©2011TietoCorporationKeeping the spin– from idea tocash in 6 weeks.ICGSE 2011Jaroslav Prochazka, Marcin KokottConsultantsT...
©2011TietoCorporationTietotoday• Net sales approximately EUR1.8 billion• Listed in NASDAQ OMX Helsinkiand Stockholm• Found...
© 2011 Tieto CorporationWho we are• Delivery Mentor Network• Core of the network• 8 coaches• 9+ years in IT (developers, a...
©2011TietoCorporationStory Context4 2011-07-18
Market challengesCustomers requires following (Forrester, 2011)• Innovation and proactivity• IT should bring more business...
© 2011 Tieto CorporationOur world is distributed (outsourcing)Dutch TeamPune TeamLow-cost broad-bandcommunication channelH...
©2011TietoCorporationTrainingsessions7 2011-07-18
© 2011 Tieto CorporationIntroduction training• Agile game as key part of this training• Learning by doing• Practical exper...
© 2011 Tieto CorporationGlobal Delivery Awareness• Dutch people disappointed by cooperation with Indian colleagues• Big su...
© 2011 Tieto CorporationNext steps• Dutch culture made it interactive workshops• We came back to our office and stayed in ...
©2011TietoCorporationOne WeekCrash Course2011-07-18
© 2011 Tieto CorporationCrash course• Constraints:• Limited time to spent with the team (1 week) + 2 mentors availible• No...
© 2011 Tieto CorporationCrash course13„A rapid and intense course of training or research (usually undertaken in anemergen...
© 2011 Tieto CorporationSet-up• Small teams• Co-located, cross-funcitonal (also with coaches)• 1 week sprints• Culture, op...
© 2011 Tieto CorporationGlobal co-operation• Limiting narrow communication channel• Teams connected by interfaces• Archite...
© 2011 Tieto CorporationInnovation16
© 2011 Tieto CorporationInnovation• Visualize• Rapid learning cycles (also for mentors)• Instant feedback to the mentors• ...
© 2011 Tieto CorporationRadiators18
© 2011 Tieto CorporationContract vs. results19Measure ResultsKeeping Schedule 32,7%Keeping Workload 46,2%PAI (Project Accu...
© 2011 Tieto CorporationCustomer results• Know the customer• Visiting the customer• Customer glasses• Customer and team dr...
© 2011 Tieto Corporation21„We now use the functionalities which we didn’t figure out in the beginning of theproject. We re...
©2011TietoCorporationLessons learnt22 2011-07-18
© 2011 Tieto Corporation…and above lessons learned• IT and Business synergy• Visibility, transparency, control• Overcoming...
© 2011 Tieto CorporationQuestions?24 2011-07-18
©2011TietoCorporationJaroslav ProchazkaMarcin KokottConsultantsTieto, Delivery and Qualityjaroslav.prochazka@tieto.com, ma...
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Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)

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Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)

  1. 1. ©2011TietoCorporationKeeping the spin– from idea tocash in 6 weeks.ICGSE 2011Jaroslav Prochazka, Marcin KokottConsultantsTieto, Delivery and Qualityjaroslav.prochazka@tieto.com,marcin.kokott@tieto.com
  2. 2. ©2011TietoCorporationTietotoday• Net sales approximately EUR1.8 billion• Listed in NASDAQ OMX Helsinkiand Stockholm• Founded in 1968Tietotoday• 18 000 IT professionals in close to30 countries• Customers on all continents• One of the leading IT servicecompanies in Northern Europe andglobal leader in selected segments
  3. 3. © 2011 Tieto CorporationWho we are• Delivery Mentor Network• Core of the network• 8 coaches• 9+ years in IT (developers, architects, PMs)• Have been supporting transformations in different industries in last 5 years inTieto• Representing Tieto at international IT conferences3 2011-07-18
  4. 4. ©2011TietoCorporationStory Context4 2011-07-18
  5. 5. Market challengesCustomers requires following (Forrester, 2011)• Innovation and proactivity• IT should bring more business value• Aligning vendors’ goals with customer ones• Additional Dutch unit challenges• Traditional way of working followed• Global Delivery Model started recently emphasized• Chaotic communication and lack of project visibility• Lack of coordination causing delays and rework• Micro-management of Indian colleagues• Decreasing motivation• Lower customer satisfaction2011-07-18Context TrainingCrashcourseLessonslearnt
  6. 6. © 2011 Tieto CorporationOur world is distributed (outsourcing)Dutch TeamPune TeamLow-cost broad-bandcommunication channelHigh-cost narrow-bandcommunication channelBoundaryspannerBoundaryspannerAmbassadorAnalystArchitectureDesign&CodeTesting
  7. 7. ©2011TietoCorporationTrainingsessions7 2011-07-18
  8. 8. © 2011 Tieto CorporationIntroduction training• Agile game as key part of this training• Learning by doing• Practical experience you can refer to when explaining concepts• Game experience ensured guys to start without our help• They received "practical experience„• Sales training created awareness8Context TrainingCrashcourseLessonslearnt
  9. 9. © 2011 Tieto CorporationGlobal Delivery Awareness• Dutch people disappointed by cooperation with Indian colleagues• Big surprise! Different cultures• Hofstede’s model presented• Typical situations presented and explained• It was fun and they finally understood…9Context TrainingCrashcourseLessonslearnt
  10. 10. © 2011 Tieto CorporationNext steps• Dutch culture made it interactive workshops• We came back to our office and stayed in touch• Few discussions and FAQ sessions• Dutch team have decided to run new project Agile …… but they have hit some struggles10Context TrainingCrashcourseLessonslearnt
  11. 11. ©2011TietoCorporationOne WeekCrash Course2011-07-18
  12. 12. © 2011 Tieto CorporationCrash course• Constraints:• Limited time to spent with the team (1 week) + 2 mentors availible• No possibility to „stop” to conduct the planned change• Our original approach haven’t fit• 14 weeks framework• Our experience: months to pass12Context TrainingCrashcourseLessonslearntNew approach needed !
