Learn how Amdocs and Agilesparks took an enterprise Scrum implementation to the next step with Lean/Kanban - Presented in the Lean Software and Systems Conference 2010 in Atlanta

1. Scaling Scrum using Lean/Kanban @ Amdocs April, 2010 Erez Katzav Yuval Yeret

2. Your presenters… Yuval Yeret (Agilesparks) Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez Katzav (Amdocs) Director of Process Engineering – Amdocs Product Business Group Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1500 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition Find me: erezkat@amdocs.com 2

3. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 3 Case Studies

4. “…we provide state-of-the-art customer experience system products and services, allowing Service Providers to achieve their business goals and gain a competitive edge” 4

5. annual revenues in excess of $3 billion Some of our customers global employees 17,000+ customers in over 50 countries 5

6. PBG Product Business Group 6

7. PBG Division 50 products 100 Components 1 Portfolio 1500 R&D employees 6 Countries, 9 Locations 7

8. Business Unit VP Business Unit $ Product Product Product $ C Dev Director Dev Director Dev Director C Component Component Component Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Component Component Component Component Component Component $ C Product Structure Release Strategy Organization structure Locations P&L Culture 8

9. Galileo Agile Implementation in Amdocs Product Business Group (PBG) 9

10. Agile as Planned Organization Change Balance Balance Balance Balance Balance 10

11. Phase 1 - Scaling Scrum Each Product has its own heartbeat All products are delivering to portfolio lab for integration every 3 month. Products under the same BU are integrated within the 3 months Opportunity Team (customer Team) are responsible for taking a project and breaking it to sprint size stories. 11

12. Backlog Management Process Release Plan Strategy Managing Release Backlog Initiations Opportunity/customer Team Solution Overview High Level Design Top Priority – Mini Release Items Portfolio Planning Plan 2 Plan 3 Plan 1 Plan 4 Portf Mini Release 1 Portf Mini Release 2 Portf Mini Release 3 Portf Mini Release 4 Portfolio Heartbeat Products Iterations Scrum Team Portf Mini Release 2 Portf Mini Release 3 Portf Mini Release 4 Portf Mini Release 1 Portfolio Integration Lab Releases Development Product Integration 12

13. Opportunity Team Project Project Opportunity Team Feature PDM Backlog Items Product Backlog PDM Architect PgM QA Design Development Scrum Team 13

14. What went well? 14 Time to market Scope Flexibility Customer satisfaction Team Satisfaction Productivity Quality

15. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 15 Case Studies

16. Challenges… 16 No sync Between Backlog Grooming and Development Waste in Requirement Definition, idle resources Not Enough visibility to the end to end process Not enough focus on E2E cycle time Not Enough Collaboration inside Opportunity team and with Scrum teams Not Enough Quantitative Measures Hard to show success, Hard to identify concrete areas for improvement focus Big features Less ability to control Flow and improve time to market Pure Support Teams Planned Iterations don’t work

18. Rework due to changes for started work

19. Requirement/Design defects due to last minute crisis-modeBacklog not ready Last minute changes READY? DONE Opportunity Team & Project Manager Scrum Team

20. Why not READY? MISSING PO!!!

21. Solutions Flow Agile Requirements

22. Backlog Entities Release Vehicle Product/Architecture Feature Pack Project Product Portfolio Component Story WMG Feature Sprint Initiative Epic Epic MMF 20

23. Solution – Continuous Flow-Based Opportunity Process Based on Lean/Kanban Pull/Flow Manage Work in Progress Ensure sufficient READY buffer

24. 22 Project/Component Kanban Board DONE READY! E2E Flow   Scrum Team Opportunity Team

25. Kanban – The Change Management aspect Benefit from team-level visibility created hunger for end-to-end visibility Management liked the fact that Kanban can bring measurements that can be connected to concrete actions Scrum teams welcome any method that will help them get ready and stable backlog for the sprint

26. Agenda Background & Transition to Agile Our organisation Scaling Scrum Introducing Kanban What went well? The Challenges The Solutions change Management Case Studies Implementation Of Kanban 24 Case Studies

27. Rollout Case Study – Catalog Group

28. Training

29. We started this way…

30. Than became more structured

31. Opportunity Team 29

32. * In House Development

33. What is the best granularity? Features? Epics? Stories? Epics/MMFs!

34. 32 Kanbans… 4 Out of 60 active

35. What we see THESE DAYS(in this group and typically in others) Quick Win – Monitor Sprint Readiness Fixed problem of Designs not Ready for DEV Fixed problem of Requirements not Ready for Design Managers say “The Kanban is our work manager” and drive for wider use. Most activities are on the board Starting to customize the board First stages of WIP awareness First stages of flow

36. Predictability/Commitments

37. Integrative Programs 35

38. The need for sizing Features 36 Feature Points provide planning/tracking as long as Feature size varies

39. Feature Point 37

40. Agile EVM Using Feature Points 38

41. Projects?

42. Products?

43. Both!

44. Both! + Foundation Adoption!

45. Achieving Fast End to End Flow - Challenge

46. 44 Initiative/Program Kanban Board

47. Business Unit VP Business Unit $ How do you drive Process Improvement In THIS environment? Product Product Product $ C Dev Director Dev Director Dev Director C Component Component Component Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Dev Manager Component Component Component Component Component Component $ C Product Structure Release Strategy Organization structure Locations P&L Culture 45

48. Process Improvement WIP

49. Process Improvement WIP WIIFM – Pull improvements based on specific context/pains Replace Push with Pull by development groups WIIFM – Pull ideas based on real needs of the field Validate improvements/kits to improve quality and usability of improvements Increase drive and capacity to deploy improvements

50. How to drive more Pull?

51. 49

52. Thresholds Customization 50 To ensure min’ work at each stage What is the average time each item should stay at each stage – to identify the ones that are not active And not more then what can actually be handled

53. Flow/Pull Indications 51 And you get here a notice what is the problem If one of the parameters are not met the column is colored Indicates an “aging” note

54. Hot Items 52

55. Your presenters… Yuval Yeret Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profile AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez Katzav Director of Process Engineering – Amdocs Product Business Group Responsible for the implementation of Agile in big organization that includes more than 50 products and more than 1200 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transition Find me: erezkat@amdocs.com 53