Ericsson Finland LESS2011

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Presentation held in LESS2011 Conference, Stockholm 01.11.2011

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Ericsson Finland LESS2011

  1. 1. AGILE lean andTRANSFORMATION @ERICSSONFINLANDLESS2011stockholm01.11.2011HENRI KIVIOJAHEAD AGILE COACH
  2. 2. Agile Transformation Agile by the Book Adaptation Reality Flexibility Inefficiencies Efficiency Inflexibility Fears Quality Unsecureness Misconceptions Empowerment Resistance to trust Change Context Specific ConstraintsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 2
  3. 3. STarting point Complex 10+ years telecom of product development Large significant distributed installed multisite base developmentEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 3
  4. 4. Agile TransformationWHY change? Create most value Improve responsiveness Build quality in EMpower peopleEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 4
  5. 5. Agile TransformationThe Journey Agile Reading, 1st team started. Whole wake-up studying, Real learning organization call planning kicked-off transformed 2008 2009 2010Upfront planning Learning and by management adapting by everyoneEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 5
  6. 6. Change in almost everything! Big projects Decoupled development and flexible releases System/development/test Cross functional teams silo organization Individual offices Team spaces Narrow & specialized Broader competences and competences continuous learning Individual accomplishment Team success Following a defined Agile and Lean thinking & detailed processes More people initiative and Top down control self organizationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 6
  7. 7. Development Community Product Feature Feature Feature Transparent Feature Feature Real- Real-time Feedback RVC Support Teams with Product Focus, Support for XftsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 7
  8. 8. Simplified work flowCustomers PPO XFT1 ScM PPO XFT2 ScM Main SW branch Product ProductManagement Owner Release PPO XFT3 ScM Verification XFTn ScMEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 8
  9. 9. STRUCTURE –enable pullFeatures Product Management Capability Line Long-term items Product owner Release PGM Epic-based ordering Epics POs Infra Product AREA1 AREA2 AREA3 User Product AREA1 AREA2 AREA3Stories CoP CoP cop cop Tech Leads participate in communities of practice Flexible Team allocation, commit in 2mo chartering SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 9
  10. 10. System Community ofpractice Feature Systemsystem COP FunctionalitySeries of opensessionsDiscuss FeatureSystemize ArchitectureAgreeShare User Story Contentdecide And VerificationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 10
  11. 11. CADENCE LEVELS –NATURALRHYTHM FOR THE ENTERPRISE Features in a Release Features in a Release features Features Features Features Features Features FeaturesE E E E E E E E E E E E E E E E E E En n n E n n n n n n n n n n n n n n n n Epics n M M M M M M M M M M M M M M M M M M e e e M M e e e M e e e M e e e M e e e M e e e M e E E E e e E E e E e E e E e E E x x x x x x x x x x User StoriesSprintSprintSprintSprintSprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint tasks SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFTEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 11
  12. 12. CADENCE LEVELS –NATURALRHYTHM FOR THE ENTERPRISE Features in a Release Features in a Release features Features Features Features Features Features FeaturesE E E E E E E E E E E E E E E E E E En n n E n n n n n n n n n n n n n n n n Epics n M M M M M M M M M M M M M M M M M M e e e M M e e e M e e e M e e e M e e e M e e e M e E E E e e E E e E e E e E e E E x x x x x x x x x x User StoriesSprintSprintSprintSprintSprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint tasks SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFTEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 12
  13. 13. Strong focus on coaching Conceptual coaching Ericsson agile coaching •Repeating practices •Understanding principles, supported by •No real passion practices •Not fully understanding •Substance driven the big picture •Focus on rituals •Passionate •behavior driven •Concentrating on work, not the workers •Value drivenEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 13
  14. 14. Empowerment, a buzzword? Empowerment happens when people and teams take full responsibility of improving their process IT´s all about people!Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 14
  15. 15. Continuous IntegrationDefinition“Continuous integration is a software development practice Continuous – members of a team integrate their work frequently – each integration is verified by an automated build (including test) – to detect errors as quickly as possible.” http://martinfowler.com/articles/continuousIntegration.html“A potentially shippable product is one that has been designed, developed and tested and is therefore ready for distribution to anyone in the company for review or even to any external stakeholder” http://www.scrumalliance.org/articles/106-definition-of-done-a-referenceEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 15
  16. 16. Continuous IntegrationMotivationMultiple teams working with same code-base Continuous integration framework neededCross-functional teams – Developers are the CI customers Focus on quick feedback, not on next test phaseReduced TTM by means of preserving always shippable product Release stabilization time reducedEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 16
  17. 17. ToolsWith Corporate Tools you open source and openWill Get Corporate Agile: interfaces gives us•Slow •Social networks•Non-adaptive •Ownership•Cumbersome •Empowerment •Flexibility •motivationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 17
  18. 18. ProcessContinuous Integration week Securing Weekly Build product day quality System Daily Build Quick product level hour feedback COMMON 1/day/Team min Team Developers Decide the N/day tests Required before publishing to main track sec DevelopeREricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 18
  19. 19. Online FeedBackInformation RadiatorEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 19
  20. 20. Top 10 excuses› We have so complex product – illusory superiority› QDs and SQRs are preventing us to commit frequently› We have to keep the quality in the mainline› Merge is too laborious› We cannot do all the tests before commit/delivery› Good quality is prerequisite for CI› The tasks have too many dependencies› We have never seen a system tester (silos, budgets)› Branching for features were required from us› Risky changes must be done in a branchEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 20
  21. 21. Organizational change SysteM Design I&V Quick Studies Implementation Integration Feature Systemization Low Level Tests Function Test System Test Development Release Verification Feature Systemization Implementation Low Level Tests SysteM Function Test Integration Product level feature development Packaging, Integration tests System TestEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 21
  22. 22. Test Setup ImplementationProduct Teams and Test Phases TR Corrections Subsystem Test Function Test System Test, NW I&V Release Verification agile Teams + services from test teams Continuous Integration Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 22
  23. 23. Agile Transformation Agile by the Book Adaptation Reality Flexibility Inefficiencies Efficiency Inflexibility Fears Quality Unsecureness Misconceptions Empowerment Resistance to trust Change Context Specific ConstraintsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 23
  24. 24. Agile is about businessWhat do we need to do make lean and agilea great success on enterprise level? › Continuous Integration on Solution level -> Continuous Deployment › Acceptance Test Driven Development › All tests are done parallel, all the time › Agile Release Planning › Small batches to support the flow › Agile and Lean Coaching on all levelsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 24
  25. 25. EMpower and Engage! It’s all about people!Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 25
  26. 26. Our main learnings so far First hand evidence Whole organization and experience needs to accept the through feedback move from up front cycles is planning to living the real source of with the pulse of the learning teams This is a profound change of culture & thinking that goes way beyond processes & toolsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 26
  27. 27. Contact hkivioja Henri @ Twitter henri.kivioja@ericsson.com bit.ly/agileinc Agile Inc BlogEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 27
  28. 28. Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 28

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