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Agile Transformation in Telco Guide


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This guide summaries a successful Agile transformation in Telco with a related case study.

Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.

Looking forward to hear your comments & suggestions


Published in: Technology

Agile Transformation in Telco Guide

  2. 2. As ACM, we have been helping our clients inTelco throughout their Agile Transformation journey for more than five years.Together with our clients, we created lots of significant success stories and we want to share insides from our learnings. ABOUT THE GUIDE About Agile & Scrum Roadmap for theTransformation Pilot Step Scaling Step Transform Culture Work With Us Anchoring Actions 1 2 3 4 5 6 7
  4. 4. AGILE is; Flexibility, capacity and the capability of rapidly and efficiently “adapting” to “change”
  5. 5. Reference:
  8. 8. Agile Approaches Shorten TTM & Delivers Value Early and Continuously as a Flow
  9. 9. AGILE vs WATERFALL AGILEWAY WATERFALLWAY v Deliver Early & Frequently v Transparent Progress v Self Managed & Organized v IncrementalValue & Risk Management v Embraces Change v DeliversValue Only at the End v Detailed Planning But Questionable Progress v Command and Control v Phased ApproachWith an Attempt to Know Everything at the Start v Change Prevention v Continuous Learning v Customer & Value Focused v Learning is Secondary v Timeline Focused
  10. 10. ARE YOU AGILE? Test yourself
  11. 11. Communication level in your team Decision making structure Accountability level Frequency of customer involvement Face to face, open, frequent Mostly written, not frequent Collaborative,as a team Top down,one man show Personal responsibilityCommitment as a team Frequently At the beginning & end Score Yourself 15 NOTYET AGILEAGILE Speed of handling change requests Working output delivery frequency At most in few weeks Takes more than 2 months At most in few weeks Takes more than 2 months Testing process Continuously throughout the project As a whole at the end 2 1 3 4 5 6 7
  12. 12. Analysis process Authentication policies Progress transparency Learning & improvement culture Detailed upfrontOngoing Self organizing & correcting Bureaucratic Measured and visible Sensational progress tracking Frequently improving things Status quo is the habit NOTYET AGILEAGILE Score Yourself 15 11 10 9 8
  14. 14. THE ROADMAP Pilot Step Scaling Step Culture Transformation Step
  15. 15. STARTSMALL
  16. 16. AREYOU READYTO START? PILOT STEP Willingness business Willingness, competent, dedicated team A coach to support the team A backlog of requests that can be delivered at most in few weeks cycles If allYES, then GO! The pilot step is for experimenting the usage of Scrum/Kanban in chosen team(s) to initiate the Agile transformation inside the company.
  17. 17. Get a strong, high level sponsor1 2 Work with dedicated experts to train & coach the team(s) 3 Create safe environment in which nothing disturbs the pilot team(s) Being successful within the pilot step is so crucial. So, before starting the Agile transformation be sure that the following items are all set. INITIAL SUCCESS FACTORS PILOT STEP
  18. 18. Achieve QuickWins to Create Interest & Motivation to Change1 Visionary type of people is easy to convince for a change.However,not all of the people in the organizations are visionary,and there are pragmatists and/or skeptics too. In order to be able to scale the transformation and be successful in the long term, these pragmatists and skeptics should also buy-in the new process and mindset. The best way to do so is to show them some real good results right inside the on going current business.Therefore,focus on starting few pilot teams and achieve quick,significant business results with them. Throughout this step, focus on these three subjects; PURPOSE PILOT STEP
  19. 19. 2 Explore Impediments for Bigger Transformation For more than a decade, many cases and statistics have shown us thatAgile methodologies can create significant results.Thus,the aim of the pilot step is not to test Agile methodologies’success, but to see how we can work with them to get better outputs.Agile methodologies trigger change in daily routines,processes, organization structure and what is more, company culture.Therefore,it is so normal to face some levels of resistance throughout the pilot step and much more if continue to scale the transformation.Facing and practicing with the impediments through the pilot step is so valuable.See this as a chance to work on them before things go wilder and plan your actions for specific cases. Remember, changing the ‘as is’ is hard and being experienced to guide the resistance is crucial. Pilot step is the time for this practice. PILOT STEP
