make it (Tier 2). Heightened visibility into these different tiers allowed the company to creatively overcome bottlenecks before problems arose. Thus, better managing cost and risk.

“While the initial scope started as a single commodity, additional opportunities quickly came into view as the analytics group developed comprehensive views of our total spend by category,” says Powers. “The evolution of the tiered spend project was a great illustration of Agile in action. The iterative development and ongoing connection between category managers and analytics team members ensured that the end result was useful for a broad group of internal teams.”

The team’s solution to 2021’s worldwide microchip shortage was even more creative.

Normally, John Deere does not buy microchips directly. Instead, it buys completed boards that contain those chips from suppliers. Still, explains Powers, Supply Chain Solutions knew the shortage could detrimentally affect their businesses because “if the suppliers can’t get the chips, they can’t make the boards and we can’t put them into machines.”

So, Supply Chain Solutions asked their network how they could help suppliers secure the microchips directly. They assigned a few team members to create automation scripts that scoured the internet for microchips that would meet their specific needs and when they would be available. This new system helped supplement their suppliers.

All this, Powers explains, came with just one caveat for their suppliers, “all the chips John Deere helped secure would be sold back to us on a completed board.”

Again, John Deere’s lines kept running. That’s something other major manufacturers could not say. “Obviously we’re facing the same challenges other companies are,” explains Powers, “the difference is our ability to step out and do things we normally don’t do to help our suppliers. This, in turn, helps us secure what we need.”

Same team, new operating model and a new mindset, and the “ability to successfully operate in any situation.” That is what the Agile Operating Model, Scrum, and Scrum@Scale delivered for John Deere’s Global IT organization.

Strief puts it this way: “The digitalization of our supply chain business is not just about new technology, it is transformational in terms of new business value we are delivering. Along the way, we have delivered higher job satisfaction for our software engineers and continue to invest in developing cutting-edge skills in our people.”  

9.3 Structured to Deliver Strategic and Tactical Goals

As we know, 2020 and 2021 were some of the most challenging years supply chain professionals had faced in the modern era. Just delivering tactical goals could be a major accomplishment given the level of V.U.C.A. the function faced.

The ingenuity and dedication of John Deere’s Supply Chain Solutions team members, and their use of Scrum and Scrum@Scale, meant they could deliver both the tactical and strategic.

Along with their Scrum training, Supply Chain Solutions Agile journey began with two significant structural changes which helped the teams deliver beneficial outcomes.

As Powers explains, the first such change evolved how the unit was led. “We took what use to be a single management position and broke it out into two roles with different, more focused accountabilities.”

One role, the business digital product lead, focuses on the business problems the unit was helping to solve as well as examine ways technology can help drive those desired outcomes. This is Powers’ role.

The second role, held by Strief, focuses on ensuring teams have the right capabilities with digital skills, technical acumen, and depth of experience to innovate and deliver successfully and rapidly.

This new leadership structure ensures both Powers and Strief are laser-focused on their specific areas of expertise. They have clear accountabilities, know what each is responsible for, and allow for cleaner lines of communication and minimal bureaucratic hurdles. Powers believes that this split structure, “is what really makes this model work.”

The second significant structural change involved the teams themselves.

“In the past, teams were structured around an application or specific technology,” says Powers, “so a shift from a strategic project to a tactical need could slow that strategic project down significantly.”

Powers says, “We started really looking at our applications and processes,” in new ways. They identified what was obsolete as well as what could be streamlined or grouped together. Supply Chain Solutions then completely revamped their product taxonomy around these newly identified value streams and restructured their teams accordingly.

Besides being more efficient, Powers notes this new product structure also created, “a stronger sense of empowerment and ownership,” throughout the team — from the product owner to the team members. “That’s their baby and their pride and joy.”

So, they get to really take that to the next level and know they had a real hand in making a positive impact,” versus just checking off a list of requirements and requests.

The teams also changed how they worked.

In Scrum, teams break large work into smaller increments. This, says Powers, along with a well-prioritized backlog meant “the teams were able to move from the tactical to the strategic without losing momentum.” The net result of these changes in structure and process, combined with John Deere’s strong analytics, is clear; John Deere’s lines kept running — through the pandemic, supply bottlenecks, and shortages. At the same time, the Supply Chain Solutions teams were able to deliver multiple award-winning strategic initiatives that helped the company control or recoup costs and boost efficiency. These included:

• Modernizing the ‘Cost Central’ internal application that is a hub for material cost management throughout the company. The upgrades included increased its ease of use, visibility of data like expected cost, and an overall improvement in user experience and engagement.
• A strategic initiative that leveraged analytics and the increased visibility spurred by John Deere’s Agile transformation for digital products that  allowed the company to recoup some $20 million in duty drawbacks .
• A strategic initiative that combined machine learning and analytics to increase leverage buying power and cost control by creating visibility into parts with similar dimensions, components, performance, and material characteristics but different part numbers.

