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Goodbye scope anxiety hello agility: Kanban implementation case study at amdocs
The document outlines Amdocs' successful implementation of Agile practices using Kanban, showcasing its proven track record in delivering telecom software solutions through highly coordinated teams. Key aspects include managing workflow, limiting work-in-progress, and fostering collaborative improvement, all contributing to significant enhancements in project outcomes and team dynamics. Factors behind this success include strong leadership, a willingness to adapt, and a focus on continuous evolution.
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Goodbye scope anxiety hello agility: Kanban implementation case study at amdocs
- 1. Information Security Level1 – Confidential © 2012 – Proprietary and Confidential Information of Amdocs Goodbye Scope Anxiety Hello Agility An agile implementation case study Yaki Koren Amdocs
- 2. “Amdocs has aproven track record with demonstrated transformation capabilities in various service provider accounts around the world.” Amdocs Delivery 4000 PROFESSIONALS Global foot print with develoDev Managerent centers around the world (inc. Israel, India, Brazil) 100+ PROJECTS running in parallel Proven track record of 95% successful project delivered on budget, on time, with quality and at large scale Industry standard 60% - “Amdocs has shown it has the size, scale and stability to reliably supply telecom software professional services to CSPs.”
- 3. Our projects arecomplex 3 Typical project, developing over 8 weeks • 1 Delivery manager • 2 program managers • ~ 7 develoDev Managerent directors • ~ 13 project managers • ~ 20 team leaders • ~ 80 Developers/Testers • ~ 8 products
- 4. Scoping Anxiety -Amdocs 4 http://www.flickr.com/photos/rabih/ Scoping Develop SST System Test UAT
- 5. Scoping Anxiety –Our Customers 5
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- 8. Information Security Level1 – Confidential © 2012 – Proprietary and Confidential Information of Amdocs Our Kanban Journey
- 9. Where do westart? 9
- 10. The Kanban CorePractices ● ● Manage the flow ● Limit the WIP ● Make policies explicit ● Implement feedback loops ● Improve collaboratively, evolve experimentally 10
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- 12. Creating the flow ●Initially there is no pace ● Some managers do with the board, some use EVM V1 V2 12 V3 V4
- 13. ● Slowly yetsurely ● Identify board substitutions ● Notice questions in daily meetings ● Adapt policies ● Adapt board 13 2 Releases 5 Drops 16 Products (Card color represents product/product group) 90 card assignees (Team leads / experts) 200 users
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- 16. Infra Board 16 Environments board Infra:revolution!
- 17. The Kanban CorePractices ● Visualize the flow ● ● Manage the flow ● Limit the WIP ● Implement feedback loops ● Improve collaboratively, evolve experimentally 17
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- 19. New Conversations ● DevManager: Task 123’ detailed design is done. ● Delivery Manager: Were test cases designed? ● Dev Manager: Test cases? That’s testing. ● Delivery Manager: Right. It should be completed with design. ● Dev Manager: Why? ● Delivery Manager: Test design may impact design. You can’t start dev. ● Dev Manager: But they don’t have anyone available. They’re up their neck testing the previous release. ● Delivery Manager: OK, then we should help them. If we help them they will probably have someone to help you. 19
- 20. The Kanban CorePractices ● Visualize the flow ● Make policies explicit ● ● Limit the WIP ● Implement feedback loops ● Improve collaboratively, evolve experimentally 20
- 21. Managing the flow: TheDaily Meeting Challenge ● Getting away from micro management ● What do you do with all these blockers? ● Are all these cards moving anywhere? ● Focusing the team ● How do I know I’ll get there? 21
- 22. Managing the Flow Knowingwhere you are 2222 464437 266 Drop 2 Drop 3 Post D e l a y Pace is predictable
- 23. The Kanban CorePractices ● Visualize the flow ● Make policies explicit ● Manage the flow ● ● Implement feedback loops ● Improve collaboratively, evolve experimentally 23
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- 25. The Kanban CorePractices ● Visualize the flow ● Make policies explicit ● Manage the flow ● Limit the WIP ● ● Improve collaboratively, evolve experimentally 25
- 26. Implement feedback loops 26 ●Formal retrospectives are still scarce
- 27. The Kanban CorePractices ● Visualize the flow ● Make policies explicit ● Manage the flow ● Limit the WIP ● Implement feedback loops ● 27
- 28. Improve collaboratively, evolveexperimentally 28 Back to Leadership
- 29. Our Coaching Strategy 29 4coachers in Israel………2 in India……..1 external consultant
- 30. Where are wetoday? 30
- 31. Results! ● Major releasein production, unprecedented quality* ● Easier to accept scope changes ● Drastically reduced program management technical effort ● Sustainable develoDev Managerent: reduced HR peaks and valleys ● People filled with new energy ● Less micromanagement, more empowerment ● Too early for the numbers… 31
- 32. Summary – Keysuccess factors ● Strong leadership with a good reason to change ● Courage ● Discipline to keep evolving ● Patience, letting things evolve slowly but surely ● Understanding of Lean/Agile 32
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Editor's Notes
- #2 Proprietary of Amdocs. All rights reserved.