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Erhan koseoglu Delighting vodafone turkey's customers via agile transformation

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In big organizations like Vodafone Turkey, it is always a challenge to start a change initiative. Especially in a bureaucratic and awkward environment, there is a huge risk of resistance to change and therefore a huge risk of failure for an Agile transformation initiative. This lecture talks about the real case study of how Agile transformation has started as a pilot inside the Vodafone IT and how in just a few months that pilot turned into an organizational change initiative via the establishment of Scrum Studio leading to innovation culture and a superior customer experience as a result. The starting motivation of this transformation, the achievements via Scrum, the motivation achieved via empowered Scrum teams, the improved transparency via evidence-based management, the KAIZEN culture that is triggered with the transformation, the more effective collaboration between the parties and the significant positive reflections of all these on the customer side as results will be explored in details through the lecture. This lecture is for everyone who is interested about starting an Agile transformation inside a big enough company and growing that initiative through the whole organization via creating customer delight.

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Erhan koseoglu Delighting vodafone turkey's customers via agile transformation

  1. 1. Delighting Vodafone Turkey’s Customers via Agile Transformation ERHAN KÖSEOĞLU AGILE SOLUTIONS Senior Manager
  2. 2. Agenda  Main Drivers for Agile Delivery  Our Agile Vision  Piloting: First 3 Months in Agile Transformation  Scaling & Agile Solutions  Next Steps & Enterprise Adoption
  3. 3.  Second largest mobile company of Turkey with its 20.4 M subscribers  Second largest international direct investment in Turkey with more than 12B TL  More than 3300 employees, 1200 retailer stores and 43K stakeholders
  4. 4. To lead the Digital Transformation of Turkey We shall continue to inspire all in line with our goal of promoting Turkey to the global league in mobile communications and digitalization by offering those little miracles of technology.
  5. 5. Main Drivers for Agile Quality T2M Productivity
  6. 6. Main Drivers for Agile  Increasing market competition emphasizes T2M pressure  EBU transformation increases business expectations  AHT is suffering due to usability and performance leakages Productivity
  7. 7. Main Drivers for Agile  Long T2M period due to latency in waterfall silos T2M
  8. 8. Main Drivers for Agile  Communication gap between Analysts, Developers & Testers injects defects  Time to Market pressure may lead to untested delivery and increase in defects Quality
  9. 9. Agenda  Main Drivers for Agile Delivery  Our Agile Vision
  10. 10. Our Vision «Delivering the leading products to the market with the best T2M and quality in order to provide competitive advantage to the business to enhance customer delight»
  11. 11. Dimensions of Our Strategy
  12. 12. Supporting Tactic for Strategy
  13. 13. To Summarize
  14. 14. Briefly About Our Atmosphere
  15. 15. Agenda  Main Drivers for Agile Delivery  Our Agile Vision  Piloting: First 3 Months in Agile Transformation
  16. 16. The Roadmap
  17. 17. Pilot Phase - Challenges  Selecting where to start  Building a dedicated, cross functional Scrum team  Reserving a Scrum room
  18. 18. Pilot - How We Proceeded? THINK BIG START SMALL
  19. 19. Pilot - How We Proceeded?
  20. 20. Teamwork Before PROJECT MANAGER DEV. MANAGER TEST MANAGER
  21. 21. Teamwork – Pilot Phase Team Cheetah, pilot team, 3X Faster as a Result of Teamwork Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint Velocity
  22. 22. Transparency 100% On Avg 9%  Knowing what to do for the next 2 weeks increased team motivation 90% 80% 70% 60% 50%  Knowing team capacity & prioritization helped better planning and improved value delivered 40% 30% 20% 10%  Emergency rate lowered that chaos & lost for context switch decreased 0% Emergent Demand Ratio
  23. 23. Achievements – Pilot Team Significant Cost Saving Implemented major business requests are projected to bring few millions of annual cost savings. Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 First 3 Months’ # of Business Requests Delivered 3X Faster At the end of its first 3 months of transition, now, Team Cheetah produces approximately forecasted 120 man / days work request in its each Sprint by spending only 40 man / days 2.4X Improved Itself Team Cheetah started its journey with a Sprint Velocity of 75 points and reached 180 points at the end of its first 3 months
