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Murthy's presentation Alcatel Lucent Agile learning

Murthy's presentation Alcatel Lucent Agile learning

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Aln alu-presentation-07-feb-2013-final Presentation Transcript

  • 1. Organizational change ManagementAgile Transformation Journey Murthy Bhamidi 07 Feb 2013 murthy.bhamidi@alcatel-lucent.com
  • 2. Agenda The Context - People, Company and Market space Why Change - The Need for transformation How – The Transformation Journey Challenges faced What Went Well Lessons Learnt Q&A2 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 3. ALCATEL-LUCENT REALIZING THE POTENTIAL OF A CONNECTED WORLD “ Broadband everywhere is speeding up life and business. It takes no time to go from having a new idea, to touching peoples lives. We must “ ” innovate – and help our customers innovate – at the speed of ideas. Ben Verwaayen Chief Executive Officer • Headquarters: Paris, France • R&D Budget: €2.5 billionFAST • Annual Revenues: approx. €15.3 billion • Active Patents Held: 27,900+FACTS • Employees: 70,000 + • Nobel Prizes Won: 7 • Employee nationalities: 100+ • Latest wireless innovation : • Presence in 130 countries - Light Radio3 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 4. We are … •We are the Network •behind your Smart Phone/Device4 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 5. The Market Place5 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 6. The Environment Attribution: Raj Mudhar6 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 7. Wakeup call 2009 Financial Results Wireless Market conditions – European financial crisis - Pockets of not so profitable businesses - Technology Shifts Customer feedback – Content, quality and timeliness concerns Internal challenges Introspection – Audits, surveys, brainstorming sessions, leadership workshops Urgent need for an overall Transformation Around the same time a bottom up agile movement has taken strong roots in ALU Agile / Lean workshops for all levels of ALU 7 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 8. Transformation Goals Energize and Empower the Team Improve Customer Intimacy Quickly Adapt to business environment Execute Flawlessly Seeking Radical improvement in  Business value delivered to customers  On Time Delivery  E2E Integration cycle time  Overall Quality8 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 9. Attribution: Raj Mudhar9 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 10. Agile Transformation Journey First things First - Energizing & Empowering teams Bringing engineers closer to customer Organizational change from Traditional to Agile structures Focused Initiatives to achieve transformation goals 10 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 11. Energize Teams Members of a highly successful agile organization/team have - Common vision - Shared Passion - Shared conviction in the creation of a compelling value for mankind - Sense of belongingness 11 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 12. Clarity of purpose - Vision - Value Articulation (1 of 3) 1929: MK Gandhi’s Announcement Design Competition Rs. 1 Lakh prize for an improved Charkha (Spinning Wheel) design• Light-weight, Portable charkha for making thread & Cloth• Easy to use, able to operate using either hand or one’s leg• A lady shall be able to work with it for 8 hours at a stretch without getting tired.• Should produce 12 – 20 numbers of 16000 feet yarn bundles in 8 hour run.• Should cost < Rs. 150 / machine to be produced in India• Machine should last at least 20 years• Annual maintenance cost should be less than 5% of the machine cost. 12 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 13. Clarity of purpose - Vision - Value Articulation (2 of 3) People’s Car - Tata Nano • Safe, affordable, all-weather form of transport aimed at 65 M scooter riders in India • Follow all Regulatory requirements • Be Low priced (~ Rs. 1 Lakh) • Good acceleration capacity (0 – 60 mph in 21 sec) • Highly fuel efficient (~ 60 mpg) • 660 cc, 33 bhp engine13 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 14. Clarity of purpose - Vision - Value Articulation (3 of 3) Alcatel Lucent’s lightRadio Energized LR Cube scrum team created a working prototype of stadium cube in 64 days • Tower-less Base Station – Equipment Reduction on Site • Lower radiation emission significantly • Upto 50% TCO (Total Cost of Ownership) savings for Service Providers • 40% Improvement in Reliability • 50+% Performance Improvement – Throughput and coverage14 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 15. Customer IntimacyC-Minus Test: How far are you from Your customers Each member of the team should know the WHY of What we do. appropriate access (direct/indirect) to customers will enable  better Understanding of challenges faced by our customers  Quick and apt response to changing customer needs  Elimination of waste – Unused featuresChallenge: India R&D teams physically too far from ALU customersInitiatives : ORGANIZATION structure alignment with customer deliverable programs Co-creation model with customers Product Owner - Representing the customer15 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 16. Organizational transformation Attribution: Raj Mudhar16 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 17. Transformation – New Working model – Scrum Functional teams reorganized in to Customer deliverable Program teams  Transport Program, Smart Phone program, … Within Each Program cross functional scrum teams formed with necessary E2E competency  Clear Vision for each program to develop and support pertinent features  Strong focus on relevant cross functional competency building  Strong emphasis on DOD  Frequent Backlog refinement  Retrospectives and continuous improvement Scaling:  Evolved Scrum of Scrum model to address delivery of large feature requiring multiple globally distributed scrum teams Challenges:  Coaching needs  CI challenges impacting the ability of scrum