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Hear how Mohammed Rowther led a successful Scrum@Scale transformation at a major digital media company facing many challenges, including missed deadlines and an outdated waterfall model. By implementing behavior-driven development, creating cross-functional feature teams, and introducing executive-level alignment workshops, Rowther significantly improved delivery times, collaboration, and customer satisfaction. The transformation resulted in an 80% increase in delivery speed, more accurate targets, and a more motivated workforce, demonstrating the power of Scrum@Scale\u00a0in overcoming organizational hurdles.[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_5″ _builder_version=”3.25″ custom_padding=”|||” _i=”1″ _address=”0.0.1″ custom_padding__hover=”|||”][et_pb_cta title=”CASE STUDY SNAPSHOT” disabled_on=”on|on|off” admin_label=”Call To Action” _builder_version=”3.27.3″ header_font=”Poppins|600||on|||||” header_font_size=”18px” header_line_height=”1.8em” body_font=”Open Sans||||||||” body_font_size=”16px” body_line_height=”2em” background_color=”#ffffff” border_radii=”on|10px|10px|10px|10px” button_icon=”%%22%%” button_icon_color=”#ffffff” button_on_hover=”off” button_alignment=”left” box_shadow_style=”preset3″ box_shadow_vertical=”30px” box_shadow_blur=”40px” box_shadow_color=”rgba(11,9,26,0.1)” text_orientation=”left” background_layout=”light” width=”99.9%” max_width_phone=”100%” max_width_last_edited=”on|desktop” custom_margin=”||||false|false” custom_margin_tablet=”-46px||28px|39px|false|false” custom_margin_phone=”0px||0px|0px|false|false” custom_margin_last_edited=”on|phone” custom_padding=”||||false|false” animation_direction=”top” hover_transition_duration=”0ms” hover_enabled=”0″ locked=”off” _i=”0″ _address=”0.0.1.0″ button_text_size__hover_enabled=”off” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_text_color__hover_enabled=”off” button_one_text_color__hover_enabled=”off” button_two_text_color__hover_enabled=”off” button_border_width__hover_enabled=”off” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_border_color__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_border_radius__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_letter_spacing__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_bg_color__hover_enabled=”off” button_one_bg_color__hover_enabled=”off” button_two_bg_color__hover_enabled=”off” button_bg_enable_color=”on”]<\/p>\n
Trainer Name:<\/strong>\u00a0Mohammed Rowther<\/span> [\/et_pb_cta][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”3.27.3″ min_height=”729.5px” custom_padding=”||1px||false|false” bottom_divider_color=”#cc0000″ bottom_divider_height=”50px” fb_built=”1″ _i=”1″ _address=”1″][et_pb_row _builder_version=”3.27.3″ _i=”0″ _address=”1.0″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0″][et_pb_video src=”https:\/\/youtu.be\/OcfrHU6bOD8″ _builder_version=”3.27.3″ _i=”0″ _address=”1.0.0.0″][\/et_pb_video][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”3.27.3″ custom_padding=”1px||||false|false” _i=”1″ _address=”1.1″][et_pb_column type=”4_4″ _builder_version=”3.27.3″ _i=”0″ _address=”1.1.0″][et_pb_button button_url=”@ET-DC@eyJkeW5hbWljIjp0cnVlLCJjb250ZW50IjoicG9zdF9saW5rX3VybF9hdHRhY2htZW50Iiwic2V0dGluZ3MiOnsicG9zdF9pZCI6IjI4NTg5In19@” url_new_window=”on” button_text=”Download Slides” button_alignment=”center” _builder_version=”3.27.3″ _dynamic_attributes=”button_url” custom_button=”on” button_text_color=”#ffffff” button_bg_color=”#cc0000″ button_border_color=”rgba(0,0,0,0)” custom_margin=”||||false|false” custom_padding=”||||false|false” button_bg_enable_color=”on” _i=”0″ _address=”1.1.0.0″][\/et_pb_button][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ admin_label=”Case Studies” _builder_version=”3.27.3″ background_color=”#fafafc” min_height=”826px” custom_padding=”3px|0px|0px|0px|false|false” fb_built=”1″ _i=”2″ _address=”2″][et_pb_row _builder_version=”3.27.3″ custom_padding=”|||0px||” locked=”off” _i=”0″ _address=”2.0″][et_pb_column type=”4_4″ _builder_version=”3.25″ custom_padding=”|||” _i=”0″ _address=”2.0.0″ custom_padding__hover=”|||”][et_pb_text ul_position=”inside” ul_item_indent=”20px” admin_label=”Write up” _builder_version=”3.27.3″ text_font_size=”16px” text_line_height=”1.6em” ul_font_size=”16px” ul_line_height=”1.8em” header_2_font=”Open