This document discusses the introduction and implementation of Scrum at Tata Communications Ltd (TCL), a large global telecommunications company. It describes how TCL began evangelizing Agile and Scrum in 2011 through training, selecting initial simple projects, and demonstrating value. A key project involved developing a new product, which clicked due to factors like a young and hungry team, exciting new technology, and high risks. Over time, TCL selected more ambitious projects, aimed for 80% of work in Scrum, and gained business and leadership buy-in for its value. The document also discusses assessing Agile maturity through tangible elements like roles, artifacts, and ceremonies, as well as intangible elements like team culture, continuous improvement

1. Evangelizing Agile in large
organizations
Scrum Journey at TCL

2. Introduction
• Fakhruddin J Bandukwala (FJB)
– Certified Scrum Master, CISA, CA
– IT Architecture Design & Development @ TCL
– Blogger – http://fjb-mgmt-class.blogspot.com
– @fjbanduk

3. Tata Communications Ltd
• VSNL was formed in 1986
• Launched internet in India on 15th Aug
1995
• First Indian PSU to be listed on NYSE in
2000
• Part of the $100bn Tata group since
2002
• VSNL International launched in 2004
• Acquires Tyco and Teleglobe in 2005-06
• Becomes world’s largest provider of
submarine cable bandwidth
• Re-branded as Tata Communications in
2008
• Offices in 80 cities in 40 countries

4. SCRUM
Introduction to
Agile – PMI
2011
Promising
approach
relevant to
problems faced
Evangelizing
Scrum
Formal
definitions and
processes
Training on
Agile and
Scrum
fundamentals
Global reach
and certified
people
SCRUM – Birth of an idea

5. SCRUM - Project Selection
Initial
• Simple to low complexity projects selected
• Demonstrate value and build capability
Growth
• Ambitious and high visibility projects selected
• Good amount of risk factors to demonstrate
robustness and scalability
Momentum
• Aim for >80% of work to be initiated in Scrum
• Business, IT and leadership sold on value of scrum

6. SCRUM Implementation Plan
6

7. What made Scrum click
• Value demonstrated in 5 months for a 12 month
project
• Business involvement kept at high levels
throughout
• Team had high energy individuals with proven past
achievements
• Young motivated team hungry for success
• Exciting challenge of learning on a new platform
with a new product introduced recently with no
steady state installations
• New technology
• New resources
• New vendors
• High risk project to initiate

8. How do you assess Agile maturity?TANGIBLE
•Roles
•Scrum Master
•Product Owner
•Dev Team
•Collateral
•Product Backlog
•Product Increment
•User Stories
•Estimates and Planning
•Working software
•Burndown and information
radiators
•Iterations
•Time boxed
•Review and retrospective
•Sprint planning
•Sprint goal
INTANGIBLE
•Team with a theme
•Unique brand of the team
•Motto and mascot
•Continuous improvement
•Looking for ways to upskill
•Learning the business
•Reduce fallouts
•Deliver to business benefits instead
of requirements
•Communications and collaboration
•Team Independence
•Do not need the scrum master
•Manage their own conflict
•Ownership of results
•FUN
•Agile games
•Informal retrospective

9. Mapping Scrum Values
Commit
Focus
OpennessRespect
Courage