Resources

Philips, with their roots in complexity science, used both the Scrum framework and Liberating Structures to help people navigate challenges, from small to complex, by working together effectively. This case study is the first in a series to demonstrate how Scrum Teams (can) use Liberating Structures to deliver more value to their stakeholders. Each case study focuses on how one particular Liberating Structure was used to help Scrum Teams overcome a the company challenge frequently experienced by many teams.

After many years of relative stability, the company found itself struggling with sudden and huge changes in their market. In no more than a few years, competition increased tremendously along with the emergence of new technologies. Having been a dominant player for several decades, the company felt ill-equipped for this new market situation.

This case study takes a look at how Penta Technologies, a construction software company realized that they needed to make a change in order to help their customers be successful.  Moving from a siloed environment to one with greater agility.

This case study talks about how LogMeIn used Nexus to scale in order to launch their new product - GoToConnect.

This case study follows the journey LRN took with Scrum to deliver more value to its organization with its "Scrum Loaded" Initiative. Through educating their teams on Scrum and becoming consistent with the Scrum Guide they were able to drive success and cross-collaboration within their organization.

The software development organization at TRUMPF was practicing Scrum, but in an inconsistent way. They turned to Professional Scrum Trainer Thomas Schissler to help them practice Scrum correctly and they underwent the Professional Scrum Developer training class to help train their teams. This was a part of their agile transformation efforts in their software development organization. This case study explores the challenges they faced and how they overcame them using Scrum.

In this case study, we explore how Avanade uses Scrum and formed a Nexus+ in their organization to drive their digital and business transformation, while driving progress toward becoming an agile enterprise. 

A real-estate software company went through an Evidence-Based Management (EBM) workshop with Professional Scrum Trainer Ravi Verma. Upon implementing EBM they learned how to measure the value of their work and drove its largest revenue growth in 10 years.

This case study follows the journey of Akbank, one of Turkey's largest banking organizations. They started their journey in 2010 and now have grown to have 950 people and 143 Scrum Teams.

In 2014, Pieter Elbers became the CEO of KLM. A new ambition customer-centric: to become the most customer-centric, innovative and efficient European network carrier.

In 2015, Cathay Pacific had a major project on their hands which concerned the development of a new Internet Booking Engine (IBE). They needed a framework that would help them deliver within a specific time line.

A market leading international manufacturer of HVAC equipment in Germany was challenged with redesigning their online presence. Their more than 80 websites needed to be consolidated, redesigned, and implemented on a new content management system.

Ralph Covino Ph.D., Professor in the Information Systems Department at BU, wanted to reinvigorate the curriculum to be more Agile focused. He understood that having Agile knowledge was increasingly important to recruiters as they looked for jobs post-graduation, and those who had Agile experience during internships were getting a head start over those who didn’t.

Professor Dr. Sabine Jaritz teaches a course within the Project Management major at the university called Project Controlling. This 14-week course looks at traditional vs. Agile project and portfolio management. Jaritz came to the realization that with Agile becoming more prominent, she needed to learn it, and teach it to her students.

Net Health first adopted Scrum in 2014 to aid in the completion of two large software development projects and remove the burden of an exhaustive initial requirements phase, thanks to the iterative nature of Scrum.

With Scrum, World Servants Product Owners are able to identify which of their requests are higher priority and should be completed first. In turn, they also use Scrum to help them collectively agree on which backlog items should be assigned to the IT department in the next Scrum Sprint - a time-box of 30 days or less during which a “Done,” usable, and potentially releasable product increment is created.

In this article by Information Age Magazine, read how the Ghana Police are working with Scrum.org partner Akaditi to deliver better service to their community.

In their first attempt at attaining agility, Intralinks took a well-intentioned “mechanical” implementation of Scrum - done in good faith and with lots of hard work - but failed to deliver against their goal of greater agility. So, they took on a “Scrum Reboot” and succeeded by augmenting the mechanics of Scrum with the fundamental idea of inspection and adaptation and the Scrum Values of Courage, Focus, Openness, Respect and Commitment.

In 2016, a leading security products company adopted Scrum to support teams working in complex product development, in order to make the organization more adaptive and able to react faster to change. It began with one Scrum Team of IT developers focused on mobile applications.

The IT group within Terminales Portuarios Peruanos, a leading port and storage operations facility, depends on and develops software for its internal operations processes. It was working to align business objectives to development and improve time to market for delivering software, which traditionally was mapped in a predetermined release plan.

In 2012, the airline’s senior leadership and business unit heads issued a mandate to start being agile in order to make the organization more adaptive and able to react faster to changes. To accomplish this, one team of IT developers focused on mobile applications adopted Scrum, a framework for developing and sustaining complex products. Shortly thereafter, more Scrum teams formed in various business units for web and mobile applications.

Telecommunication industry in Turkey is highly competitive and it emphasizes Time to Market (T2M) pressure. Therefore, inside the Vodafone TR IT, Agile transformation has started to shorten T2M and enhance quality in order to be able to provide competitive advantage to the business. Under this vision, Agile transformation inside Vodafone TR IT has been set as three steps.

Professional Scrum Trainer Ahmet Akdag looks at his experiences working with one of the largest GSM operators in Middle East and East Europe region. With over 2000 employees, they provide innovative value added services to over 8 million customers and how Scrum helped.

Professional Scrum Trainer Cesario Ramos discusses his client Thales and how their Strategic vision of "Working together for a safer world" was achieved.

Türkiye Finans having around 300 branches within the country and abroad, provides services to more than 3 million customers with around 4500 employees. Türkiye Finans is focused mainly on increasing its revenue and market share, and in line with these challenging financial objectives, decided to increase the speed of software delivery and services into the market by adopting Agile as the efficient and innovative approaches in its IT Organization. Read about how we did it.

For reasons of competitiveness the delivery of IT services of Amir Arooni's department (CIO of the Solution Delivery Center for Channels at ING NL) needed fundamental improvements. Amir Arooni, Gunther Verheyen take a look at how this was achieved.