Successfully reported this slideshow.
Your SlideShare is downloading. ×

SPI, The Agile Way!, Ben Linders, SPIder Conference 2009

Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad

Check these out next

1 of 17 Ad

SPI, The Agile Way!, Ben Linders, SPIder Conference 2009

Download to read offline

SPI, the agile way!

Your Process Improvement program has to be faster, cheaper, and must continuously deliver value to the organization. Applying agile principles makes it possible.

SPI, the agile way!

Your Process Improvement program has to be faster, cheaper, and must continuously deliver value to the organization. Applying agile principles makes it possible.

Advertisement
Advertisement

More Related Content

Viewers also liked (18)

More from Ben Linders (20)

Advertisement

Recently uploaded (20)

SPI, The Agile Way!, Ben Linders, SPIder Conference 2009

  1. 1. SPI, the Agile way! SPIder Conference, oct 6, 2009 Ben Linders Operational Development & Quality ETM, Rijen, the Netherlands
  2. 2. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0622 SPI, the Agile way! Why? How? Benefits!
  3. 3. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0633 Ericsson, The Netherlands Market Unit Northern Europe & R&D Center R&D: Value Added Services – Strategic product management – Marketing & technical sales support – Development & maintenance – Customization – Supply & support +/- 1000 employees, of which +/- 200 in R&D
  4. 4. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0644 Business Needs SPI: Faster results Cheaper Adopt to changing business needs Engrained in the way of working Delivering value
  5. 5. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0655 Process Needs Clear and understandable Easy accessible Help professionals in daily work Enable creativity and value focus Support rich forms of communication, Enable decisions at lowest possible level Provide feedback on performance Reward right behavior Support Ericsson values & culture Support One Ericsson
  6. 6. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0666 Could you do SPI this way?
  7. 7. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0677 Agile SPI Expected benefits: Better collaboration between SPI team and stakeholders Deployment (over defining) of processes Able to adopt to changes Deliver incrementaly, quick ROI Eat your own dogfood, first hand understanding of Agile
  8. 8. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0688 Agile SPI projects 2 Agile SPI projects: – Business Unit Multi Media (Multisite) Improve effectiveness of process management – R&D Rijen, the Netherlands Selective and quick process improvements
  9. 9. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-0699 Business Unit SPI project: Improve process management Approach R&D MT member as Product Owner Kick-off with complete team 3 weeks interation Planning game by telephone Product Owner defines User stories (SPI needs) Team proposes solutions and estimates tasks 2 times a week “stand up” via telephone Wiki based task board, updates continuously by all Team member pick task and store result on wiki Pairing and review with wiki or telephone Demo telephone conference with stakeholders Retrospectives, learnings & ideas for improvement
  10. 10. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061010 Agile Process Strategy Product Owner = Discipline Owner User Stories, e.g.: – Increase process awareness – Align processes – Remove unused processes Incremental improvement – Demo: Improved? – Retrospective: Better?
  11. 11. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061111 Results Business Unit SPI project Mgnt Communication package SPI Communication flow Newsletters Process inventory (search engine) Process vocabulary/terminology Process users/needs Top level process description Plan for alignment of site processes Demo presentations of all results
  12. 12. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061212 R&D site Rijen SPI project: Quick process improvements Stakeholders: Management Team: Scope & Prioriorities Product Owner: Manager Operational Development Reference group: Implementation/feedback Approach: Similar to Business Unit project, except: All meetings done face 2 face (single site project) Flip-overs/white boards i.s.o. wiki
  13. 13. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061313 Results Site SPI project (2 iterations) Strengths & weaknesses in test Collaboration between test groups Improvements in agile testing Process changes for new organization (outsourcing)
  14. 14. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061414 Retrospective Takes time to get used to agile Both for team members and for stakeholders Role conflicts (team-line role, Business unit-site, etc) Discuss openly (right atmosphere) Higher commitment compared to “traditional” SPI Iterations give quick feedback, easier to adopt to changes Increased awareness of the value of processes Which processes are needed, why, what is expected? “Golden Rules”, to increase collaboration
  15. 15. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061515 Golden Rules Dare to share – As early as possible and frequently The result depends on the team – Not the individual members The one who checks out a task is not necessarily the one who has to finish it The one’s working on a task are the right people You may critique anything, but you may never criticize anyone
  16. 16. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061616 Conclusions Agile SPI approach: – Quick results, value – Acceptance of results – Commitment to deploy – Flexible to changes Multisite Agile: – Experienced team members – Disciplined – Right infrastructure & culture – Efficient part-time team
  17. 17. SPI, the Agile way!SPI, the Agile way! 2009-10-062009-10-061717

Editor's Notes

  • After an agile pilot, ETM decided to fully roll out the agile way of working. All projects have setup cross functional teams, some including I&V. Stakeholders like product managers, system managers and projects managers enable that teams can produce the right software. Support functions, like CM, QA, CPI, and managers, and process responsibles are also using agile techniques, to prioritize work and deliver value to the projects. So how does this impact process management? This presentation shows that processes are still important at ETM, but in a different way: agile integrated into enhanced streamline development. The main goal here is to get an "every employee improving our value stream and efficiency continuously" environment/culture.
  • “ Tell what I’m gonna tell” Does Agile mean that we have no more processes? PLCM no longer applicable? How much impact does Agile have on processes?
  • Started Q1 2007, short training/kick-off, agile coach After evaluation decided to continue and deploy agile broadly Also agile for non development work: use the practices. Tell something about how we are adopting lean???????
  • Started Q1 2007, short training/kick-off, agile coach After evaluation decided to continue and deploy agile broadly Also agile for non development work: use the practices. Tell something about how we are adopting lean???????

×