  20. 20. Make ‘Go’ Decision3 A normal pilot step is about to last in 2-6 months with a decision to roll out more Agile teams or do not.The major element that’s to effect the direction of the decision is the results achieved through the pilot team(s). So, as mentioned before,having significant results on productivity, speed, time to market,business satisfaction and employee happiness help you to continue and scale the transformation.Therefore,focus on success and communicate achievements with all the parties inside the company on time. Creating awareness and getting support of as much as people help you to continue the transformation with an ease.The aim is to make the ‘go’ decision as fast as possible.When the change starts as a spark,being fast and growing it through many other teams is the only way that can cause the fire to start. PILOT STEP
  21. 21. Focus on a project which is suffering & critical Find willing team members to be part of the change Select a project big enough but not so much (one team,3-8 months or focus on demand type requests)Find business representatives who are open minded & open to try something new One of the important issues is to select the right team(s) to start. Agile teams needed to be established via considering the below items. CRITERIAS FOR SELECTION PILOT STEP
  22. 22. ACTIONS FOR PILOT Anchoring Actions* * These actions are necessary for a healthy pilot phase and good results.Please find the details about the actions at the end of this document
  23. 23. CASE:VODAFONE TURKEY PILOT PHASE Serious problems showed themselves with the decision to run the first pilot team. First of all, the decision about in which business area the pilot team was going to be established had lots of question marks since there were many projects and lots of different units running in parallel. Then, when all the projects inside the IT had been explored, B type business demands, which are in size of under 50 days of development, seemed to be a good start. B type demands were mostly outsourced to third parties and also were not prioritized due to the on going technical transformation project for the nearly last one year. Therefore, lots of business demands were on hold. In this regard, it was decided to begin with B type CRM & Billing type requests. Running a pilot Scrum team for this type of requests would create a significant business impact in the case of a successful implementation. Second problem was finding the related team members to create a dedicated and cross-functional Scrum team. It was challenging since there were limited number of in-house experts who can work on these demands due to the outsourcing policy and these in-house experts were already so busy with other projects at hand. Anyway, with the strong sponsorship of management for the pilot step, establishing a dedicated cross-functional Scrum team was prioritized and the related in-house experts quickly moved from their projects at hand. Finally, the pilot team, whose name is Cheetah, size of seven, including the Scrum Master and the Product Owner, had been formed in December 2013 and started to run bi-weekly Sprints. PILOT STEP Reference:
  24. 24. Teamwork andTransparency In this pilot team, focus set on creating teamwork and enhancing transparency. The aim was to increase the throughput rate together with the Kaizen approach based on teamwork and transparency. Team Cheetah members were working co-located around a table inside a meeting room, which was specially reserved for the team. Normally in the organization structure, developers and testers were separated as different silos and therefore there was a very little direct communication and collaboration between them. In this pilot team, they started to share everything inside their team room and begun to learn working as a team. This strong communication and collaboration together with dedication and the rhythm, quickly lead to a faster delivery as a result. As seen in the below graph, the Sprint velocity had been nearly doubled just after the fourth Sprint and tripled at the end of their first three months. On the other hand, enhanced transparency and improved planning increased the team motivation and focus. Before, there was a little planning due to high emergency in business and a huge lost because of context switch. Together with Scrum, prioritization that was being done by the Product Owner and planning at the beginning of every Sprint, helped to reduce that chaos. For the team, knowing what to do for the next 2 weeks also ensured team’s self-confidence. The business started to plan itself better after few months and emergency rate decreased to zero (where, the aim is to have an emergency rate under 10%). Emergency rate shows the rate of emerged business requests that occur during a Sprint and CASE:VODAFONE TURKEY PILOT PHASE PILOT STEP Reference:
  25. 25. CASE:VODAFONE TURKEY PILOT PHASE which are not planned at the beginning of the Sprint. Team Cheetah, together with its teamwork, enhanced transparency and Kaizen culture achieved a significant success for the pilot step. Significant Cost Saving 3X Faster 2.4X Improved Itself Satisfied Business Implemented 11 business requests were projected to bring millions of annual cost saving At the end of its first 3 months of transition,Team Cheetah started to produce approximately 120 man / days of work request in its each Sprint by spending only around 40 man / days. Team Cheetah started its journey with a SprintVelocity of 75 points and reached 180 points at the end of its first 3 months. Stakeholders of the team Cheetah were satisfied with these results and started to support wider range Agile transformation PILOT STEP Reference:
