Scrum@Scale Case Study

Case Study Summary 

In “On Track for Success”, learn how Registered Scrum@Scale Trainer Jessica Crowley supported the transformation efforts of a traditionally successful Rail Industry company, from one surviving on legacy products and struggling with innovation, to an Agile powerhouse, able to adapt and get projects done. Not only were they more profitable and successful within their field, but also they became a leader for their parent and sister companies.

SUMMARY: A Transformation from Beginning Scrum to Mature Scrum

This rail company had a strong legacy of success, leadership vested in transforming their operation, Registered Scrum Masters, Registered Product Owners, and was using Scrum@Scale to support an ever-growing number of teams. However, they were plagued by overspent and late projects, and their competitors were putting new products to market faster. Prioritization was not matching capacity; work was prioritized but never getting done. Estimations were both inaccurate and unachievable. It was determined there were five times more open projects in progress than their actual capacity, and they were spread so thin there was less than one FTE applied to any project at any given point. As a result, it was time to build on their strengths and transform their way of doing business.

The Solution: Prioritization for Realistic and Profitable Commitments 

With this in mind, Jessica participated on the Agile Practice, and supported the Agile Transformation with a thorough statistical analysis of 10-15 years of project history. The Executive MetaScrum was prioritizing work but not drawing the line to match capacity; everything was a priority. There were also legacy business cases with zero net return on large cases. Jessica led the focus change, prioritizing work completion instead of resource utilization.  Prioritization of projects with actual business value and limiting the number of projects in work certainly led to reliable outcomes and increased velocity.

Implementing large-scale estimation both saved time and improved accuracy. Estimation time also decreased from 3-6 weeks to only 1-2 days and proved 10% more accurate. A kill point for projects was created so that time wasn’t spent on non-working products. Routinely measuring work completed likewise determined what else could be taken on. The company was then able to be clear with customers on reliable outcomes, leading to customers becoming more confident about delivery. The exciting new way of working resulted in not only increased velocity, reliability, and customer satisfaction but also led to change within their parent and sister companies. Now they are moving forward and on track for success!

Outcomes from Implementing Scrum@Scale

With changes in prioritization, realistic estimation and planning, and a focus on truly valuable products, the company is now truly on track for success. 

• Estimated lead time significantly decreased, from 3-6 weeks down to 1-2 days.
• Large-scale estimation proved 10% more accurate than traditional estimation.
• Overall project velocity increased.
• Prioritizing led to work on projects that were profitable and eliminated overspending.
• Implemented clear customer outcomes, resulting in increased customer confidence.
• Focus of resource utilization changed; primary focus placed on completing work.
• Eventually, the changes expanded to influence the way of working in parent and sister companies.

Who Is Jessica Crowley

Jessica is an experienced Registered Agile Coach who has organically journeyed through an Agile transformation from inception to successful expansion. Jessica has spent the past few years spreading the best practices she learned to many different types of organizations. Furthermore, she has launched new Scrum@Scale and Kanban teams, helped organizations scale up their Agile approach, assessed their state of Agility and Flow, and she has developed and taught customized training modules to help clients overcome some of the toughest obstacles on their journey to Agility.

Jessica has coached a large transformation in the government space, optimizing the way over 30,000 service members, civil servants, and contractors protect and advance the Nation. She also led a Fortune 500 company through the process of aligning global and zone priorities, creating a unified and cohesive unit that spans continents and hundreds of Scrum Teams, establishing multiple Scrum of Scrums, and launching the Executive Action Teams and Executive MetaScrum.

She has proven experience in coaching impactful, large-scale agile transformation programs for clients such as New York Air Brake, Bendix, L3Harris, AB InBev, the US government, and the UK government.

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