Ericsson Finland Scrum Gathering London

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Slides from Ericsson Finland presentation held at Scrum Gathering London 11.10.2011.

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  • Henri, very nice and interesting set of slides! I have not heard your voice-over when presenting these, but one thing that would add even more credibility to me would be datapoints of some tangible results/measurements/improvements embedded within all the nice words and graphics.

    Just as an example, GE Energy who’s one of our customers at Electric Cloud has published some fantastic ROI and productivity improvements based on their Agile transformation from a Waterfall way-of-working that they are now actively promoting and presenting across various industry events. For more details, see: http://bit.ly/p6NKVE

    Finally FYI, I have posted a reference to these slides on the Agile discussion group at LinkedIn: http://bit.ly/odEt9E
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  • Please give some feedback. That is the only way to improve. Thank You!
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Ericsson Finland Scrum Gathering London

  1. 1. AGILE TRANSFORMATION@ERICSSON FINLANDSCRUM GATHERingLONDON11.10.2011HENRI KIVIOJAHEAD AGILE COACH
  2. 2. Agile Transformation Agile by the Book Adaptation Reality Flexibility Inefficiencies Efficiency Inflexibility Fears Quality Unsecureness Misconceptions Empowerment Resistance to trust Change Context Specific ConstraintsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 2
  3. 3. STarting point Complex 10+ years telecom of product development Large significant distributed installed multisite base developmentEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 3
  4. 4. Agile TransformationWHY change? Create most value Improve responsiveness Build quality in EMpower peopleEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 4
  5. 5. Agile TransformationThe Journey Agile Reading, 1st team started. Whole wake-up studying, Real learning organization call planning kicked-off transformed 2008 2009 2010Upfront planning Learning and by management adapting by everyoneEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 5
  6. 6. TRG –Transfer reference group Support Roles Project Management Team Big Picture Impediments Management Team First ScrumMasters Some Team Members External Coaches Decisions Node Project Manager Learning Line Management First Teams DevelopersEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 6
  7. 7. Scaling up of teams Jul Aug Sept Oct Nov Dec Jan10 Feb Mar Apr May Jun Jul Aug Sep Oct Nov25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 Tigers Wolves xFT1 xFT2 xFT6 xFT3 xFT4 xFT5 xFT7 xFT8 xFT9 xFT10 xFT11 Dragons IPTS ETH xFT1 ETH xFT2 ETH xFT3 Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 7
  8. 8. Capability and Velocity Feature Sprint TestingIdealistic Implementation SystemizationReality › Agile translates capability management into velocity challenge – Product bottlenecks disappeared – Discipline bottlenecks introduced Moderate generalization is needed Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 8
  9. 9. Individuals Focus on product integrityCommunities of Practice Participation on tool development Competence Working system Generalizing instead of heroic Specialists individuals Competence Area Individuals In Business Test and SW Value craftmanship Stream Test strategy Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 9
  10. 10. Teams the value unit in agile organization ITERATION Pulse One Backlog Less Integration planning No check-pointsNo Upfront plans Continuous Integration Teams Grow The System Potentially End-To-End Shippable User Stories Product Anatomy Features and Architecture Releases Test Strategy Disconnected Burn-Down Release, feature, TeamEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 10
  11. 11. Development Community Product Feature Feature Feature Transparent Feature Feature Real- Real-time Feedback RVC Support Teams with Product Focus, Support for XftsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 11
  12. 12. Simplified work flowCustomers PPO XFT1 ScM PPO XFT2 ScM Main SW branch Product ProductManagement Owner Release PPO XFT3 ScM Verification XFTn ScMEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 12
  13. 13. STRUCTURE –enable pullFeatures Product Management Capability Line Long-term items Product owner Release PGM Epic-based ordering Epics POs Infra Product AREA1 AREA2 AREA3 User Product AREA1 AREA2 AREA3Stories CoP CoP cop cop Tech Leads participate in communities of practice Flexible Team allocation, commit in 2mo chartering SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 13
  14. 14. System Community ofpractice Feature Systemsystem COP FunctionalitySeries of opensessionsDiscuss FeatureSystemize ArchitectureAgreeShare User Story Contentdecide And VerificationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 14
  15. 15. CADENCE LEVELS –NATURALRHYTHM FOR THE ENTERPRISE Features in a Release Features in a Release features Features Features Features Features Features FeaturesE E E E E E E E E E E E E E E E E E En n n E n n n n n n n n n n n n n n n n Epics n M M M M M M M M M M M M M M M M M M e e e M M e e e M e e e M e e e M e e e M e e e M e E E E e e E E e E e E e E e E E x x x x x x x x x x User StoriesSprintSprintSprintSprintSprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint tasks SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFTEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 15
