Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta
2. Your presenters… Yuval Yeret (Agilesparks) Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez Katzav (Amdocs) Director of Process Engineering – Amdocs Product Business Group Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1500 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition Find me: erezkat@amdocs.com 2
3. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 3 Case Studies
4. “…we provide state-of-the-art customer experience system products and services, allowing Service Providers to achieve their business goals and gain a competitive edge” 4
5. annual revenues in excess of $3 billion Some of our customers global employees 17,000+ customers in over 50 countries 5
8. Business Unit VP Business Unit $ Product Product Product $ C Dev Director Dev Director Dev Director C Component Component Component Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Component Component Component Component Component Component $ C Product Structure Release Strategy Organization structure Locations P&L Culture 8
11. Phase 1 - Scaling Scrum Each Product has its own heartbeat All products are delivering to portfolio lab for integration every 3 month. Products under the same BU are integrated within the 3 months Opportunity Team (customer Team) are responsible for taking a project and breaking it to sprint size stories. 11
12. Backlog Management Process Release Plan Strategy Managing Release Backlog Initiations Opportunity/customer Team Solution Overview High Level Design Top Priority – Mini Release Items Portfolio Planning Plan 2 Plan 3 Plan 1 Plan 4 Portf Mini Release 1 Portf Mini Release 2 Portf Mini Release 3 Portf Mini Release 4 Portfolio Heartbeat Products Iterations Scrum Team Portf Mini Release 2 Portf Mini Release 3 Portf Mini Release 4 Portf Mini Release 1 Portfolio Integration Lab Releases Development Product Integration 12
13. Opportunity Team Project Project Opportunity Team Feature PDM Backlog Items Product Backlog PDM Architect PgM QA Design Development Scrum Team 13
14. What went well? 14 Time to market Scope Flexibility Customer satisfaction Team Satisfaction Productivity Quality
15. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 15 Case Studies
16. Challenges… 16 No sync Between Backlog Grooming and Development Waste in Requirement Definition, idle resources Not Enough visibility to the end to end process Not enough focus on E2E cycle time Not Enough Collaboration inside Opportunity team and with Scrum teams Not Enough Quantitative Measures Hard to show success, Hard to identify concrete areas for improvement focus Big features Less ability to control Flow and improve time to market Pure Support Teams Planned Iterations don’t work
19. Requirement/Design defects due to last minute crisis-modeBacklog not ready Last minute changes READY? DONE Opportunity Team & Project Manager Scrum Team
25. Kanban – The Change Management aspect Benefit from team-level visibility created hunger for end-to-end visibility Management liked the fact that Kanban can bring measurements that can be connected to concrete actions Scrum teams welcome any method that will help them get ready and stable backlog for the sprint
26. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 24 Case Studies
35. What we see THESE DAYS(in this group and typically in others) Quick Win – Monitor Sprint Readiness Fixed problem of Designs not Ready for DEV Fixed problem of Requirements not Ready for Design Managers say “The Kanban is our work manager” and drive for wider use. Most activities are on the board Starting to customize the board First stages of WIP awareness First stages of flow
47. Business Unit VP Business Unit $ How do you drive Process Improvement In THIS environment? Product Product Product $ C Dev Director Dev Director Dev Director C Component Component Component Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Component Component Component Component Component Component $ C Product Structure Release Strategy Organization structure Locations P&L Culture 45
49. Process Improvement WIP WIIFM – Pull improvements based on specific context/pains Replace Push with Pull by development groups WIIFM – Pull ideas based on real needs of the field Validate improvements/kits to improve quality and usability of improvements Increase drive and capacity to deploy improvements
52. Thresholds Customization 50 To ensure min’ work at each stage What is the average time each item should stay at each stage – to identify the ones that are not active And not more then what can actually be handled
53. Flow/Pull Indications 51 And you get here a notice what is the problem If one of the parameters are not met the column is colored Indicates an “aging” note
55. Your presenters… Yuval Yeret Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez Katzav Director of Process Engineering – Amdocs Product Business Group Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1200 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition Find me: erezkat@amdocs.com 53
Editor's Notes
+Predictability
Kanban was a great tool to create a platform for this collaborationKanban was backed up by methodology that defined a ceremony that involveRegular meetingsRetrospectiveAnalysis of major indicators such as EVM and metrics
Create velocity in sub organization level (group of scrum teams)Feature Points as units for relative estimates given in level of opportunity team (lead by Development representative)Kanban to support feature point so sprint readiness can be done more accurately
If Executives/Management drive teams to pull more improvements and ideally develop their own. Lean Measures/KPIs Discussion of Measures - Opportunity to educate executivesOnce positive trend can be demonstrated, will generate fuel for further improvement – Results-driven organization - Pull to improve your resultsBiggest challenge – Executives want to see improved Productivity – which is hard to measure…Move from “Mandatory Package” to “Toolbox” – Pull what YOU need
Some ideas we’re considering:Lean Budget/Planning processKanban for initiativesKanban for management team work. Personal Kanban for Managers…