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LeSS at Base Company Case Study

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Slides used to present a Case Study of applying LeSS (Large-Scale Scrum) at Base Company which was formerly owned by KPN and is now Telenet Group.

Slides used to present a Case Study of applying LeSS (Large-Scale Scrum) at Base Company which was formerly owned by KPN and is now Telenet Group.

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LeSS at Base Company Case Study

  1. 1. Case Study Base Company
  2. 2. Base logo being passed from KPN logo to Telenet logo (all logo’s a bit transformed to persons with Base being an elephant) • IT for Telecom Operator (3-400 persons) • Silos • Offshoring • Penalties • Technical Debt • Organizational Debt • Blaming • CYA (Cover Your Ass) • …
  3. 3. Time To Market
  4. 4. Business Agility
  5. 5. Cost
  6. 6. Approach
  7. 7. Convincing Area Results • 92% does not want to go back • 92% faster TTM • 100% Quality Improved • 92% Handle Change Better • 100% Better Visibility • 92% Increased Productivity • Recommend to others avg: 8.33
  8. 8. Bold 1.0
  9. 9. Different Contracts
  10. 10. Product Thinking
  11. 11. PMO Influence
  12. 12. Better understanding: ”Temporary Fake APO’s”
  13. 13. BOLD 2.0: Flat Organisation
  14. 14. BOLD 2.0: Push Up
  15. 15. Creative Chaos
  16. 16. Acquisition came through
  17. 17. New Opportunities
  18. 18. Engineering Practices
  19. 19. 80% Believers
  20. 20. Happy Telenet Elephant dancing with some sign “Who said an elephant can’t dance?”
  21. 21. How LeSS are we?
  22. 22. Q&A

Editor's Notes

  • 3 min : Introduction (slide 2 - 5)
    10 min: How + Bold 1.0 (slide 6 – 11)
    14 min: Bold 2.0 + Merger Telenet (slide 12 – 20)
    3 min: closing (slide 21)

    intro
    former Head of IT Development
    currently coach of Change.

    Next: What is BASE? Where did everything start?
  • What is BASE? Where did everything start? (NEXT: Before we could start we had to come to Prioritized Goals for Agile, what were they?)
    the third Mobile operator, 100% owned by KPN
    bought by Telenet, Liberty Global.
    The Technology department. the mobile network and the IT.
    led by the CTO.
    couple of hundred people
    integration partner is an Indian company.
    fixed price contracts and penalties
    offshore.
    technology silo’s.
    escalations
    technical debt
    new CTO, Suzanne Kelder from KPN started at Basecompany and thinks started to change.
  • Before we could start we had to come to Prioritized Goals for Agile, what were they? (NEXT: You also wanted to increase business agility? )
    Time to market.
    52 weeks to 35 weeks.
  • You also wanted to increase business agility? (NEXT: Played cost a role? )
    competive environment.
    on small blocks using backlogs
    prioritization rather then escalations.
  • Played cost a role? (NEXT : How did you approach thinks?)
    more for the same amount of money.
  • How did you approach thinks? (NEXT: what option did you choose? )
    no framework
    changing the way of working for a specific pilot project
    or focus on a specific area
  • what option did you choose? (NEXT: And then Bold 1.0 came?)
    less independent area.
    transformed this complete area
    build the interface towards the rest of the organisation,
    Implement the process
    Train people
    At the end of the pilot we did a survey
    bottom-up support and top-down support.

