Scaling Scrum using<br />Lean/Kanban @ Amdocs<br />April, 2010<br />Erez Katzav <br />Yuval Yeret<br />
Your presenters…<br />Yuval Yeret (Agilesparks)<br />Lean/Agile Consultant/Coach, coming from R&D leadership background, s...
Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What we...
“…we provide state-of-the-art <br />customer experience system products and services, allowing Service Providers to achiev...
annual revenues  in excess of<br />$3 billion <br />Some of our customers<br />global employees<br />17,000+<br />customer...
PBG<br />Product Business Group<br />6<br />
PBG Division<br />50 products<br />100 Components<br />1 Portfolio<br />1500 R&D employees<br />6 Countries, 9 Locations<b...
Business Unit VP<br />Business Unit<br />$<br />Product<br />Product<br />Product<br />$<br />C<br />Dev<br />Director<br ...
Galileo<br />Agile Implementation in Amdocs Product Business Group (PBG)<br />9<br />
Agile as Planned Organization Change<br />Balance<br />Balance<br />Balance<br />Balance<br />Balance<br />10<br />
Phase 1 - Scaling Scrum<br />Each Product has its own heartbeat<br />All products are delivering to portfolio lab for inte...
Backlog Management Process<br />Release Plan<br />Strategy<br />Managing Release Backlog<br />Initiations<br />Opportunity...
Opportunity Team <br />Project<br />Project<br />Opportunity Team<br />Feature<br />PDM<br />Backlog Items<br />Product Ba...
What went well?<br />14<br />Time to market<br />Scope Flexibility<br />Customer satisfaction<br />Team Satisfaction<br />...
Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What we...
Challenges…<br />16<br />No sync Between Backlog Grooming and Development<br />Waste in Requirement Definition, idle resou...
17<br />Symptoms:<br /><ul><li>Planning runs over into sprint
Rework due to changes for started work
Requirement/Design defects due to last minute crisis-mode</li></ul>Backlog not ready<br />Last minute changes<br />READY?<...
Why not READY? <br />MISSING<br />PO!!!<br />
Solutions<br />Flow<br />Agile Requirements<br />
Backlog Entities<br />Release Vehicle<br />Product/Architecture<br />Feature Pack<br />Project<br />Product<br />Portfolio...
Solution – Continuous Flow-Based Opportunity Process<br />Based on Lean/Kanban Pull/Flow<br />Manage Work in Progress<br /...
22<br />Project/Component Kanban Board<br />DONE<br />READY!<br />E2E Flow                         <br />Scrum Team<br /...
Kanban – The Change Management aspect<br />Benefit from team-level visibility created hunger for end-to-end visibility<br ...
Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What we...
Rollout Case Study – Catalog Group<br />
Training<br />
We started this way…<br />
Than became more structured<br />
Opportunity Team<br />29<br />
* In House Development<br />
What is the best granularity?<br />Features?<br />Epics?<br />Stories?<br />Epics/MMFs!<br />
32<br />Kanbans… 4 Out of 60 active<br />
What we see THESE DAYS(in this group and typically in others)<br />Quick Win – Monitor Sprint Readiness <br />Fixed proble...
Predictability/Commitments<br />
Integrative Programs<br />35<br />
The need for sizing Features<br />36<br />Feature Points provide planning/tracking as long as Feature size varies<br />
Feature Point<br />37<br />
Agile EVM Using Feature Points<br />38<br />
Projects?<br />
Products?<br />
Both!<br />
Both!<br />          + <br />Foundation Adoption!<br />
Achieving Fast End to End Flow - Challenge<br />
44<br />Initiative/Program Kanban Board<br />
Business Unit VP<br />Business Unit<br />$<br />How do you drive<br />Process Improvement<br />In THIS environment?<br />P...
Process Improvement WIP<br />
Process Improvement WIP<br />WIIFM – Pull improvements based on specific context/pains<br />Replace Push with Pull by deve...
How to drive more Pull?<br />
49<br />
Thresholds Customization<br />50<br />To ensure min’ work at each stage<br />What is the average time  each item should st...
