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Journey from Project Organization to a SAFe Company
This document summarizes NAPA's transition from project-based organization to a SAFe-aligned structure. It describes how in 2012 NAPA reorganized into business units with product owners and implemented Scrum. It then discusses how in 2014 it began holding Release Planning Days to increase transparency and link teams' work. These events involve the whole company collaboratively planning releases. The document concludes that co-located teams, dedicated product owners, transparency, and working together have helped NAPA's transformation be successful.
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Journey from Project Organization to a SAFe Company
- 1. w w w. n a p a . f i Journey From Project Organization to a SAFe Company Toivo Vaje @ToivoVaje Manager, Software Releases NAPA Technology #NAPA #SAFe
- 2. w w w. n a p a . f i Context: NAPA IN NUMBERS 95% OF SHIPS BUILT ANNUALLY ARE DESIGNED BY OUR CUSTOMERS USING NAPA 9COUNTRY OFFICES WORLDWIDE 175EMPLOYEES © NAPA 25 YEARS Software 3DEVELOPMENT SITES
- 3. w w w. n a p a . f i Me • Master of Science (Physics) • 7+ years in Software Development • Developer, Scrum Master, Coach, Process Owner, Value Chain Owner, Manager • Jack of All Trades • Optimize the whole • @ToivoVaje
- 4. Contents History -2012 Organizational change2012 Release Planning Days 2014- Taking the Market
- 5.
- 6.
- 7. Annual major releases Projects(a lot of) Variable scope and schedule Growth Pain
- 8. Contents History -2012 Organizational change2012 Release Planning Days 2014- Structure and Processes
- 9. NAPA Technology 2/2012 Finland India Romania Software Development Process nn Release Team nn Platform& Architecture nn Log / Voyage Nn Nn Nn Nn Nn Ship Model Nn Nn Nn Nn Nn Nn Statutory Nn Nn Nn Nn Nn Nn Nn Nn Nn Steel Nn Nn Nn Nn Nn Nn Nn Nn Nn Hydro Nn Nn Nn Nn Nn Reporting & Office nn nn nn nn Ship Model nn Statutory nn Steel nn Hydro Nn Report. & Office nn Log / Voyage Nn Product Owners (in Business Units)
- 10.
- 11. How we makeReleases Now Stabilization Period
- 12. Different Levels ofAbstraction Splits down into Sprints Is part of a larger entity
- 13. Aiding the teams •(Scrum of Scrums) • Scrum Master Community of Practice • Test Community • System Team (tools)
- 14. Split work betweenProduct Owner and Manager 5/2013
- 15.
- 16.
- 17. Contents History -2012 Organizational change2012 Release Planning Days 2014- Increasing Transparency
- 18. w w w. n a p a . f i 9-9:15 Business Context 9:30-10:30 Product Roadmaps 10:30-10:45 Planning Process and Requirements 10:45-12 Team Breakout #1 12-13 Lunch 13-14 Draft Plan Review 14-15:30 Team Breakout #2 + Problem Solving & Adjustments 15:30-> Final Plan Review Vote of Confidence & Plan rework if needed Release Planning Day Rough Schedule 5/2014 Common event
- 19. Release Planning • Wholecompany together • Event called Release Planning Day »Why? *see http://www.scaledagileframework.com
- 20. Shared Vision Linking AbstractionLevels Communication
- 21. Conclusions & Whatworks •Co-located teams •Dedicated POs •Increasing Transparency •Working together
- 22.
- 23. w w w. n a p a . f i Thank You @ToivoVaje Toivo.vaje@napa.fi +358-41-5372657 Manager, Software Releases NAPA Technology
Editor's Notes
- #2 Inspect and Adapt
- #3 Just one slide about where I come from. We make software for maritime sector. We are global. We have been here for a while and we have customers. Respectful established company.
- #4 But then again, I work there. ;)
- #5 Three parts. First about the history.
- #6 Found by 7 people from Wärtsilä. Unique and superior solution for the initial design part of ships including calculations.
- #7 Company grows steadily and successfully over the years. Portfolio of products and codebases in general get bigger.
- #8 Mode of operation still resembles small company. Release schedules slip. It’s difficult to get sw out.
- #9 Organizational change.
- #10 How NAPA Technology organization looked after the transformation. Tools and practices shared between teams working on same product. Many distributed teams.
- #11 All teams using very standard, by the book Scrum. Each team has own dedicated PO, Scrum Master and Backlog.
- #12 For us Release is a Project. We have well defined processes so by every iteration we learn to do things better.
- #13 It’s important to understand the relation between different concepts.
- #14 We didn’t manage to get Scrum of Scrums working properly. Other things we still do and see value in.
- #15 Although this is generally considered antipattern, we decided to separate the roles of Product Manager and Product Owner. Both customers and teams benefit.
- #16 Product Roadmap & Vision Long term plans (big rocks) Close to customers
- #17 Facilitates Release events Gathers results Makes things visible
- #18 We started Release Planning Days in 2014. The whole company attends.
- #19 Schedule of the first ever Release Planning Day
- #20 Why wanted to have the Release Planning Day event? I’ll tell you..
- #21 Alignment Shared Vision Linking different abstraction levels Communication
- #22 You probably don’t hit all the targets with one shot. Well defined processes help repeatability Empower people to make daily decisions Continuously improve your operations
- #23 One of our core values at NAPA is that people Enjoy Working Together.
- #24 Thank you for your interest.