    DWH Inquiry intern Extern
    92% wants to continue Agile path 78%
    92% say the TTM is better 78%
    100% say quality is better 89%
    92% say teams can handle change better 89%
    100% increased visibility on what the teams are working on 78%
    92% say productivity increased 100%
    100% say team morale increased 89%
    Average NPS 8.33 NPS 7.67
  • And then Bold 1.0 came? (NEXT: What about your integration partner? )
    driven from the top.
    Complete company re-organisation
    internal company processes
    the customer processes.
    very chaotic period. Not area/area but whole organisation
    area’s at once based on the ETOM standard.
    in line with the new process oriented organisation
    Along the journey we adapted the area’s as our understanding grew.
  • What about your integration partner? (NEXT: What about the Product thinking)
    multi-million contract with our Indian partner
    based on fixed price contracts.
    changed the contract from a fixed price contract to a collaborative approach.
    We have sent even the coaches to India
    this change in contract. This takes time before it finalised and approved.
  • What about the Product thinking (NEXT: PMO influence)
    The whole Basecompany was still in a project mode of thinking.
    Financial tracking for instance is done in a project way.
    Business cases where made on projects.
    The company innovation process was completely project organised.
    We let our temporary fake area product owners to develop their own vision for their area.
    We are thereby making steps towards a product concept.
  • PMO influence (NEXT: what changed in Bold 2.0?)
    project management organisation was still existing.
    The PMO and project managers where still initiating project kick-offs
    change stalled by this organisational set-up, BOLD 2.0 was born
  • what changed in Bold 2.0? (NEXT: What else did change?)
    redefined the role of the area PO to re-inforce their role
    removed the project organisation.
    Some people left the organisation,
    others became part of the scrum teams an develop other skills
    other people other roles within the organisation.
  • What else did change? (NEXT: What was the impact? )
    more experience with the communities of practices,
    Senior management got a more coaching roles
    The middle management where guided towards other functions like a (TF) PO role or agile coach.
    No managers anymore
  • What was the impact? (NEXT: No manager anymore, means total chaos?)
    no manager anymore who told them what todo
    Real improvements started to come from the bottom
  • No manager anymore, means total chaos? (NEXT: And what happened during that time?)
    eliminate suddenly 2 layers then expect a lot of chaos.
    chaos was bigger then during the BOLD 1.0 re-organisation.
    But people could cope much easier with the change,
    chaos to settle down much quicker.
  • And what happened during that time? (NEXT: Opportunities like what? )
    the take-over of our company by Telenet.
    now part of an IT organisation of a more then 1000 people.
    But it’s not a bad thing, we only saw big opportunities…
  • Opportunities like what? (NEXT: ””)
    the quality of the overall backlog
    what we deliver when.
  • (NEXT: What are our biggest wins?)
    visited the Telenet IT organisation
    better engineering practices,
    more focus on the technical,accelerate our continuous integration

    Better engineering practices at Telenet provided opportunities to (finally) get more focus on the technical part on our side, practices and CI
  • What are our biggest wins? (NEXT: What do you think is the biggest win, choose only one?)
    80% of IT and Business people do not want to go back
    from frustrations and blame to collaboration and fun,
    a true Culture Change

    Inquiry Internal External
    80% does not want to go back to previous situation 73%
    55% say TTM improved 59%
    67% say Quality improved 55%
    91% say ability to handle Change improved 77%
    83% say visibility in the organization improved 50%
    67% say productivity increased 55%
    80% feels more empowered in their job
    72% say team morale increased
    Average NPS 7.52 NPS 7.23
  • What do you think is the biggest win? (NEXT: Do you follow all LeSS Rules? )
    be able to go through changes much faster then before

    At this moment the biggest benefit is that the organisation is capable of taking in any change faster than before and in a mode of experimentation
  • Do you follow all LeSS Rules? (NEXT: Q&A)

    Not at all, there is still a long way to go.

    Co-Location is an issue being worked on.
    Technical debt is being worked on so a true shippable product each sprint is not there yet (undone dep’s), not all PBL items in a single Area yet – dependencies/skills
    Not all teams are small, skill training ongoing resulting in not all Area’s having 4+ teams yet
    No PO found for the LeSS Huge so far, causing difficulties with priority formula’s, APO’s taking decisions, unclarity…

    So why are you here at a LeSS Conference then?

    LeSS was and is our ‘blueprint’, inspiration and aim as we do understand that due to not following some rules we still endure some dysfunctions but hey… Rome isn’t build in a day.
  • Q&A
  • ×