  16. 16. CADENCE LEVELS –NATURALRHYTHM FOR THE ENTERPRISE Features in a Release Features in a Release features Features Features Features Features Features FeaturesE E E E E E E E E E E E E E E E E E En n n E n n n n n n n n n n n n n n n n Epics n M M M M M M M M M M M M M M M M M M e e e M M e e e M e e e M e e e M e e e M e e e M e E E E e e E E e E e E e E e E E x x x x x x x x x x User StoriesSprintSprintSprintSprintSprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint SprintSprintSprintSprint tasks SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFTEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 16
  17. 17. Strong focus on coaching Conseptual coaching Ericsson agile coaching •Repeating practices •Understanding principles, supported by •No real passion practices •Not fully understanding •Substance driven the big picture •Focus on rituals •Passionate •behavior driven •Concentrating on work, not the workers •Value drivenEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 17
  18. 18. Empowerment, a buzzword? Empowerment happens when people and teams take full responsibility of improving their process IT´s all about people!Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 18
  19. 19. Continuous IntegrationDefinition“Continuous integration is a software development practice Continuous – members of a team integrate their work frequently – each integration is verified by an automated build (including test) – to detect errors as quickly as possible.” http://martinfowler.com/articles/continuousIntegration.html“A potentially shippable product is one that has been designed, developed and tested and is therefore ready for distribution to anyone in the company for review or even to any external stakeholder” http://www.scrumalliance.org/articles/106-definition-of-done-a-referenceEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 19
  20. 20. Continuous IntegrationMotivationMultiple teams working with same code-base Continuous integration framework neededCross-functional teams – Developers are the CI customers Focus on quick feedback, not on next test phaseReduced TTM by means of preserving always shippable product Release stabilization time reducedEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 20
  21. 21. Build StatisticsExcl Team BuildsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 21
  22. 22. Tools Improvements Common Ownership Test Automation Online feedBack Integration tests Chat, Info radiators, Wiki VCS Information System ClearCase To GIt Connecting The ToolkitBuild Times Build System60min to 0-3min Custom to GenericEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 22
  23. 23. ToolsWith Corporate Tools you open source and openWill Get Corporate Agile: interfaces gives us•Slow •Social networks•Non-adaptive •Ownership•Cumbersome •Empowerment •Flexibility •motivationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 23
  24. 24. Online FeedBackInformation RadiatorEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 24
  25. 25. Waterfall Test Strategy (2) The Past System release 1w Test CORE NW I&VPractices for Scaling Lean & Agile Development Craig Larman and Bas Vodde FunctioN Early 6w 1w Test on Target System Test Integration System Build Consolidation Function Test Function Test 6w 1w (Subsystem) (Subsystem) CT Component 6w 1d CT CT CT CT Test Unit Unit Test Test Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 25
  26. 26. ProcessContinuous Integration week Tests: System Tests Quality of service Weekly BUild Characteristics Upgrade day System Load FULL Ft tests DAily Build Simulated LEGACY TEST Smoke FT on Target HW hour COMMON target build 1/day/Team Static Analyzers min Team Smoke tests Team build N/day sec Development Developer Tests DevelopeR PracticesEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 26
  27. 27. ProcessContinuous Integration week Securing Weekly Build product day quality System Daily Build Quick product level hour feedback COMMON 1/day/Team min Team Developers Decide the N/day tests Required before publishing to main track sec DevelopeREricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 27
  28. 28. Mindset Encourage Organization Qood Quality is the result CI Thinking not the prerequisite Fail FAst Avoid Avoid Tracks Fix Fast Silos Tests on separate branch Test Small code changes Only corrections allowed on top of stable base Quality Doors and check points Identify faulty commits Emphasize waterfall Instead of debugging Increments implemented Developer Small code changes In Branches introduced to Main Products integrated E2E User Stories into system Integrated into system Task Management Implementation proposal Independent end-to-end tasks for Products Dependencies incl. into Backlog Detailed integration planningEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 28
  29. 29. Organizational change SysteM Design I&V Quick Studies Implementation Integration Feature Systemization Low Level Tests Function Test System Test Development Release Verification Feature Systemization Implementation Low Level Tests SysteM Function Test Integration Product level feature development Packaging, Integration tests System TestEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 29