  24. 24. Happy Business  ‘‘What the business needs are quality and speed. Now, this need is satisfied with a Scrum team. We are so happy to have the chance to collaborate more with the development side which helps us to be more efficient and faster. Thanks..’’  ‘‘Our demands are now handling faster with less problems than before’’
  25. 25. DOs for Pilot Phase  Start small with one or two teams  Focus on creating teamwork and transparency  Focus on delivering quick win
  26. 26. DONTs for Pilot Phase  Look for perfection  Work with long Sprints  Be a flaccid Scrum
  27. 27. Agenda  Main Drivers for Agile Delivery  Our Agile Vision  Piloting: First 3 Months in Agile Transformation  Scaling & Agile Solutions
  28. 28. The Roadmap
  29. 29. Scaling- Challenges  Getting dedicated testers into the teams  Dealing with resistance  Finding more Scrum Masters  Finding place for Scrum boards 
  30. 30. Scaling- How We Proceeded? B Type Legacy Scrum Team C Type & Web Scrum Teams Test Aut. Scrum Team B Type Genesis Scrum Team 12 2013 02 2014 03 2014 05 2014
  31. 31. Scaling- How We Proceeded?
  32. 32. Teamwork 2X Delivery Increase with Scrum * In May, all the current business requests were suspended Kpi * C Type - Business Demand Delivered
  33. 33. Transparency - Metrics 10X Less Defects! Productivity Metrics Number of Delivered Business Demand Sprint Velocity Commitment vs DONE Emergent Demand Ratio Quality Metrics Untested Business Demand Rate Defect Rate
  34. 34. Transparency - Communication
  35. 35. Transparency - Boards PMITR PM Summit 2014 – CHANGE! 35
  36. 36. Standardization Establishing a working standard to improve quality & creating a knowledge base Configuration Verification & Validation in order to decrease customer complaints
  37. 37. Scaling to Autonomous Unit B Type Legacy Scrum Team C Type & Web Scrum Teams Test Aut. Scrum Team B Type Genesis Scrum Team 12 2013 02 2014 03 2014 05 2014 07 2014
  38. 38. Scaling to Autonomous Unit It is an autonomous unit where knowledge for creating a sustainable advantage is rapidly disseminated. It is build to:  Establish a protected Agile culture  Build body of knowledge  Support Agile Adoption through the remaining organization
  39. 39. Agile Solutions - Structure Consumer Enterprise All Fast Track Type Delivery Line
  40. 40. DOs for Scaling Phase  Focus on creating transparency inside the teams & between business and teams  Align with business  Create standards among different teams  Create basic yet powerful metrics  Go for autonomous unit to protect & grow Agile culture
  41. 41. DONTs for Scaling Phase  Rush and lose control while scaling  Underestimate the power of capable Scrum Masters  Forget that this is a transformation of culture and it will be hard
  42. 42. Agenda  Main Drivers for Agile Delivery  Our Agile Vision  Piloting: First 3 Months in Agile Transformation  Scaling & Agile Solutions  Next Steps & Enterprise Adoption
  43. 43. The Roadmap
  44. 44. 1st: Empower & Grow the Agile Solutions Agile Solutions unit is positioned as a role model for change & success inside the company. So, we need to continue to:  Create more significant success  Enhance our impact area
  45. 45. Empower, How? - Focus Areas Performance Agile Together Meetings White Paper Keep Calm & Be Agile Meetings Grow Change Agents Enhance Skills Dashboard ScoreCards Agile Solutions Communication Leading the change and managing the perception Transparency Acceleration Actions to improve Agile Teams’ transparency in order to be able to better align & communicate with business Scrum Master Empowerment Focus to improve Scrum Master skills in order to enable a learning organization which continuously improves itself
  46. 46. Grow, How? – Responsibilities  Gain new skills in order to decrease external dependencies  Focus on automation  Build the capacity to handle all of the both C & B type business demands and be responsible for 60% of the all business demands  Innovate and lead the innovation in IT
  47. 47. Then, Further Vision.. An internal unit of coaches, change agents leading the enterprise agility transformation. • Grow Agile culture enterprise wide • Body of knowledge & Standards • Support & Guide Agile teams • Rollout new Agile teams • Monitor & Evaluate Agile teams
  48. 48. Final Words
  49. 49. +90 542 3879931 erhan.koseoglu@vodafone.com @ekoseoglu

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