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Process Speed-up im TIME-Markt
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Process Speed-up im TIME-Markt

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Process Speed-up im TIME-Markt Presentation Transcript

  • 1. Process Speed-up @ TIME markets Increase competitiveness by time-to-market acceleration Munich, 21 st of Februar, 2012
  • 2. Current trends in the telecommunications market are causing business activities within the internet field. Telco core business Key developments
    • Decline in the traditional business model of telecommunications provider
    • Growth of GDP averaged 2.2% per annum over the same period 2
    CAGR: -2.4 % 68.8 bn. € 60.8 bn. €
    • Successful establishment of a further internet-related business field is based on four developments:
    • Infrastructure as enabler of many internet services (i.e. LTE)
    • Proliferation of IP-enabled devices
    • New competitors through convergence such as Skype or WhatsApp
    • Remarkable growth of internet and mobile application services
    1 Market study 2011 – Published by VATM and Dialog Consult (27/10/2011) 2 Statistisches Bundesamt, 2011
  • 3. The large customer base of telcos offers great potential for innovative internet services. Future business model 1 1 Business Model Generation: Business Model Canvas (2012)
  • 4. For the utilization of the described potential, agile practices that show great differences to classic waterfall model should be incorporated. Until now ► waterfall model Future ► agile project management Long planning period due to creation of a requirements document High flexibility due to prioritization of use cases before each sprint Product launch not until the complete processing of the solution document Feature launch possible after each sprint Extensive documentation Focus on working product Require-ments Analysis Design … Testing
  • 5. The agile process model offers significant advantages such as continuous feature launches but also disadvantages such as loss of economies of scale. Advantages Disadvantages Launch of new features in short intervals Inclusion of new trends during development Marginal requirements (i.e. purchasing) High transparency (regular meetings) Problem-solving orientation Loss of economies of scale No conventional quality assurance - quality is measured by success High transparency for external service providers can lead to knowledge drain Sophisticated integration of cross-divisional  functions + + + + + __ __ __ __
  • 6. The bottleneck testing as well as political obstacles prevent promt introduction of agile methods to the telco industry . Impediments 3 Testing/ approval Agile product development is slowed down by rare launch dates and delayed acceptance Political impediments No transition of responsibilities to product owner by cross-divisional functions (i.e. purchasing) Bottom-up integration No integrated approach due to missing management attention 2 1
  • 7. MS&C has developed a framework to increase time-to-market based on an integrated approach. Change in culture/ strategy Time-to-market as a company-wide effort Change in organization Integration of all cross-divisional functions Change in process Transfer of economic responsibility to product managers Change in success measurement Ensuring success by increasing transparency Process Speed-up 1 2 3 4
  • 8. Need for integrated goals to achieve faster time-to-market. Change in culture/ strategy Accelerate  time-to-market by adapting the corporate culture Focus on product development by satisfying customer’s needs Pursuit of an  integrated and global strategy  in order to generate network effects Continuous development  of the product with inclusion of market trends 1 2 3 4 1
  • 9. An increase in speed is only possible with the integration of cross-divisional functions. Successful management of internal suppliers through  end-to-end responsibility Integration of cross-divisional functions by use of guidelines / service level agreements Integration of important  conditions in the agreement on objectives  of the project manager 1 2 3 Change in organization 2
  • 10. Responsibility of the financial product success by each product manager. Acceleration of the product development by independence from most processes Regular meetings  for the removal of disabling conditions Pilot phase  to take account of the peculiarities in the company 1 2 3 4 Flexible inclusion of new use cases to satisfy customer requests Pilot´phase Change in process 3
  • 11. Agile process models are characterized by a high degree of transparency. Change in success measurement Measuring speed by time needed from introduction to product launch to increase competitiveness and create unique selling proposition Measurement of quality  to ensure customer requirements (demand on quality) Measurement of the product success  to ensure business success 1 2 3 4
  • 12. The transition phase is a key success factor for the successful introduction of an agile process model. Transition phase Evaluation Evaluation of all products and their process models Preparation Introduction Completion 1.1 Examination of the usefulness of SCRUM 1.2 Development of a global corporate  strategy 2.1 Measuring the duration of current product  development cyles in order to measure future success 2.2 Comprehensive implementation - integration of all organizational units 3.1 Define responsibilities  and establish clear transparency 3.2 Review of relevant  KPIs (i.e. time-to-market) 4.1 Communication of success stories and best practices to increase  motivation and competency within the company 4.2 External support of SCRUM coaches to avoid failure due to lack of knowledge 3.3 Implementation of a lighthouse project 2.3 Review document of the lighthouse  project and performing lessons learned 2.4
  • 13. Critical success factors are the implementation of the lessons learned from the pilot phase and adaptation of SCRUM on particularities of the company. Considering the characteristics of the market - what are the launch cycles? What are the quality-requirements of the customers? Lessons Learned What are the bottlenecks? Is the responsibility actually transferred to project managers? Are SCRUM coaches needed for smooth operation? Are there meaningful KPI available? Identification of lessons learned at workshops Deduction of advice on further actions
  • 14. Locations and Contacts Patrick Sturm Managing Partner [email_address] Mobile number: 0173 – 39 16 619 Headoffice München Theresienhöhe 12 80339 München P: +49 89 461399 0 F: +49 89 461399 777 Office Darmstadt Mina-Rees-Str. 5a 64295 Darmstadt P: +49 6151 800 400 0 F: +49 6151 800 400 777 Office Köln Kaiser-Wilhelm-Ring 26 50672 Köln P: +49 221 995878 0 F: +49 221 995878 777