Australia's biggest telecommunications company is investing in customer driven models include lean and agile practices to transform their world of work. Stephanie BySouth Leadership Lean Agile Coaching Design Thinking Innovation

1. TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4TELSTRATEMPLATE4X3BLUEBETA|TELPPTV4
ENTERPRISE AGILE
NBN - NETWORK INVENTORY AGILE DELIVERY PROGRAM
STEPHANIE BYSOUTH
LEAN AGILE COACH
@innovatebysouth
www.innovationbysouth.com.au

2. VALUES .
The Eight Fundamental Truths of being an enterprise lean agile coach to remember.
1. People and companies can be more effective than they are today.
2. We know you can make a difference.
3. Opportunity comes to those who create it.
4. People, Community and Culture are the heart of all success.
5. Systems, processes and delivery are all created by people.
6. Innovation is available to every person, process and product.
7. Coaching is the competitive leverage your neighbor wishes they had.
8. We love what we do and do it simply because we can make a difference.

3. ESTABLISH A
FOUNDATION
Appreciate Engage Participate

4. APPRECIATE THE ENTERPRISE
4

5. APPRECIATE THE ENTERPRISE;
UNDERSTAND THE ENVIRONMENT ON THE GROUND
1. People - capacity to change, rate of learning
2. Culture – is THE ‘undocumented’ influencing & controlling system
3. System – infrastructure, architecture, constraints and alternative success flows
4. Tools – in play for the enterprise vs. for the team to create clarity and simplicity
5. Practices – designed by ‘others’, failed by users vs. local, feasible, applicable, doable

6. COMPLEX INTEGRATED APPLICATION ENVIRONMENT
us.

7. ENTERPRISE PROGRAM - OUR PROGRAM
COMPLEX
INTEGRATIONS

8. OUR PEOPLE
us.
Vendor Management * varied
Project Manager & Iteration Manager
Product Owner
Stakeholders * 6
4 * BA
2 * Design
12 * Dev
5 * Release & Test
Vendor Management * varied
Project Manager & Iteration Manager
Product Owner
Stakeholders * 6
4 * BA
2 * Design
10 * Dev
5 * Release & Test
Program Management * 3
Solution, Application, Release & Test Management * 3
Local Program Management * 2
2 * Architect

9. C
R
C
R
C
R
PROD
PRODCAT
PRODCAT
PRODCAT
LAYERED INFRASTRUCTURE, BRANCHING, MANUAL
9
TEAM A
stream
1205
NETWORK INTEGRATIONS
stream
CAT
PRODintegration
PRODintegration
stream
stream
stream
C
R
C
R
C
R
PROGRAM
LOCAL-
DEV
DEV
System
Test
integrati
on
BAU
Converging environment
demands across multiple
streams of delivery
BAU
‘Corrupting true Capacity’
+ administration overload to
ensure baseline integrity
+ cost of context switching
HIGH COST TO REGRESSION +
SYSTEM TESTING = TIME +
DEFECT RATE

10. APPRECIATE - FLOW, SYSTEM CONSTRAINTS
People
Culture
Process
ToolsPractices
HR
Finance
Delivery

11. ENGAGE LEADERS EARLY
1

12. Program & Release Planning Team
Customer
capture Validate Prioritise
MeasureValidate3 tiered MVP
FUNNEL
FOCUS
COLLABORATE
AUTOMATE
CONTINUOUS INTEGRATION
GIVE UNDERSTANDING & SHARE VALUE DRIVEN ROADMAP

13. INVEST FOR STRATEGIC LEVERAGE
Teach, and provide insight on how the enterprise will rapidly (1-2yr) advance

14. PARTICIPATE – BUSINESS / CUSTOMER
COLLABORATION VALUABLE & EASY

15. CO-LOCATE EVERYONE (AT LEAST) IN DISCOVERY

16. THE PEOPLE.
Appreciate Empathy Participate

17. STOP WHAT NOTS WORKING!
Really?
30 people expected to do a 15
minute stand-up?
- always ask WHY is this valuable?

18. APPRECIATE - COMPLEX TO ACCOUNTABLE
VISUALIZE ALL DATA FROM PROGRAM, PORTFOLIO
TO TEAMS AND ENVIRONMENTS

19. ELIMINATE PROBLEMS–BUILD ACHIEVEMENT &
CREATE CAPACITY FOR AGILE CHANGE TO COME IN
Kaizen
1. Problem
2. Action
3. Outcome

20. CREATE CORE TEAM TO INTERNALISE ASSETS & IP
SUSTAIN THE CORE AS LONG TERM AND POPULATE NEW TEAMS AS
VARIABILITY DEMANDS

21. BREAK DOWN ORGANISATIONAL BARRIERS WITH HUMAN
CONNECTIONS

22. PARTICIPATE - PROTECT & GUIDE
CREATE CLARITY, ACCOUNTABILITY & FOLLOW THROUGH

23. THE PRACTICES.
Accountability Evolve Participate

24. PARTICIPATE – CONTINUOUS PLANNING

25. OUTCOME CONSTRAINT MAPPING
LEVERAGE VARIETY OF MODALITIES TO CREATE VISIBILITY OF THE SYSTEM

26. ACCOUNTABILITY - LEVERAGING KANBAN

27. EVOLVE THE TEAM FROM WORK TO INNOVATION

28. LOOKING BACK 12 MONTHS
2
F T P D V D
Program b branching
Program A branching
integration
Production
VM’s

29. AUTOMATED TESTING
Manual Testing
Sanity testing : 2-3 hrs 1 person
Unit testing : Not considered as part of
this BC
Acceptance testing
Approx 50 Test Case 3weeks (4-5
resources)
Regression testing
Limited : Time/resource constraints
Approx 10 TC 1-2 resource 1 wk
Automated Testing
Sanity testing 4 TC 15min (4* more
than normal)
Unit testing : Not considered as
part of this BC
Acceptance testing
2 VM approx 250 TC
9 hrs execution time
2 hr / Dev review ( 3Dev)
Regression testing
50 TC – 2.5hrs execution time
VS

30. THE BOTTOM LINE
71%
29%
2012 Weekends worked
ON OFF
0%
100%
2013
ON OFF
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2012 2013
Automation & Continuous Integration Savings / deployment
Merge, Test Integration Deployment Production Deployment Testing
• Application Solution Integrity sustained
• Standard way of work vs. an expensive option
• Team members now mentor other new agile teams
• Foundation / evidence for business case to continue
adoption of agile tech practices

31. THANKS.
Stephanie BySouth
www.innovationbysouth.com.au
@innovatebysouth
#agile #coaching