Our presentation from ICGSE 2011 conference in Helsinki presenting significant change of the project and people mindset just in 6 weeks!

1. Keeping the spin
– from idea to
cash in 6 weeks.
ICGSE 2011
© 2011 Tieto Corporation
Jaroslav Prochazka, Marcin Kokott
Consultants
Tieto, Delivery and Quality
jaroslav.prochazka@tieto.com,
marcin.kokott@tieto.com

2. • 18 000 IT professionals in close to • Net sales approximately EUR
Tieto 30 countries
• Customers on all continents
1.8 billion
• Listed in NASDAQ OMX Helsinki
and Stockholm
today • One of the leading IT service
companies in Northern Europe and
global leader in selected segments
• Founded in 1968
Tieto
today
© 2011 Tieto Corporation

3. Who we are
• Delivery Mentor Network
• Core of the network
• 8 coaches
• 9+ years in IT (developers, architects, PMs)
• Have been supporting transformations in different industries in last 5 years in
Tieto
• Representing Tieto at international IT conferences
3 © 2011 Tieto Corporation 2011-07-18

4. Story Context
© 2011 Tieto Corporation
4 2011-07-18

5. Crash Lessons
Context Training
course learnt
Market challenges
Customers requires following (Forrester, 2011)
• Innovation and proactivity
• IT should bring more business value
• Aligning vendors’ goals with customer ones
• Additional Dutch unit challenges
• Traditional way of working followed
• Global Delivery Model started recently emphasized
• Chaotic communication and lack of project visibility
• Lack of coordination causing delays and rework
• Micro-management of Indian colleagues
• Decreasing motivation
• Lower customer satisfaction
2011-07-18

6. Our world is distributed (outsourcing)
Dutch Team
High-cost narrow-band
Boundary communication channel
spanner
Boundary
spanner
Pune Team
Analyst
Architecture Ambassador
Design&Code
Testing
Low-cost broad-band
communication channel
© 2011 Tieto Corporation

7. Training
sessions
© 2011 Tieto Corporation
7 2011-07-18

8. Crash Lessons
Context Training
course learnt
Introduction training
• Agile game as key part of this training
• Learning by doing
• Practical experience you can refer to when explaining concepts
• Game experience ensured guys to start without our help
• They received "practical experience„
• Sales training created awareness
© 2011 Tieto Corporation 8

9. Crash Lessons
Context Training
course learnt
Global Delivery Awareness
• Dutch people disappointed by cooperation with Indian colleagues
• Big surprise! Different cultures
• Hofstede’s model presented
• Typical situations presented and explained
• It was fun and they finally understood…
© 2011 Tieto Corporation 9

10. Crash Lessons
Context Training
course learnt
Next steps
• Dutch culture made it interactive workshops
• We came back to our office and stayed in touch
• Few discussions and FAQ sessions
• Dutch team have decided to run new project Agile …
… but they have hit some struggles
© 2011 Tieto Corporation 10

11. One Week
Crash Course
© 2011 Tieto Corporation
2011-07-18

12. Crash Lessons
Context Training
course learnt
Crash course
• Constraints:
• Limited time to spent with the team (1 week) + 2 mentors availible
• No possibility to „stop” to conduct the planned change
• Our original approach haven’t fit
• 14 weeks framework
• Our experience: months to pass
New approach needed !
12 © 2011 Tieto Corporation

13. Crash course
„A rapid and intense course of training or research (usually undertaken in an
emergency); "he took a crash course in Italian on his way to Italy"; "his first job
was a crash course in survival and in learning how to get along with people"; "a
crash programme is needed to create new jobs„”
Kaikaku (jap. „radical change”) means a radical change,
during a limited time, of a production system.
13 © 2011 Tieto Corporation

14. Crash Lessons
Context Training
course learnt
Set-up
• Small teams
• Co-located, cross-funcitonal (also with coaches)
• 1 week sprints
• Culture, opennes, willing, highly innovative
• …and authority
• Toolbox (Practices, MCIF)
• Mentors in place for complete iteration
14 © 2011 Tieto Corporation

15. Crash Lessons
Context Training
course learnt
Global co-operation
• Limiting narrow communication channel
• Teams connected by interfaces
• Architecture around functionality/components
• Kick-off with the whole team (stable velocity -> distribution)
• Discuss even the mood
• Personal relationships
• „Co-location”
• Participating in each meeting
• Open window
15 © 2011 Tieto Corporation

16. Innovation
16 © 2011 Tieto Corporation

17. Crash Lessons
Context Training
course learnt
Innovation
• Visualize
• Rapid learning cycles (also for mentors)
• Instant feedback to the mentors
• Also from team, customer
• Simplify
• Even change of WoW
• Progress and status
• Kaikaku
• Breaking the habbits... and as side effect - fears
• Open minded (TDD)
17 © 2011 Tieto Corporation

18. Radiators
18 © 2011 Tieto Corporation

19. Contract vs. results
Measure Results
Keeping Schedule 32,7%
…but…
Keeping Workload 46,2%
PAI (Project Accuracy Index) 49,0%
Happy customer having more than requesting!
Customer want us to develop another part of fucntionality in this way of
working
 Customer selected Tieto as one of the sub-contractors for the biggest
project in Netherlands Telecom & Media
Customer internal chnage started to be „more agile and alligned with
our way of working”
19 © 2011 Tieto Corporation

20. Crash Lessons
Context Training
course learnt
Customer results
• Know the customer
• Visiting the customer
• Customer glasses
• Customer and team driving the backlog
• Stable flow as the enabler
• Limiting work in progress
• Ownership of the whole flow
• Results KPI's vs Value created for the customer
• Feedback from Controller and people
• Software used by bigger group than originally planned
• "New way of working" should be used in the customer premises more
20 © 2011 Tieto Corporation

21. „We now use the functionalities which we didn’t figure out in the beginning of the
project. We removed functionalities which we thought we needed. We have seen
weekly progress which helped us to think with the users instead of thinking for the
users. We were apart of the solution and feel proud of the result.”
Customer representative
„Of course the productivity went up because we all were aware of each
other’s work and we know where the overlap was and avoided
this [...] And the funny thing is, in the end, they didn’t pay much attention
to the FD, they rather trust the demo results.”
Business Consultant
21 © 2011 Tieto Corporation

22. Lessons learnt
© 2011 Tieto Corporation
22 2011-07-18

23. …and above lessons learned
• IT and Business synergy
• Visibility, transparency, control
• Overcoming the fear!
• …PEOPLE
23 © 2011 Tieto Corporation

24. Questions?
24 © 2011 Tieto Corporation 2011-07-18

25. Jaroslav Prochazka
Marcin Kokott
© 2011 Tieto Corporation
Consultants
Tieto, Delivery and Quality
jaroslav.prochazka@tieto.com, marcin.kokott@tieto.com