Sans|700|||||||” header_2_text_align=”left” header_2_font_size=”28px” header_2_line_height=”2em” header_3_font=”Open Sans|700|||||||” header_3_font_size=”18px” hover_enabled=”0″ _i=”0″ _address=”2.0.0.0″]<\/p>\n When Mohammed Rowther first began work with a large digital media company focused on releasing a new generation TV and mobile app, challenges were plentiful. The organization was utilizing a waterfall model, missed deadlines were common, team sizes were large (12-15 members on average), and meetings and stand ups consistently ran long. Additionally, teams weren\u2019t focused on delivery, they were losing targets, and there was a lack of collaboration and communication.<\/span><\/p>\n To start, Registered Scrum@Scale Trainer\u2122 Mohammed Rowther began with a Behavior Driven Development process and the Scrum Repair Guide to get processes back where they needed to be. Initially, he created Feature Teams with 5-7 members across different work streams with a shared business analyst and Product Owner<\/a>. In addition, coaches were brought in to train team members and empower teams to navigate through issues. Next, Mohammed introduced Scrum Master<\/a> clinics to improve the quality of Scrum and facilitation across the teams. Finally, a Scrum of Scrums<\/a> was created and an Executive Action Team<\/a> was formed that included directors and executives. The entire process was working very well for those implementing it, but to scale the success within the company, there were four remaining challenges to work on.<\/span><\/p>\n To address challenge #1, Mohammed created a two-day workshop to help executives prioritize epics and user stories in order to determine value to customers. To help categorize by importance, items were rated as Must Have, May be an Option, and Not Sure. Once finished, executives were very pleased with their well-defined product backlog as a starting point for the teams.<\/p>\n Next, in order to create a reference model, they focused on bringing developers and testers together, implementing in-Sprint testing, and in-Sprint automation. They focused on working on small stories in sequential order. Testing throughout the Sprint<\/a> resulted in more stories being done by the end of the Sprint.<\/p>\n In order to increase collaboration, business Analysts (technical experts) were paired with Product Owners (product experts) for story mapping sessions. As a result, gaps were discovered sooner, issues were resolved more quickly, and more small stories were ready by the end of each Sprint, helping the teams build a sense of momentum. The aim of this collaboration was to hone in on common goals, focusing on business value and avoiding personal priorities.<\/p>\n Last, to address resistance from non-Agile teams and in the hopes of incorporating them into this model, Mohammed created a \u201cWhy Agile” workshop. This workshop focused on organizational goals \u2013 high performance, team collaboration, quality products \u2013 and how Agile could help them achieve these goals. Non-Agile teams were invited to act as \u201cobservers\u201d alongside Agile Teams who shared their experience, and coaching, mentoring, and training was offered across the various teams. In the end, 50% of the organization\u2019s teams were utilizing the model.<\/p>\n As a result of Mohammed’s Scrum@Scale transformation:\u00a0<\/span><\/p>\n
Industry: <\/strong>Software Development<\/span>
Organization Size: <\/strong>Large<\/span>
Topic: <\/strong>Agile Practice, Cross-Team Coordination, Delivery and Velocity, Executive Action Team (EAT), Prioritization<\/span>
Date: <\/strong>2019<\/span>
Website:<\/strong>\u00a0https:\/\/www.efficientagile.com\/<\/span>
LinkedIn:\u00a0<\/strong>https:\/\/www.linkedin.com\/in\/mohammedrowther\/<\/span><\/p>\nCase Study \u00a0<\/span><\/strong>\u00a0<\/strong><\/h2>\n
Summary: From Missed Deadlines to Delivery Success<\/b><\/h3>\n
Approach and Challenges<\/b><\/h3>\n
Challenge #1: Setting Product Backlog Priorities with C-Level Executives<\/strong><\/h4>\n
Challenge #2: Creating a Reference Model<\/strong><\/h4>\n
Challenge #3: Collaboration between Product Owners and Business Analysts Took Time<\/strong><\/h4>\n
Challenge #4: Resistance from non-Agile Teams<\/strong><\/h4>\n
Results from Implementing Scrum@Scale<\/b><\/h3>\n