  30. 30. Agile testing quadrants Providing landscape for team’s strategy work BUSINESS FACING Automated& Manual Manual SUPPORTING THE TEAM CRITIQUE PRODUCT CRITIQUE PRODUCT Q2 Q3 Q1 Q4 Automated Tools TECHNOLOGY FACINGEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 30
  31. 31. Test Setup ImplementationProduct Teams and Test Phases TR Corrections Subsystem Test Function Test System Test, NW I&V Release Verification Scrum Teams + services from test teams Continuous Integration Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 31
  32. 32. OrganizationIntegrating test activities into the value stream› Scrum: All (test) activities in cross-functional teams All test activities follow the sprint pulse – Scope from Product Backlog – (Daily) SW base from Continuous Integration flow› Why separate Test Teams are needed – Limited interdependency between implementation and System test – Competence, Test environment availability, lead-time might also be issue› Why test sprints might be needed – Test sprints are seen as Scrum-but because it’s a sign of test debt – In our context test sprints are needed › HW changes, platform uplifts, architecture redesign etc – Test sprint is just an extreme example when test effort >> implementation effort› Is it possible that testing is delayed/late in Agile organization? Is it possible that testing is lacking resources?Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 32
  33. 33. TeamsTest Strategy in Cross-Functional Teams› Best Architectures, Designs and Requirements emerge from cross functional teams Best Test Strategies emerge from cross-functional teams› Earlier Test Strategy work – Influenced by site setup (politics) – Organizational setup driven by budgeting, impacting efficient scope division – Often describes how testing was done instead of proactive approach› Test “as efficiently as possible” instead of “as early as possible” – Focus on fast feedback – All test activities in Scrum teams enables direct comparison of the qualities of test levels › Execution times, level of automation › Maintainability, Ease of use› No scope sub-optimization in test activities – Test scope always takes the room that is given to it – Optimal test scope division in waterfall and non-waterfall is different› Inter-team collaboration needed to avoid sub-optimization on team levelEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 33
  34. 34. Active communities of practiceDevelopers CoP Development practices (e.g., design rules, legacy/future dev tools & env, IT hub, unit testing, etc.)Unit Test Cop Unit test practicesFunctional Verification on Target CoP Functional Verification,Test Automation CoP Test automationLM Test CoP Loadmodule testingContinuos Integration CoP Build Time CoP Enhancing the Continuous IntegrationVerification Strategy CoP Overal Product Verification strategy and its status (covering feature development, integration, RVC and PLM)Component Guardian CoP componentguardiancopFramework CoP Product Quality issues and our WOWScrum Master CoP Varies among scrummastersInfo Handling CoP Make it easy to share, access and produce information.RoseRT and RSA-RTE CoP RoseRT and RSA-RTE related issuesEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 34
  35. 35. Change in almost everything! Big projects Decoupled development and flexible releases System/development/test Cross functional teams silo organization Individual offices Team spaces Narrow & specialized Broader competences and competences continuous learning Individual accomplishment Team success Following a defined Agile and Lean thinking & detailed processes Top down control More people initiative and self organizationEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 35
  36. 36. Agile Transformation Agile by the Book Adaptation Reality Flexibility Inefficiencies Efficiency Inflexibility Fears Quality Unsecureness Misconceptions Empowerment Resistance to trust Change Context Specific ConstraintsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 36
  37. 37. Agile is about businessWhat do we need to do make lean and agilea great success on enterprise level? › Continuous Integration on Solution level -> Continuous Deployment › Acceptance Test Driven Development › All tests are done parallel, all the time › Agile Release Planning › Small batches to support the flow › Agile and Lean Coaching on all levelsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 37
  38. 38. EMpower and Engage! It’s all about people!Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 38
  39. 39. Our main learnings so far First hand evidence Whole organization and experience needs to accept the through feedback move from up front cycles is planning to living the real source of with the pulse of the learning teams This is a profound change of culture & thinking that goes way beyond processes & toolsEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 39
  40. 40. Contact hkivioja Henri @ Twitter henri.kivioja@ericsson.com bit.ly/agileinc Agile Inc BlogEricsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 40
  41. 41. Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 41

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