teams to meet DOD criteria 17 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 18. Transformation – Continuous Integration Good success in Build time reduction  Base station build duration reduced from 3 days to < 2 hours  RNC build duration reduced from 2+ hours to 45 minutes Build More Frequently  Base Station: once a week to once a day  RNC : once a week to three builds a day Significant improvement in test automation  Unit, Nodal and System level Challenges  Large number of test configurations – High technical debt  Resource contention between new Content development vs. Technical debt reduction 18 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 19. Transformation - Servant LeadershipServant Leadership: A must to build high performing, Agile organization Leadership Agility: Ability to lead effectively under conditions of rapid change and mounting complexityChallenges identified  Frequent strategy change and re-prioritization  Complex organization structures  Impediment removal not fast enough  Inability to keep long lived scrum teams  In adequate budgetary support for automation, CI etc.Comprehensive SL workshops for ALU management team across the globe  Ensure that Management behavior is fully consistent with agile principles 19 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 20. Agile Transformation Initiatives Frequent Post DR4 Releases Enables Allows Continuous Test Agile / Continuous Integration Produces Customer Continuous Refactoring Involvement Integration Simple Design Triggers Allows Requires Enables Enables TDD Load Build / SDE Adaptive Planning Methods Automated Empowered Collective Testing Teams Ownership Application Lifecycle People / Skill Allows Management Automation Development Requires Allows Minimal Requirements Lean Documentation Management / Systems Engineering To be Agile, we need to improve on all interconnected best practices Attribution: Ed Illidge, Francois Morin20 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 21. Agile Transformation – Frequent ReleasesWhy Frequent releases ?  To Deliver Value to customer quicklyWhat is stopping realization of Value quickly ?  Customer confidence on predictability and stability of new increments  New release rollout plans of customerMeasures to enhance customer trust and confidence  Established comprehensive Release cadence to ensure  Timely delivery of anchor features  Predictable stability / quality  Sharing the progress of our transformation activities with our customers 21 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 22. Transformation – Adaptive Planning 1 .. N prioritized feature list across all related programs High level product backlog refinement – Involving all stake holders (POs etc.)Strategy Challenges: Hunting New opportunities vs. Harvesting existing accounts Serving every possible customer vs. focusing on top few (profit generating) customers Creating next big killer product vs. perfecting current productRolled out Several initiatives to ensure that Planning is a continuous and inclusive process, and not a top-down annual event Company strategy is assimilated by all members in a timely fashion Customer/business view is understood by all members in a timely fashion Employees are ever ready for change in short notice 22 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 23. Transformation - Refactoring Technical Debt The Need and the Value of Refactoring well understood Significant gains made through selective and targeted Refactoring activities  Faster response times for issue resolution  Code complexity reduction. Simplicity of DesignChallenges product/technology life cycle – has bearing on Investments we can make in technical debt reduction / refactoring Risk appetite also determines how much of a refactoring is absorbed in to a release.  Enormous non-functional testing needs  Not-so-well understood complex field scenarios,  Huge legacy code baseBusiness value assessment & Risk assessment must for refactoring activities 23 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 24. Challenges Faced and addressed• Organizational challenges• Business Challenges• Cultural challenges• Engineering / technical challenges24 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 25. Challenges faced and addressed (1 of 2) Clarity of Roles  who is accountable for business results  Who is responsible for business deliverables  Who has the authority to make specific decisions Customer emergencies (due to technical debt) impacting future delivery plans Ensuring front end processes and stake holders are also agile  Customer facing PLM (Product Line Mngt) to play the role of Product owner  Agile light weight process to address Release/Project management needs  Commitment process - frequent backlog refinement Interfaces with non-agile parts of project and Non-agile support functions Maintaining long standing scrum teams How to engage middle management in transformation and agile? - Coaching, Impediment removal, servant leadership, PO - Value addition, Get out of the way25 ALU Agile transformation Journey - Feb 2013 | 9370 RNC Capacity | June 2009 All Rights Reserved © Alcatel-Lucent 2011
  • 26. Challenges faced and addressed (2 of 2) What does it take to make one line code change and release it to customers? Feature interactions should not fall through cracks – E2E picture Cross functional scrum teams – How much Cross functional ? Technology, Nodal, Functional Area level ? How to address Technical Debt – complexity, distributed development, resource constraints Scaling issues for Large complex product – structures beyond single scrum team Systems to plough back lessons learnt from field Career paths for engineers - Introduction of technical ladder Employee Morale Top-down push of agile, vs. facilitating self-realization regarding the merits of agile Open and transparent Communication26 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 27. What Went Well  Agile showed positive impact – On flexibility, cost of change  Very high focus on quality - lower bug counts  Customer demos in short notice and incorporate feedback  Early E2E testing of Features where we could mobilize System test folks into scrum teams  Early detection of unexpected behavior with adequate time to correct  KPI issues – Stability, Throughput, Resource exhaustion etc.  Base Code Quality improvements  CODE COMPLEXITY reduction,  Code Hot spot removal through refactoring  Introduction of adversarial testing, field scenario play out testing etc.  Response time improved for customer issues  Team driving towards cross functional skills development27 ALU Agile transformation Journey - Feb 2013 | 9370 RNC Capacity | June 2009 All Rights Reserved © Alcatel-Lucent 2011