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Scaling Scrum using Lean/Kanban in Amdocs

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Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta

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  • +Predictability
  • Kanban was a great tool to create a platform for this collaborationKanban was backed up by methodology that defined a ceremony that involveRegular meetingsRetrospectiveAnalysis of major indicators such as EVM and metrics
  • Create velocity in sub organization level (group of scrum teams)Feature Points as units for relative estimates given in level of opportunity team (lead by Development representative)Kanban to support feature point so sprint readiness can be done more accurately
  • If Executives/Management drive teams to pull more improvements and ideally develop their own. Lean Measures/KPIs Discussion of Measures - Opportunity to educate executivesOnce positive trend can be demonstrated, will generate fuel for further improvement – Results-driven organization - Pull to improve your resultsBiggest challenge – Executives want to see improved Productivity – which is hard to measure…Move from “Mandatory Package” to “Toolbox” – Pull what YOU need
  • Some ideas we’re considering:Lean Budget/Planning processKanban for initiativesKanban for management team work. Personal Kanban for Managers…
  • Scaling Scrum using Lean/Kanban in Amdocs

    1. 1. Scaling Scrum using<br />Lean/Kanban @ Amdocs<br />April, 2010<br />Erez Katzav <br />Yuval Yeret<br />
    2. 2. Your presenters…<br />Yuval Yeret (Agilesparks)<br />Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile<br />AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. <br />Erez Katzav (Amdocs)<br />Director of Process Engineering – Amdocs Product Business Group<br />Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1500 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition<br />Find me: erezkat@amdocs.com<br /> <br />2<br />
    3. 3. Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What went well?<br />The Challenges <br />The Solutions<br />change Management<br />Case Studies<br />Implementation Of Kanban<br />3<br />Case Studies<br />
    4. 4. “…we provide state-of-the-art <br />customer experience system products and services, allowing Service Providers to achieve their business goals and gain a competitive edge” <br />4<br />
    5. 5. annual revenues in excess of<br />$3 billion <br />Some of our customers<br />global employees<br />17,000+<br />customers in over<br />50 countries<br />5<br />
    6. 6. PBG<br />Product Business Group<br />6<br />
    7. 7. PBG Division<br />50 products<br />100 Components<br />1 Portfolio<br />1500 R&D employees<br />6 Countries, 9 Locations<br />7<br />
    8. 8. Business Unit VP<br />Business Unit<br />$<br />Product<br />Product<br />Product<br />$<br />C<br />Dev<br />Director<br />Dev<br />Director<br />Dev<br />Director<br />C<br />Component<br />Component<br />Component<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Component<br />Component<br />Component<br />Component<br />Component<br />Component<br />$<br />C<br />Product <br />Structure<br />Release <br />Strategy<br />Organization<br /> structure<br />Locations<br />P&L<br />Culture<br />8<br />
    9. 9. Galileo<br />Agile Implementation in Amdocs Product Business Group (PBG)<br />9<br />
    10. 10. Agile as Planned Organization Change<br />Balance<br />Balance<br />Balance<br />Balance<br />Balance<br />10<br />
    11. 11. Phase 1 - Scaling Scrum<br />Each Product has its own heartbeat<br />All products are delivering to portfolio lab for integration every 3 month.<br />Products under the same BU are integrated within the 3 months<br />Opportunity Team (customer Team) are responsible for taking a project and breaking it to sprint size stories.<br />11<br />
    12. 12. Backlog Management Process<br />Release Plan<br />Strategy<br />Managing Release Backlog<br />Initiations<br />Opportunity/customer Team<br />Solution Overview<br />High Level Design<br />Top Priority – Mini Release Items<br />Portfolio Planning<br />Plan 2<br />Plan 3<br />Plan 1<br />Plan 4<br />Portf Mini Release 1<br />Portf Mini Release 2<br />Portf Mini Release 3<br />Portf Mini Release 4<br />Portfolio Heartbeat<br />Products Iterations<br />Scrum Team<br />Portf Mini Release 2<br />Portf Mini Release 3<br />Portf Mini Release 4<br />Portf Mini Release 1<br />Portfolio Integration Lab<br />Releases Development Product Integration<br />12<br />
    13. 13. Opportunity Team <br />Project<br />Project<br />Opportunity Team<br />Feature<br />PDM<br />Backlog Items<br />Product Backlog<br />PDM<br />Architect<br />PgM<br />QA<br />Design<br />Development<br />Scrum Team<br />13<br />
    14. 14. What went well?<br />14<br />Time to market<br />Scope Flexibility<br />Customer satisfaction<br />Team Satisfaction<br />Productivity<br />Quality<br />
    15. 15. Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What went well?<br />The Challenges <br />The Solutions<br />change Management<br />Case Studies<br />Implementation Of Kanban<br />15<br />Case Studies<br />