  26. 26. TIPS DOs DONTs v Start small with few teams up to 5 v Focus on creating teamwork and transparency within pilot teams v Focus on delivering quick win & communicate that well v Get a high level strong sponsorship v Create willingness dedicated teams v Work with long Sprints v Be a flaccid Scrum v Keep away from business v Look for perfection v Start without an experienced guidance PILOT STEP
  27. 27. Then Scale
  28. 28. Significant achievements through the pilot & happy business stakeholders accordingly 1 2 Strong,high level sponsor is still on board 3 Awareness & interest inAgile in your organization other then pilot team(s) Before starting to scale and spread the Agile transformation be sure that the following items are all set. INITIAL SUCCESS FACTORS SCALING STEP
  29. 29. Rollout NewAgileTeams As Much As Possible1 Status quo is the biggest enemy in the transformation journey, there is not any chance to stop and take a breath for a while.Otherwise,the speed of the transformation may decrease and this may harm the possible bigger success. The fire of change needs to be fed with new initiatives.On the other hand, rolling out new teams in new business units is an important chance to show everyone thatAgile mindset is really able to create a sustainable,long term success.This will help to get more interest and more sponsors into the process. Spread the word strongly inside your organization and establish new Agile teams as much as possible. Prove that the positive results achieved in pilot was not a chance but a sustainable and scalable success. Throughout this step, focus on these four subjects; PURPOSE SCALING STEP
  30. 30. 2 Establish Autonomous Unit(s) As Peter Drucker said‘culture eats strategy for breakfast’.The newly growing Agile culture needs to be protected to make it survive without any danger. Therefore,where possible,create a new organizational unit that is aligned with the related business organization structure.So,this new unit must be able to deliver an end to end value directly to its stakeholders.There needs to be multiple Agile teams inside that autonomous organizational unit.This unit is Agile as a whole which means,it is managed in an Agile mindset and it has no teams other then Agile teams.Also, think this unit as a experience center with a Agile body of knowledge that creates a role model through the remaining IT organization. SCALING STEP
  31. 31. Speak About Achievements & Experiences As MuchAs Possible3 Talk to people and tell them what you are doing.People tends to afraid of the unknown.So, make Agile transformation process visible.Continuously talk about the purpose of the transformation and how it is going on,talk about the next steps of the transformation.Make everyone be aware of the process and tease the interest. Grow Internal Change Agents4 Neither your Scrum Masters nor your autonomous units can lead all the transformation efforts by themselves.Getting support from external coaches is a must through out the whole process. However, to accelerate the transformation an internal unit of coaches and change agents is also a must. Remember that external coaches cannot commit for all instead of you.These internal agents are the key to manage the network power inside and canalize the efforts to the right direction together with the external experts. SCALING STEP
  32. 32. ACTIONS FOR SCALING Anchoring Actions* * Actions described for pilot phase are still effective & crucial in this step too. Besides them,the new actions figured out above are necessary for a healthy scaling phase and good results.Please find the details about actions at the end of this document
  33. 33. CASE:VODAFONE TURKEY SCALING PHASE After a successful pilot step, the sponsorship for Agile transformation got stronger and scaling the transformation via increasing the number of teams had been started. The target had been set as the transformation of configuration management team, which deals with the C type business demands. On the other hand, new teams came with new problems. One of the most serious problem was finding more dedicated team members (especially testers). Testers were working separately under testing unit and dealing with lots of projects at the same time. So, the first thing was to move some of the testers near to developers and create cross-functional,dedicated and co-located Scrum teams. Another problem was to find trained, capable new Scrum Masters. At that time, there was only one Scrum Master working with the team Cheetah. But, for the new Scrum teams there was a need for more Scrum Masters. Therefore, after organizing foundation level Scrum trainings for all the new team members, external Agile coaches started to work with some of the team members who were willing prospects to be a Scrum Master. Finally, the entire configuration management unit turned into four Scrum teams, sized between six to eight, in addition to this, another Scrum team which is dealing with the business demands for online channel had been established.So,in total, the transformation had grown to six separate Scrum teams. Teamwork,Transparency and Standardization SCALING STEP Reference:
  34. 34. For the new Scrum teams, it was determined to focus on three areas to improve productivity: teamwork, transparency and standardization. Teamwork and transparency were same as it was in the pilot step. In addition to these areas a third focus area set for standardization with the purpose of creating working standards in order to enhance quality. All of the teams started to experience teamwork through Scrum practices like co-location, daily stand up meetings, committing to a Sprint goal as a team and etc. Being team, working all together, self- organization and dedication resulted in two times of productivity increase. On the other hand, in order to enhance transparency and trigger Kaizen, basic yet powerful metrics had been established.All of the teams followed these common metrics, which are; CASE:VODAFONE TURKEY SCALING PHASE Productivity Metrics Quality Metrics • Number of Delivered Business Demand • SprintVelocity • Commitment vs DONE ratio • Emergent Demand Ratio • Defect Rate • Customer Complaints SCALING STEP Reference:
  35. 35. CASE:VODAFONE TURKEY SCALING PHASE Throughout the Sprints, all of these metrics were tracked and announced by the Scrum teams to their stakeholders. By this way, it was aimed to create awareness about the results in both Scrum teams and the business side. While creating awareness via transparency, the data out of these metrics showed significant reductions. As a side effect, achieving awareness about these reductions also created motivation inside the teams. The main reasons for these significant improvements can be summarized as a result of teamwork, increased commitment and standardization efforts for establishing a working standard. Scaling to Autonomous Unit After achieving the above success figures, the number of Scrum teams had been increased to eight. However, just increasing the number of teams was not enough since a more significant change was calling; establishing an autonomous unit. The need for such an autonomous unit, where knowledge for creating a sustainable advantage is rapidly disseminated,can be explained as follows: • Protecting the new Agile culture and growing it without any outside disturbance, • Building an experience center with a body of knowledge, • Creating a role model unit to support Agile adoption through the remaining IT organization SCALING STEP Reference:
  36. 36. CASE:VODAFONE TURKEY SCALING PHASE As a result, Agile Solutions unit was officially established inside the Vodafone TR IT organization structure. This unit was structured totally align with business by having mainly two types of teams, which are focused on whether consumer side demands or enterprise side demands. This organizational unit is running totally in line with Agile and Scrum values with its six Scrum teams and more than its 30 members. Autonomous Unit Structure Achievements SCALING STEP Reference:
  37. 37. TIPS DOs DONTs v Create common standards among different teams v Go for autonomous units to protect & grow Agile culture v Grow your people, invest in Agile mindset v Continue to focus on creating transparency inside the teams & between the business and teams v Align with business v Forget  that  this  is  a   transformation  of  culture  and  it   will  be  hard v See all of these just as new rituals and not more v Rush  and  lose  control  while   scaling v Underestimate  the  power  of   capable  Scrum  Masters & externalAgile coaches SCALING STEP
  38. 38. Transform Culture
  39. 39. Current teams are still achieving significant achievements, there is not any critical fallback 1 2 Sponsors in all levels of the organization, very high interest in the enterprise, especially in C levels Congratulations, you did it!You should have lots of experiences since you came till this step. However, this step is the most challenging one because it is about changing your organization’s culture. Before starting to work on culture, be sure that the following items are all set. INITIAL SUCCESS FACTORS TRANSFORM CULTURE
  40. 40. Reference:
  41. 41. AGILEVALUES RESPECT TRANSPARENCY People are doing always the best they can do at any given time.Always support your people. Make progress visible and alwayssupport radical visibility. Problems can be solved all together if there is an awarenessabout them. OPENNES Communicate clearly and sincerely.Always be open to new ideas and suggestions. Support being different. COURAGE Courage to be transparent, to say no, to be open, to try the new, to safe fail, to change. FOCUS COMMITMENT Focus on the important in everything you do. Be committed to your team, to the product, to your company
