An organisation-wide Agile and SCRUM transformation at Ørsted

Context

Ørsted, then DONG Energy, was running IT delivery in a way that made change slow and hard to predict. The business wanted teams that could plan, commit, and ship on a regular cadence, and it wanted that way of working to hold across the whole IT department rather than in one or two pockets.

What I did

I led a “way of working” project to implement SCRUM across around 20 teams in the IT department, and I created a Story Points estimation model so teams could plan and forecast on a shared basis. Much of the work was coaching: I coached the teams in SCRUM and mentored ScrumMasters and new product owners as they grew into the roles. To grow capacity I started and trained several offshore teams in Asia and helped establish the development centre there, which grew to around 100 people. I also ran a LEAN change project that set one standard change process for non-SAP changes, and I established communities of practice for product owners and ScrumMasters so the new practices kept improving after the rollout.

Outcome

Ørsted moved to a common way of working across IT, with teams running SCRUM, a shared estimation model, and an offshore development centre that extended delivery capacity. The communities of practice kept the standards alive, so the change held rather than fading once the project ended.