9.4 Additional Results and Metrics

John Deere’s leadership began their Agile transformation by setting ambitious goals. Each represents a level of targeted improvement any company would love to achieve.

Throw in the unprecedented level of complexity and V.U.C.A. that have been the hallmark of supply chains throughout 2020 and 2021 and you might expect that John Deere’s Supply Chain Solutions teams would, at best, come close to achieving them.

Instead, just six months after the end of the immersion phase of their training, Supply Chain Solutions has smashed through those ambitious goals and has achieved far more than anticipated. The data collected by John Deere on five specific areas tell the story best:

• Cycle Time:  Before John Deere’s Agile transformation, the time it took for Supply Chain Solutions to go from idea to delivery was 54 days. Now it takes just 11 days.  This represents a 79 percent improvement , far more than the 40 percent targeted by leadership.
• Time to Market:  Leadership wanted to decrease this by 40 percent.  Supply Chain Solutions has decreased it by 66 percent , from a baseline of 89 days to 30.
• Functions/Features Delivered per Sprint:  Supply Chain Solutions was delivering nine functions per sprint before their Agile transformation. Leadership wanted that number to increase by 125 percent. Six months after their immersion phase ended, Supply Chain Solutions is now delivering 49 functions per sprint,  an improvement of 448 percent .
• Deploys:  Here leadership targeted a 125 percent increase over the baseline of 10. Instead, Supply Chain Solutions has increased that to 67, a 567 percent improvement .
• Cost Efficiency:  Hiring the right people, with the right skills for the right roles allowed Supply Chain Solutions to eliminate ‘middlemen’ and costly handoffs. This allowed the teams to deliver the above results while  reducing overall costs by 20 percent .
• Team eNPS: Employee Net Promoter Score, or eNPS, is an effective way to measure team happiness and engagement. A score above 50 is considered excellent so leadership set a target score of 50+ for this metric.  Supply Chain Solutions’ current eNPS score is 60 .

To Powers, that last data point personifies their Agile transformation. “Having fun at work and getting things done are not mutually exclusive,” she says, “we went through this journey and people started having fun, and we’re seeing the difference in the results.”

9.5 Conclusion 

At the start of their Agile journey, many questioned if it would work in the structured and intertwined environment. “Lots of people doubted that Agile would work here. That you could do an Agile transformation in Supply Chain Solutions.”

Powers freely admits that she was one of those doubters.

Then, she had her “a-ha” moment.

“Suddenly I saw how it absolutely applies to everything you do,” no matter how complex or intertwined. She admits that “It may take a little blind faith to start your Agile journey,” before adding,” the pieces will make sense. The teams will deliver more, you’ll accomplish more, and everybody will love what they’re doing.” That, she says, is the game-changer. For Supply Chain Solutions, Agile allows them to adapt while the game itself keeps changing.

10. Future of Scrum, Scrum@Scale, and the Agile Operating Model at John Deere

The success of the AOM built on Scrum and Scrum@Scale as well as DevOps, Organization Design and a modernized technology stack is undeniable.

The group’s Scrum Teams are happier, more empowered, and more engaged. As Amy Willard notes, “We can deliver functionality that our customers love faster than ever before.” Rework is down. Quality is up.

“The verdict is in,” says Josh Edgin – The AOM was clearly “the right thing to do.”

Successful implementations are known to spread organically throughout an organization. Well beyond the group that launched the transformation. Edgin says this has already begun at John Deere.

“One of our Agile coaches was asked to go down to the factory floor and work with one of the factory teams. They had tremendous success.”

Global IT Vice President Ganesh Jayaram sees “The fact that Agile has made it into the vernacular of the broader company,” as one of his favorite signs of success.

Research and development, manufacturing, human resources, are all areas where he believes the AOM can help drive beneficial outcomes. “You can transform any function,” says Jayaram, “You have a backlog, you prioritize, you become customer-centric.” That, he says, would be the AOM’s biggest win.

As a company, John Deere’s higher purpose is clear: We run so life can leap forward. The Global IT group is positioned to help achieve that purpose for decades to come.

Update: On May 31st, 2022, Ganesh Jayaram was appointed the Chief Information Officer at John Deere. 

How John Deere’s Global IT Group Implemented a Holistic Transformation Powered by Scrum@Scale, Scrum, DevOps, and a Modernized Technology Stack

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