  42. 42. ACTIONS FOR CULTURE Anchoring Actions* * Actions described for pilot & scaling phases are still effective & crucial in this step too.Besides them, the new actions figured out above are necessary for a healthy cultural transformation and sustainable results.Please find the details about actions at the end of this document
  43. 43. CASE:VODAFONE TURKEY CULTURETRANSFORMATION First step as piloting and second step as scaling were successfully implemented till now. Currently, the next step is to grow and empower Agile Solutions via succeeding in new significant achievements in order to create more interest for a bigger, enterprise wide change. If it can be succeeded with creating that interest,internal unit of coaches will be the lead for the remaining transformation. Empower & Grow the Agile Solutions Agile Solutions unit is positioned as a role model for change & success inside the company. Agile solutions should be empowered and grown before starting to expand this culture inside the whole IT and enterprise. In order to do that, now it is time to focus on three improvement areas inside the Agile Solutions. These areas are; transparency,empowering the Scrum Masters and communication. Transparency focus area is about planning actions to improve Agile Teams’ transparency in order to be able to better align & communicate with business. For example, moving Scrum boards from windows to wall created ease of use and comfort. Status reports that summarizes team performance metrics are sent by team for every sprint. Furthermore monthly progress report which summarize KPI’s status is sent by Agile Solutions unit helped to improve transparency between IT and business unit and customer complaints are evaluated over business surveys.As in this example, there are many more new actions TRANSFORM CULTUREReference:
  44. 44. CASE:VODAFONE TURKEY CULTURETRANSFORMATION planned for the near future like defining new team metrics, working on a new type of performance assessment,creating automatic dashboards. The other focus area is empowering the Scrum Masters that is about improving Scrum Master skills in order to enable a learning organization that continuously improves itself. In terms of this, a special training program is planning to start soon in the near future. Lastly, another focus area is communication since it is all about change and communication for leading this change, managing the perception is very important. Therefore, communication and experience sharing between Scrum teams, communicating frequently with business teams for better alignment and etc. are in the plans for the near future. In parallel with these empowerment actions on three focus areas, growing the skills and responsibilities of the Agile Solutions is also important. In the near future, Scrum teams are being planned to gain new skills in order to decrease their external dependencies. Also, focus on automation and leading the innovation in IT is yet another important aspect of the growth since enhancing productivity and quality are still the main parts of the strategy. By all these improvements, the purpose is to grow Agile Solutions unit as the single responsible of all the C & B type business demands, which in total accounts for the 60% of the all demands in IT. TRANSFORM CULTUREReference:
  45. 45. CASE:VODAFONE TURKEY CULTURETRANSFORMATION Enterprise Adoption Agile Solutions is currently leading the change inside Vodafone TR and creating a knowledge base with its experiences and success stories achieved. On the other hand, the change is limited only inside some part of the IT, Network and Operations for now. However, because of the achieved success and the current interest, it can be predicted that soon this change will spread across all of the IT and also to the other units of the enterprise. In that case, Agile Solutions will be a good example of change but it cannot lead all these new efforts by itself. That's why; a separate, dedicated team of internal change agents is going to be needed soon. This internal unit of coaches and change agents will be leading the enterprise agility transformation while working together with external consultants. The responsibilities of this internal unit of coaches can be summarized as follows: • Grow Agile culture enterprise wide • Establish body of knowledge & standards • Support Scrum Masters and their teams • Rollout new Agile teams So,basically the transformation inVodafoneTR IT is on going and is started to spread among the whole enterprise. TRANSFORM CULTUREReference:
  47. 47. TIPS DOs DONTs v Be Lean v Grow your internal Agile experts besides collaborating with external consultants and coaches v Focus on Agile management mindset, the company should live with agility v Create lots of policies to follow and formulate being Agile v Stop learning v Tolerate old habits and work with people who are old school at heart v Get support from HR, remember that this is all about people v Under estimate power of cultural values and practices TRANSFORM CULTURE
  48. 48. AREYOU IN?
