Agile Transformation in NSN
Orit Karlin
2010 October
Content
Overview
NSN - ID
Moving to Agile in NSN Motivation
Main Challenges in moving to Agile
The Agile Transition p...
Overview – Transition in a big company
A Transition is mandatory in a Big and
Successful companies.
A transition in a bi...
NSN - ID
Name Nokia Siemens Networks
Fact Second largest telecommunications equipment supplier in the
world
Date 19 June 2...
NSN – Sales in India
NSN – The Israeli site
More than 300 employees
Most from R&D and Research departments
 Networking experts
Most from Pa...
Moving to Agile in NSN – Motivation
Top Management Decision in NSN
NSN Israel SW Dev. Status Orit Karlin
Agile is indeed...
Agile Motivation – Water FAll advantages
NSN Israel SW Dev. Status Orit Karlin
 WF advantages in a big
Organizations:
 P...
Agile Motivation – Agile advantages
NSN Israel SW Dev. Status Orit Karlin
 Agile advantages in a big Organizations:
 Foc...
Main Challenges in the Agile Transition in NSN
1/3
“Start-Ups” in a one big company
Departments that are not part of the...
Main Challenges in the Agile Transition in NSN
2/3
Global Agile development
Changing the Organization personality
NSN Is...
Main Challenges in the Agile Transition in NSN
3/3
Global process
Coachers from different cultures
The managers are bet...
Agile implementation in NSN – Consulting
A local consulting company:
 Agile not as a “Religion”
 Not a “training compan...
Agile implementation in NSN – Step Wise
Step Wise approach
 Birth and youth phase
 Convincing and training
 Pilots
 K...
Agile implementation in NSN – N
Step Wise approach
 Maturity phase
 Expansion of the MOO
 The organization terminology...
Agile implementation current status
Separated Scrum teams in IL and BJN
Agile planning:
 Currently 55% of the developme...
PO
Scrum
Teams
Daily work
-technical discussion
-changed content
-Architecture
-Development : code & documents
-Testing
Th...
Agile Enablement Approach
Define initial methodology
Choose the pilot wisely
Minimize the problem
Identify change-lead...
The Achievements
Within second sprint actual vs. planned gap is
small
Better visibility of project status
Maintain pred...
Upcoming Challenges
Full QA integration
Continuous integration
Integrated stream
Reduce islands of knowledge
Distribu...
Thank you
Orit.karlin@nsn.com
Head of program NSN & Juniper JV
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agile transition in nsn

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This is a case study presented by Orit Karlin, a development manager in Nokia-Siemens Networks and Aviram Eisenberg, Agile Coach from Ignite. It ellaborates the success and challenges when assimilating Agile in a large organization like NSN

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agile transition in nsn

  1. 1. Agile Transformation in NSN Orit Karlin 2010 October
  2. 2. Content Overview NSN - ID Moving to Agile in NSN Motivation Main Challenges in moving to Agile The Agile Transition process The Transition Status: Achievements and challenges NSN Israel SW Dev. Status Orit Karlin
  3. 3. Overview – Transition in a big company A Transition is mandatory in a Big and Successful companies. A transition in a big company is much harder than in a small company… IBM PC 1983 The first from 1981 Rainbow Digital 1982
  4. 4. NSN - ID Name Nokia Siemens Networks Fact Second largest telecommunications equipment supplier in the world Date 19 June 2006 Established joint venture between Siemens’s com division and Nokia Network Business group Operations In about 150 countries Employees About 60,000 Location 5 central hubs: Finland, Germany, India, China and Portugal World Leading Products MBB, LTE, Building the best Network that will support best the future smartphones Customer base More than 1,400 customers in 150 countries Revenues More than 12.5 billion Euro
  5. 5. NSN – Sales in India
  6. 6. NSN – The Israeli site More than 300 employees Most from R&D and Research departments  Networking experts Most from Packet Networks Business Line Managing Beijing development center Merge of Seabridg – Siemens and ATRICA Dror Nemorivsky- Head of Packet Networks and the Site •
  7. 7. Moving to Agile in NSN – Motivation Top Management Decision in NSN NSN Israel SW Dev. Status Orit Karlin Agile is indeed crossing the chasm ….and its starting to show
  8. 8. Agile Motivation – Water FAll advantages NSN Israel SW Dev. Status Orit Karlin  WF advantages in a big Organizations:  Planning is possible  Monitoring is possible  Organization structure is clear  Global management is possible  Commitment to the customers
  9. 9. Agile Motivation – Agile advantages NSN Israel SW Dev. Status Orit Karlin  Agile advantages in a big Organizations:  Focuses on the customer needs  Shorter development cycle  Better quality  Being Flexible for changes  Delivering to the market a relevant product
  10. 10. Main Challenges in the Agile Transition in NSN 1/3 “Start-Ups” in a one big company Departments that are not part of the organization Having Non-Agile Organizational Structure Teams outside the transition NSN Israel SW Dev. Status Orit Karlin
  11. 11. Main Challenges in the Agile Transition in NSN 2/3 Global Agile development Changing the Organization personality NSN Israel SW Dev. Status Orit Karlin
  12. 12. Main Challenges in the Agile Transition in NSN 3/3 Global process Coachers from different cultures The managers are between a rock and a hard place NSN Israel SW Dev. Status Orit Karlin
  13. 13. Agile implementation in NSN – Consulting A local consulting company:  Agile not as a “Religion”  Not a “training company”  Expert in SW development process NSN Israel SW Dev. Status Orit Karlin
  14. 14. Agile implementation in NSN – Step Wise Step Wise approach  Birth and youth phase  Convincing and training  Pilots  Keeping the existing organizational structure  Self contain and centralize features  The top management are involved  Partial Multidisciplinary Scrum teams  MOO NSN Israel SW Dev. Status Orit Karlin
  15. 15. Agile implementation in NSN – N Step Wise approach  Maturity phase  Expansion of the MOO  The organization terminology is changed  Good results from the first phase and conclusions  The whole development is in Agile mode  More cooperation from different departments NSN Israel SW Dev. Status Orit Karlin
  16. 16. Agile implementation current status Separated Scrum teams in IL and BJN Agile planning:  Currently 55% of the development is in Agile  80% will be until 06/11  90% will be until 12/11 The organization structure is not changed Most of the departments are involved in the process The testing is not involved enough PO from Marketing  NSN Israel SW Dev. Status Orit Karlin
  17. 17. PO Scrum Teams Daily work -technical discussion -changed content -Architecture -Development : code & documents -Testing The environment Deliverables: • Translating “Programs” into Sprint Deliverables • Align and agree features • Prioritize Product Backlog Selected Model - Scrum teams environment Verification Scrum environment RM Marketing Program
  18. 18. Agile Enablement Approach Define initial methodology Choose the pilot wisely Minimize the problem Identify change-leaders - empowerment Identify pockets of objections – WIFM Tweak as you go Celebrate success, learn the lessons NSN Israel SW Dev. Status Orit Karlin
  19. 19. The Achievements Within second sprint actual vs. planned gap is small Better visibility of project status Maintain predictability/forecast Demonstratable intermediate deliveries Better quality in intermediate deliveries Prioritization works Lesser islands of knowledge Team expresses satisfaction Get marketing on-board NSN Israel SW Dev. Status Orit Karlin
  20. 20. Upcoming Challenges Full QA integration Continuous integration Integrated stream Reduce islands of knowledge Distributed Scrum Scrum of scrums Team expresses satisfaction NSN Israel SW Dev. Status Orit Karlin
  21. 21. Thank you Orit.karlin@nsn.com Head of program NSN & Juniper JV

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