  13. 13. © 2011 Tieto CorporationCrash course13„A rapid and intense course of training or research (usually undertaken in anemergency); "he took a crash course in Italian on his way to Italy"; "his first jobwas a crash course in survival and in learning how to get along with people"; "acrash programme is needed to create new jobs„”Kaikaku (jap. „radical change”) means a radical change,during a limited time, of a production system.
  14. 14. © 2011 Tieto CorporationSet-up• Small teams• Co-located, cross-funcitonal (also with coaches)• 1 week sprints• Culture, opennes, willing, highly innovative• …and authority• Toolbox (Practices, MCIF)• Mentors in place for complete iteration14Context TrainingCrashcourseLessonslearnt
  15. 15. © 2011 Tieto CorporationGlobal co-operation• Limiting narrow communication channel• Teams connected by interfaces• Architecture around functionality/components• Kick-off with the whole team (stable velocity -> distribution)• Discuss even the mood• Personal relationships• „Co-location”• Participating in each meeting• Open window15Context TrainingCrashcourseLessonslearnt
  16. 16. © 2011 Tieto CorporationInnovation16
  17. 17. © 2011 Tieto CorporationInnovation• Visualize• Rapid learning cycles (also for mentors)• Instant feedback to the mentors• Also from team, customer• Simplify• Even change of WoW• Progress and status• Kaikaku• Breaking the habbits... and as side effect - fears• Open minded (TDD)17Context TrainingCrashcourseLessonslearnt
  18. 18. © 2011 Tieto CorporationRadiators18
  19. 19. © 2011 Tieto CorporationContract vs. results19Measure ResultsKeeping Schedule 32,7%Keeping Workload 46,2%PAI (Project Accuracy Index) 49,0%…but…Happy customer having more than requesting!Customer want us to develop another part of fucntionality in this way ofworking Customer selected Tieto as one of the sub-contractors for the biggestproject in Netherlands Telecom & MediaCustomer internal chnage started to be „more agile and alligned withour way of working”
  20. 20. © 2011 Tieto CorporationCustomer results• Know the customer• Visiting the customer• Customer glasses• Customer and team driving the backlog• Stable flow as the enabler• Limiting work in progress• Ownership of the whole flow• Results KPIs vs Value created for the customer• Feedback from Controller and people• Software used by bigger group than originally planned• "New way of working" should be used in the customer premises more20Context TrainingCrashcourseLessonslearnt
  21. 21. © 2011 Tieto Corporation21„We now use the functionalities which we didn’t figure out in the beginning of theproject. We removed functionalities which we thought we needed. We have seenweekly progress which helped us to think with the users instead of thinking for theusers. We were apart of the solution and feel proud of the result.”Customer representative„Of course the productivity went up because we all were aware of eachother’s work and we know where the overlap was and avoidedthis [...] And the funny thing is, in the end, they didn’t pay much attentionto the FD, they rather trust the demo results.”Business Consultant
  22. 22. ©2011TietoCorporationLessons learnt22 2011-07-18
  23. 23. © 2011 Tieto Corporation…and above lessons learned• IT and Business synergy• Visibility, transparency, control• Overcoming the fear!• …PEOPLE23
  24. 24. © 2011 Tieto CorporationQuestions?24 2011-07-18
  25. 25. ©2011TietoCorporationJaroslav ProchazkaMarcin KokottConsultantsTieto, Delivery and Qualityjaroslav.prochazka@tieto.com, marcin.kokott@tieto.com
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