    16. 16. Challenges…<br />16<br />No sync Between Backlog Grooming and Development<br />Waste in Requirement Definition, idle resources<br />Not Enough visibility to the end to end process<br />Not enough focus on E2E cycle time<br />Not Enough Collaboration inside Opportunity team and with Scrum teams<br />Not Enough Quantitative Measures<br />Hard to show success, Hard to identify concrete areas for improvement focus<br />Big features<br />Less ability to control Flow and improve time to market<br />Pure Support Teams Planned Iterations don’t work<br />
    17. 17. 17<br />Symptoms:<br /><ul><li>Planning runs over into sprint
    18. 18. Rework due to changes for started work
    19. 19. Requirement/Design defects due to last minute crisis-mode</li></ul>Backlog not ready<br />Last minute changes<br />READY?<br />DONE<br />Opportunity Team & Project Manager<br />Scrum Team<br />
    20. 20. Why not READY? <br />MISSING<br />PO!!!<br />
    21. 21. Solutions<br />Flow<br />Agile Requirements<br />
    22. 22. Backlog Entities<br />Release Vehicle<br />Product/Architecture<br />Feature Pack<br />Project<br />Product<br />Portfolio<br />Component<br />Story<br />WMG<br />Feature<br />Sprint<br />Initiative<br />Epic<br />Epic<br />MMF<br />20<br />
    23. 23. Solution – Continuous Flow-Based Opportunity Process<br />Based on Lean/Kanban Pull/Flow<br />Manage Work in Progress<br />Ensure sufficient READY buffer<br />
    24. 24. 22<br />Project/Component Kanban Board<br />DONE<br />READY!<br />E2E Flow  <br />Scrum Team<br />Opportunity Team<br />
    25. 25. Kanban – The Change Management aspect<br />Benefit from team-level visibility created hunger for end-to-end visibility<br />Management liked the fact that Kanban can bring measurements that can be connected to concrete actions<br />Scrum teams welcome any method that will help them get ready and stable backlog for the sprint<br />
    26. 26. Agenda<br />Background & Transition to Agile<br />Our organisation<br />Scaling Scrum<br />Introducing Kanban<br />What went well?<br />The Challenges <br />The Solutions<br />change Management<br />Case Studies<br />Implementation Of Kanban<br />24<br />Case Studies<br />
    27. 27. Rollout Case Study – Catalog Group<br />
    28. 28. Training<br />
    29. 29. We started this way…<br />
    30. 30. Than became more structured<br />
    31. 31. Opportunity Team<br />29<br />
    32. 32. * In House Development<br />
    33. 33. What is the best granularity?<br />Features?<br />Epics?<br />Stories?<br />Epics/MMFs!<br />
    34. 34. 32<br />Kanbans… 4 Out of 60 active<br />
    35. 35. What we see THESE DAYS(in this group and typically in others)<br />Quick Win – Monitor Sprint Readiness <br />Fixed problem of Designs not Ready for DEV<br />Fixed problem of Requirements not Ready for Design<br />Managers say “The Kanban is our work manager” and drive for wider use. <br />Most activities are on the board<br />Starting to customize the board<br />First stages of WIP awareness<br />First stages of flow<br />
    36. 36. Predictability/Commitments<br />
    37. 37. Integrative Programs<br />35<br />
    38. 38. The need for sizing Features<br />36<br />Feature Points provide planning/tracking as long as Feature size varies<br />
    39. 39. Feature Point<br />37<br />
    40. 40. Agile EVM Using Feature Points<br />38<br />
    41. 41. Projects?<br />
    42. 42. Products?<br />
    43. 43. Both!<br />
    44. 44. Both!<br /> + <br />Foundation Adoption!<br />
    45. 45. Achieving Fast End to End Flow - Challenge<br />
    46. 46. 44<br />Initiative/Program Kanban Board<br />
    47. 47. Business Unit VP<br />Business Unit<br />$<br />How do you drive<br />Process Improvement<br />In THIS environment?<br />Product<br />Product<br />Product<br />$<br />C<br />Dev<br />Director<br />Dev<br />Director<br />Dev<br />Director<br />C<br />Component<br />Component<br />Component<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Dev<br />Manager<br />Component<br />Component<br />Component<br />Component<br />Component<br />Component<br />$<br />C<br />Product <br />Structure<br />Release <br />Strategy<br />Organization<br /> structure<br />Locations<br />P&L<br />Culture<br />45<br />
    48. 48. Process Improvement WIP<br />
    49. 49. Process Improvement WIP<br />WIIFM – Pull improvements based on specific context/pains<br />Replace Push with Pull by development groups<br />WIIFM – Pull ideas based on real needs of the field<br />Validate improvements/kits to improve quality and usability of improvements<br />Increase drive and capacity to deploy improvements<br />
    50. 50. How to drive more Pull?<br />
    51. 51. 49<br />
    52. 52. Thresholds Customization<br />50<br />To ensure min’ work at each stage<br />What is the average time each item should stay at each stage – to identify the ones that are not active<br />And not more then what can actually be handled<br />
    53. 53. Flow/Pull Indications<br />51<br />And you get here a notice what is the problem<br />If one of the parameters are not met the column is colored<br />Indicates an “aging” note<br />
    54. 54. Hot Items<br />52<br />
    55. 55. Your presenters…<br />Yuval Yeret<br />Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile<br />AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. <br />Erez Katzav<br />Director of Process Engineering – Amdocs Product Business Group<br />Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1200 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition<br />Find me: erezkat@amdocs.com<br /> <br />53<br />
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