Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)
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This document discusses how Tieto helped a Dutch client transition to an agile way of working with their Indian team in just 6 weeks. Initially, the Dutch team was disappointed with the collaboration due to cultural differences. Tieto provided training on agile methods, global delivery, and cultural awareness. They then led a 1-week "crash course" using rapid learning cycles to break old habits. This improved innovation, global cooperation, and customer results. The client was happy with the outputs, saw weekly progress, and selected Tieto for future work due to the new approach.
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Keeping the spin - from idea to cash in 6 weeks (ICGSE2011)
- 1. ©2011TietoCorporation Keeping the spin – from idea to cash in 6 weeks. ICGSE 2011 Jaroslav Prochazka, Marcin Kokott Consultants Tieto, Delivery and Quality jaroslav.prochazka@tieto.com, marcin.kokott@tieto.com
- 2. ©2011TietoCorporation Tieto today • Net sales approximately EUR 1.8 billion • Listed in NASDAQ OMX Helsinki and Stockholm • Founded in 1968 Tieto today • 18 000 IT professionals in close to 30 countries • Customers on all continents • One of the leading IT service companies in Northern Europe and global leader in selected segments
- 3. © 2011 Tieto Corporation 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 2011-07-18
- 5. 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 Context Training Crash course Lessons learnt
- 6. © 2011 Tieto Corporation Our world is distributed (outsourcing) Dutch Team Pune Team Low-cost broad-band communication channel High-cost narrow-band communication channelBoundary spanner Boundary spanner Ambassador Analyst Architecture Design&Code Testing
- 8. © 2011 Tieto Corporation 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 8 Context Training Crash course Lessons learnt
- 9. © 2011 Tieto Corporation 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… 9 Context Training Crash course Lessons learnt
- 10. © 2011 Tieto Corporation 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 10 Context Training Crash course Lessons learnt
- 12. © 2011 Tieto Corporation 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 12 Context Training Crash course Lessons learnt New approach needed !
- 13. © 2011 Tieto Corporation Crash course 13 „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.
- 14. © 2011 Tieto Corporation 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 Context Training Crash course Lessons learnt
- 15. © 2011 Tieto Corporation 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 Context Training Crash course Lessons learnt
- 16. © 2011 Tieto Corporation Innovation 16
- 17. © 2011 Tieto Corporation 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 Context Training Crash course Lessons learnt
- 18. © 2011 Tieto Corporation Radiators 18
- 19. © 2011 Tieto Corporation Contract vs. results 19 Measure Results Keeping Schedule 32,7% Keeping Workload 46,2% PAI (Project Accuracy Index) 49,0% …but… 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”
- 20. © 2011 Tieto Corporation 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 Context Training Crash course Lessons learnt
- 21. © 2011 Tieto Corporation21 „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
- 23. © 2011 Tieto Corporation …and above lessons learned • IT and Business synergy • Visibility, transparency, control • Overcoming the fear! • …PEOPLE 23
- 24. © 2011 Tieto Corporation Questions? 24 2011-07-18
- 25. ©2011TietoCorporation Jaroslav Prochazka Marcin Kokott Consultants Tieto, Delivery and Quality jaroslav.prochazka@tieto.com, marcin.kokott@tieto.com