  49. 49. As ACM, we areAgile experts at heart.We started our journey 8 years ago and till now we had the chance to support more than 100 companies in their Agile Transformation journey world wide. We are ready to assist you to succeed in your own Agile transformation via our unique transformation approach and anchoring actions. We are willing to hear your experiences and grow Agile culture all together. WORK WITH US SEED PILOT SCALE TRANSFORM
  50. 50. If you do not have any Agile experience yet and wondering about how being Agile can help you…We are ready to start the spark together with you. We can organize workshops & seminars; about‘what is Agile’,‘howAgile can help you in your challenges’,and ‘how to transform’.All of these can help you to trigger the interest for change inside your organization. SEED
  51. 51. Lets start together! We can support you onsite If you do not have anyAgile experience,we can help you to kickoff the pilot step. Throughout your pilot, scaling or culture transformation step we can work together with you and share our knowledge with you. Lets start it!You obtained the initial conditions by convincing your people and ready to go.We are ready to go together with you too. PILOT
  52. 52. IT,operations, network, hr,marketing, sales? If you have Agile teams in some business areas and want to scale it to other units of the business, we can cooperate with you to do that. You already haveAgile teams in your organization but need help to spread the word to other business functions. Lets do it together. SCALE We can support your Scrum Masters &Agile Coaches For a sustainable and successful change you need to have strong servant leaders that will guide you through the journey.We can help you while empowering your own Scrum Masters or Agile Coaches inside your organization.
  53. 53. You are on the way to be an Agile Enterprise, we can help you to trigger the Agile culture in a Lean way. Lets do it together. TRANSFORM Its all about a new culture Creating a sustainable culture takes time.But we can share our experiences to boost the transformation.
  56. 56. ACTION DETAILS In order to spread the transformation, it is important to continually establish new Agile teams and turn the organization into team structure.Via finding a willing, dedicated and competent team, willing business, and a backlog of requests new Agile teams need to be established. ‘AgileTeam Rollouts’ action is about finding these new potential teams and starting the process. Afterwards, the new teams need to get support via ‘Agile Coaching’ action defined as follows. Every new Agile team should get a two days foundations level training in order to get the Agile vision and the details of the process. In this case, it is important to run a certified, world wide well known course like the PSF of and push the attendees to receive the certification. Certification target helps to strengthen the commitment for the transformation.
  57. 57. Every team has to pass through four cycles until they become performing in harmony. Forming, Storming, Norming, Performing. Before reaching efficiently performing stage, teams need to adopt Agile practices and transform the regular rituals to habits.Throughout these process teams need coaching.On their Agile transformation journey, lots of support needs await them like urgent issues to be handled, decision moments of extraordinary situations, boosting self organization, creating transparency, learning to work as a team, creating a Kaizen culture, etc. Just at the beginning of a new team kickoff, it is crucial to work with the team on the metrics to be tracked. Metrics are for enhancing transparency and for helping the team find its way to improve itself. Start with basic metrics like Sprint velocity, Committed & Done ratio, Emergency rate, defect rate, happiness metrics, etc.Then, if needed, evolve them throughout the process working together with the team. ACTION DETAILS
  58. 58. A sustainable and successful Agile transformation needs its own internal change agents besides external experts to lead the change company wide. Scrum Master Empowermentis a long term, predominantly practical program to adopt Agile mindset and values, to develop and improve coaching and leadership skills. Trainings and workshops take place bi-weekly and lasts after 20 occurrence. Habits of the old way of doing business is a major impediment through out the Agile transformation. Gaining new habits in Agile approach,taking rapid actions, reaching the level of self organizing teams, culture of constantly improvementand proactive decision making, will demand and enforce moving out from the organizational comfort zone. Once a transition has begun, it has to be inspected regularly in order to prevent old school practices. ’Agility Check-up’ includes monitoring the transition in team level and making suggestions based on observations and collected metrics. Check-ups applied not only in accordance with Agile Manifesto rules and principles at a high level but also from the Agile framework specifics’ point of view(Scrum,XP, Kanban, Lean etc.). Results of the team level audits are reported. In addition to that, every check-up is being recorded in order to better inspect the progress in the mid and long term. ACTION DETAILS
