Agile at AT&T
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Agile at AT&T

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Case study AT&T

Case study AT&T
By Dotan Naveh @ AgileIL12

http://agilesparks.com/ATT-DotanNaveh

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  • Complexity: Many to many relationship between:Scrum teams and ItemsScrum teams and ReleasesScrum teams and Product Owners
  • Deliver high quality working softwareDeliver frequently and shorten time-to-marketCreate high customer focus and embrace changeImprove project visibility and predictabilityIncrease empowerment and satisfaction
  • Sandwitch – R&R, why agile, method, in the management
  • Process – E2E, Kanban, Discovery teamsR&R – PO, PjM, AL, TL
  • Story maturity2 sprint backlog according to capacityVelocity – according to discovery team estimation
  • Optional
  • Forming – Gathering, Defining the processes, Learn each otherStorming – Challenge the “comfort zone”, Explain “why not”Norming – Start to be stabilized, Taking ownership to make it happenPerforming – Improve themself, high level of self-managed, short planning sessions, stable paceTarget: 85%/70%Spider
  • R&R: AL, PjM, testing
  • POs:“We are reaching to end of release with more content than committed to the business, in the past we delivered only 70% of our commitment”Scrum teams:“Scrum team members now have more commitment to delivered content”“We have more confidence now that the software is working well”“We managed to keep the “less than 10 open bugs” rule in all the sprints”Developers:“Feeling the change in the daily activities, we are meeting, talking & closing things. Work is more efficient” Project managers:“Better visibility”“People are following the Agile way”

Agile at AT&T Presentation Transcript

  • 1. Agile Implementation at AT&TAT&T Tel Aviv Center of ExcellenceDotan Naveh © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.
  • 2. Who are we? • Fast growing site • 4 Lines of Business • 20 Projects/Releases • 54 Scrum teams • 25 Discovery teams • 450 employees adopting Agile2
  • 3. Products Technology• AT&T Connect • Linux, Java, WebSphere, Oracle• Unified Communication • Windows / .Net Services • Mobile development (iOS /• Telephony Application Android / RIM) Server • SIP and Telephony• AT&T Messages • HTML 5• Network Abstraction • Cloud Broker3
  • 4. Why we chose Agile? Embrace Content and Technology Changes Planning & Visibility Focus on Quality Increase Empowerment & Satisfaction Improve Communications and Teamwork Need for Frequent Deliveries & Quick TTM4
  • 5. AT&T Agile Implementation Approach “Sandwich” approach • Top-down (management track) and bottom-up (team track) Loosely-coupled approach • Independent implementation per each LOB • Aligned terms, concepts and re-use of learning Optimizing the whole • Focusing on the end to end process (not just development) • Discovery team approach: Idea to Cash • E2E agile lifecycle management tool from day 15
  • 6. Pre-implementation “checklist” Management education, buy- in, and approval HL process Roles & Responsibilities Agile lifecycle tool LOB leadership workshops6
  • 7. AT&T Development Lifecycle Items Gathering Elaborate Items into prioritized Epics + HL Architecture Elaborate Epics into prioritized „Ready‟ User Stories User Story Daily Scrum Scrum team Meetings User Story “sniffing” Team Continuous Discovery User Story Sprint Planning Integration Team Epic Task Epic Task 2-3 Week Item Sprints Task (Prioritized) Sprint Backlog Working Software Product Backlog Demo7 Retrospective
  • 8. Continuous Improvement: always planning ahead… Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Measuring/improve Set the Quality Define Measurements mindset Measurement State Baseline measurements Metrics analysis Process Set forums and flow Practice in org. Practice in team level level Formulize the at&t LC Set continuous improvement Run Improvements Define process initiatives Improvement Shape the process tracking mechanismQuality Engineering Technical Ceremonies and roles Working Software Define Continuous Integration Perform Continuous Advanced Engineering every Sprint Integration Practices practices implementation guidelines Automated Automated testing Advanced Automation (System …% Unit Test …% Sanity (Unit & system) level) Testing …% Regression Review Items High High Quality Product Backlog Ready Stories level solution Backlog Visualization of E2E Basic Release management Focus on optimizing the E2E flow Continuous system Acceptance Test Closer work and earlier feedback from E2E flow process, policies & QG practices and tools (Kanban) stabilization Driven Development Marketing Testing is part ofTeam Agility QA & Development start collaborate the team Conduct all ceremonies correctly Leveraging team performance through and efficiently advanced coaching the SM and managersVisibility Release backlog Release Progress Release Quality8
  • 9. LOB Agile Implementation plan Session Objective Participants Management Learn specific LOB constrains & challenges PMO interviews Product Owner R&D Testing Architect 1-2 Day LOB 1. LOB pains, constrains & challenges Extended LOB Management 2. Why do we need to change? management workshop 3. Agree on the LOB e-2-e process team 4. Structure the Discovery & Scrum teams  agreement on process and plan LOB Kickoff Whole group introduction All group 1 Day 1. Backlog management Discovery team User Stories 2. How to elaborate an ItemEpic? members Workshop  Initial Backlog for 1-2 Sprints Scrum Course All group Ongoing Support 1. SM forum, PO forum 2. Supporting Scrum and Discovery teams 3. LOB change management and on-going process improvement 4. Training for Project Management and Testing organizations9
  • 10. Current Implementation status Perform Form Norm Storm Implementation Start Forming Storming Norming Performing Date Mobility Oct 2011 74% Connect Oct 2011 71% UC Jan 2012 60% IMS Mar 2012 57% Agile maturity level10
  • 11. Our Main Challenges  Roles & Responsibilities  Automation  Documentation11
  • 12. More content delivered Working software on timeOurQuick Low number of bugs and flat trendWins Ability to start early and cope with change Better visibility12 © AT&T Intellectual Property. All rights reserved. AT&T and the AT&T logo are trademarks of AT&T Intellectual Property.
  • 13. Recommendations / Takeaways Management Early Quality backlog and attention and implementation of a ready stories ownership Agile tool Continuous Focus on Zero Invest in coaching Integration & Defect Approach and training Automation are key Inspect and adapt!13 © AT&T Intellectual Property. All rights reserved. AT&T and the AT&T logo are trademarks of AT&T Intellectual Property.
  • 14. Any questions? © 2010 AT&T Intellectual Property. All rights reserved. AT&T, the AT&T logo and all other AT&T marks contained herein are trademarks of AT&T Intellectual Property and/or AT&T affiliated companies. All other marks contained herein are the property of their respective owners.