  • 28. Lessons Learnt (1 of 2) Agile Transformation - It takes time to show the impact  Idea - belief - habit - way of life  Customer Visible Improvement lags behind others Things get worse before they get better  Agile exposes weaknesses in our system early  Take the Risk, Fail Fast, correct quickly and incrementally  Good Continuous Integration system is key to success 28 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 29. Lessons Learnt (2 of 2) Shift the focus from efficiency/productivity improvement to Value Creation Institutionalize Continuous learning and improvement Do not compromise on agile principles to suit your curent way of working. Adapt your business & way of working to be Agile, in line with agile principles. Top-Down vs. Bottom up approach of growing scrum teams  Ensure adequate support systems for large scale adoption Make planning a continuous and inclusive process, not a top-down annual event 29 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 30. Who are we? Internal Proclamation from one of the highly successful ALU Teams •30 All Rights Reserved © Alcatel-Lucent 2011 •COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 31. What are we?No-nonsense engineersEnergetic, passionate and committed teamHungry to win – create impactCulture of responsibility – own it, drive itQuality and Customer focused – do it right first timeDare to be different – question the status quo when neededDirect, responsiveDriven by a keen sense of urgencyCompetitive, winning mindsetFun Attribution: Mahesh Srinivas •31 All Rights Reserved © Alcatel-Lucent 2011 •COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 32. What are we NOTDiplomaticHierarchical/level consciousBureaucraticComplacentAfraid to question/challengeRisk averse9-5 grunts Attribution: Mahesh Srinivas •32 All Rights Reserved © Alcatel-Lucent 2011 •COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 33. The FutureWe are at a unique point in time and space The opportunity exists… We have the right technology… We have the capability… We are hungry to compete and win… We have self-belief…We are looking for engineers who love challenges, and an opportunity tomake a difference Attribution: Mahesh Srinivas •33 All Rights Reserved © Alcatel-Lucent 2011 •COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION
  • 34. AcknowledgementsThanks to Raj Mudhar, Ed Illidge, Allan Giraud (from ALU) for their whole hearted helpin arriving at the content for this preparationThanks to Suresh B and Rajesh Sarma for helping me in the preparation of this packageThanks to Sundar S, Pavan K, Gopal N, Vikas D, Gopi C for their valuable inputsSpecial thanks to Mahesh Srinivas34 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 35. Back Up
  • 36. Organizational Change Mgmt to Agile - Introduction Few years back our Business Unit embarked on a large scale transformation to respond to highly competitive telecom landscape. Agile has been one of the cornerstone pillars of this transformation endeavor. In this talk Murthy will make an attempt to narrate the agile journey highlighting the challenges faced especially in the areas of organization structures, leadership, attitudes, and other people aspects. Identifying agility gaps and ensuring delivery and transformation at the same time is extremely challenging and brings a lot of hardships. This talk will give a peek in to some of the real issues and lessons learnt while embarking on large scale agile adoption in a large distributed multinational R&D organization creating complex mission critical products 37 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 37. About the speaker Murthy is passionate about the application of Agile and Lean principles to empower and unleash the true potential of engineers, and to meet stringent customer needs faster and better. Murthy is a certified Scrum Master and certified Product owner. He has been actively driving large scale adoption of Scrum, Kanban and key agile engineering practices at ALU. Murthy is an active member of engineering proficiency council under NASSCOM working on bridging the gap between industry needs and the engineering talent pool coming out of Indian engineering colleges. Murthy is also a member of Telecom Special Interest Group under NASSCOM38 ALU Agile transformation Journey - Feb 2013 All Rights Reserved © Alcatel-Lucent 2011
  • 38. Bell Labs Innovations - Changing the World 31,000+ patents, 2+ U.S. patents granted each workday 1876 1939 1947 1954 1958 1962 1969 The Telephone 1st Digital Computer The Transistor The Solar Cell The Laser The Telstar Satellite Unix 1988 1989 1995 1996 1997 1997 1997 Digital HDTV Data Mining & SCAPEL Electron World’s Smallest 2nd Gen ATM High-res Map Cellular Visualization Beam Lithography Transistor Switching Chips of Dark Matter N M 2003 Antennas2 Antennas E2E Network Security 1998 1999 2000 Reference Architecture 1998 1998 2002 Allwave™ All Optical 3.28Tbps BLAST (MIMO) Foundation of new ITU Wide Bandwidth 100% Plastic X.805 specification Bandwidth Router Transmission Hi-Capacity RF Optical Amp Transistor Capacity11 Nobel Laureates, 9 US National Medals of Science, 8 US National Medals of Technology, 19 IEEE Medals of Honor •39 All Rights Reserved © Alcatel-Lucent 2011 •COPYRIGHT © 2011 ALCATEL-LUCENT. ALL RIGHTS RESERVED. ALCATEL-LUCENT — INTERNAL PROPRIETARY — USE PURSUANT TO COMPANY INSTRUCTION