  59. 59. Being a servant leader, a successful Scrum Master is challenging.Each Scrum Master must be supported with advanced level Agile & Scrum trainings like’s PSM course besides the ‘SM Empowerment Programme’ . Being a Product ownership is crucial for high value creation.In Agile, product delivery has a totally new mindset, it is a paradigm shift. Therefore,each Product Owner must be supported with advanced levelAgile & Scrum trainings like’s PSPO course besides the ‘PO EmpowermentProgramme’. Scrum Master will be a new career path in your organization so that it is needed to be recognized as an official role and needed to be invested in. Technical excellence is key to quality and long term sustainable productivity. Therefore Agile developmentteams need to continue to enhance their engineering skills and learn Agile engineering practices like ‘test driven development’,‘design patterns’,‘refactoring’,‘clean code’,‘code review’, ‘continuous integration’ and‘unit testing’. Workshops in these topics take place monthly and these trigger knowhow sharing inside the organization and help grow the technical excellence . ACTION DETAILS
  60. 60. Agile product delivery requires a paradigm shift. The value an agile team is able to create strongly depends on the direction that Product Owner guides through. Product Owner Empowerment As a extended version of‘Agility Check-Up’which is a team level assessment,‘Agility Check-Up Plus’ is an unique assessment that is Programme is a long term, practical program to adopt Agile mindset and values to develop value driven focus.Trainings and workshops take place bi-weekly and lasts after 20 occurrence. Maturity of Roles Maturity ofTeamwork Maturity of Inspect & Adapt Maturity ofTransparency Maturity of Business Alignment Maturity of Learning Organization Results of the team and managementlevel audits are reported. In addition to that, every check-up is being recorded in order to better inspect the progress in the mid and long term. performed in both team and organizational level to get improvement actions via assessing levels of Agile teams & organizations in 6 different perspectives: ACTION DETAILS
  61. 61. This refers to the autonomous unit that is described in scaling step.Where possible, creating a new organizational unit that is aligned with the related business organization structure and that is able to deliver an end to end value directly to its stakeholders is a good practice to protect the Agile culture.There needs to be multiple Agile teams inside this kind of an autonomous organizational unit which runs in totally Agile mindset. Changing the way people works in organization means culture alteration in long term and needs to be monitored, assessed and managed by the organization itself to help to reach strategic goals. Agile Studio should be part of the organization to make transformation sustainable while the cultural shift happens.Agile Studio is the Internal Agile Coach Unit which assists organization while adopting and sustaining Agile approaches by ensuring that the Agile mindset, values and processes implemented properly.Agile Studio is also the Center of Agile Excellence which provides all the information, support and work for organization’s continues improvementby removing impediments, creating transparency, embracing empirical approach, finding out the strategic new areas and rolling out new teams. Agile Studio is the change agent for the cultural transformation organization wide. ACTION DETAILS
  62. 62. ‘Agile Studio’ is the change agent of the whole organization whereas‘Agile ServantsTeam’ is the solution provider team for an autonomous unit like ‘Agile Solutions’. This team consists of the managersof the unit and the related Scrum Masters.They together work iteratively to enhance the Agile culture inside their unit and solve the impediments that the teams inside faced with and could not solve by themselves. TheValues Practices Map can be considered as the whole of your company’s values and the practices whereby these values can be applied within the relevant unit.This map is a clear expression of setting out the interactions between values and relevant practices by the employeesof the organization itself. In this way,the entire framework can be summarized in a simple and short way, shared, committed and then practiced by the employeeswho created it. ACTION DETAILS
  63. 63. Classical performance evaluation needs to be changed into a Lean and Agile way. Todays performance evaluation practices are not transparent enough, not so much realistic, not helping people to grow And resulting with a lot of waste of work force.Together with the Agile Transformation, the roots and the process of performance tracking needs to be revised into a totally new way. This action is all about creating a new performance system based on Lean and Agile. What do managers do in an Agile organization in which teams self organize? Basically they coach,guide and support the teams.Therefore,classical micro managementstyle needs to be replaced by a new Agile way of management. This requires to support managers to gain the Agile reflex and coaching skills to lead the culture. ACTION DETAILS
  64. 64. WE ARE IN! Leading Technology and Management Consultancy Company