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Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone
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Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone


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Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone …

Beginning the Kanban journey at an Enterprise IT - Case study - Pelephone
By Hanan Alexander @ AgileIL12

Published in: Technology, Business

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  • 1. Pelephone IT – Case Study Agile Israel 2012
  • 2. Agenda Why am I here? What made us go Agile? Why was it so difficult? What have we done???? What’s next? What do we recommend you to do/not to do?
  • 3. Why am I here? Hopefully help other Enterprise IT organizationsadvance to agile methodologies  Learn from our mistakes  Hear what worked for us Convince the skeptic that Agile/Kanban is possibleand even recommended for Enterprise IT organizations
  • 4. What made us go Agile?“After so many good years… why change?” Time to market - 10 months!!! QA Develop Design 10 9 8 7 6 5 4 3 2 1 0 Things become irrelevant (usually when we finishcoding…) Regulation Business people always complaining no matter whatwe do…
  • 5. What made us go Agile? Changes = Big frustration (also for us ) Everybody blaming everybody for bad quality and for not delivering working software on time We are not sure what , but something is not working!
  • 6. Why was it so difficult? Change is never easy Legacy systems Legacy people Internal political issues
  • 7. Why was it so difficult? Lack of knowledge and experience We have a monopoly over IT in Pelephone (no competitors) Maintenance of production by the dev teams
  • 8. What have we done???? First – Learn and Exercise  Kanban workshop for managers  Introduction to Agile  2 days workshop for dev leaders with Agile Sparks (Yuval Y.) Second - Decide
  • 9. What have we done??Jump into the cold water… together…
  • 10. What have we done Dev helps QA to clear backlog Production every 1 month Assemble heterogeneous teams Learn as we go…
  • 11. What have we doneSome basic principles :  Sticky notes  Ceremonies  Team daily meetings  Managing WIP limit  Decomposition to stories
  • 12. What have we done Immediate challenges Too big/long :  Daily meetings  Teams  Stories Not enough retrospectives QA are not pleased with getting software almost all the time instead of one shot as before Hierarchical TL’s job description becomes vague
  • 13. What have we done Immediate improvements Teams are eager to succeed People work together (No one to blame) Everybody is involved right from thebeginning Mean TTM shortened to 4 weeks!!
  • 14. What have we done Immediate improvements Business gets working software in small chunks andlikes it Business start to think more Agile We are TOO FAST!!??“Can you hold this for a week? We didn’t finish training”“You are saying YES more then before”“We feel that we are together in this”
  • 15. What’s next? Continue improving our skills  Build better (shorter, independent) stories  Conduct more efficient ceremonies  Make team members take more responsibility over project goals  Focus on measurement
  • 16. Recommendations This is not a “one shot” change. Making mistakes ispart of the learning. Make sure you learn from them Business have to prepare for minor (hopefully)delays in first period and agree to this People will complain at first. Embrace them but don’tlet them feel that you are afraid as much as they are .Things will improve! Managers should be part of the process
  • 17. Questions?