Viele Agile Transformationen werden von Druck und Ratschlägen aus einer Vielzahl unterschiedlichster Quellen begleitet. Thema des Talks ist ein Ansatz, wie eine agile Richtung und eine bessere Arbeitsumgebung in Zusammenarbeit mit allen Beteiligten ohne Druck erreicht werden kann; nämlich der Non-Pressure-Approach. Teil des Talks ist die Reflektion mit Mark Tödtling in einem offenen, transparenten Austausch.

1. Agile Transformation in the Area
of Customer Service /
Non-Pressure-Approach

2. Agenda
1
2
3
4
5
Initial Situation
First Steps
Let’s Change
Summary
Future Outlook - Q & A

3. Initial Situation

4. Our Service Numbers…
14
Customers
20
Commerce
Platforms
> 300
Tickets/Month
3 hrs.
Avg.
reaction
time over all
ticket
priorities
9
Service
Engineers

5. In which Area do we work…
1st Level
Solving basic issues, answering general questions about software functionality
• Deals with basic issues, , including solving usage issues and providing details about a product functionality.
• If additional technical help is required, the issue is escalated to Level 2 by following the documented escalation procedure.
2nd Level 3rd Level
In-depth technical support
• Provides in-depth troubleshooting, technical
analyses and backend support. Level 2
Support Engineers have specific product
know-how and are technical and
communicational skilled.
• If Level 2 fails at providing any solution, the
issue needs to be prepared with all
information and escalated to Level 3 support.
Handling advanced problems that need
investigation on the code or system level
• Participates in managing, prioritizing, break-fixing
activities, minor enhancements, problem
management, stability analysis, etc.
• Highest technical resources available for solving an
issue or creating a new feature. They attempt to
create a replica of the problem to determine the root
cause, using a product code, specifications and
design.
4th Level
Support powered by software/hardware vendors
• Support requests for components or products that are not serviced by the company directly.
• SAP Core Issues, Google/Azure Infrastructure Problems, etc.
• The issues forwarded to Level 4 are monitored by the companies until they are resolved.

6. Our Challenges
Cognitive overload among
employees
Declining employee
satisfaction
Increasing project
complexity
shedding of responsibility
Reputation within the
organization

7. Why Agile Transformation
Creation of an
environment of...
... Purpose
... continuous
improvement
... collaboration
...Transparency
... self organisation
Our goal is to define a framework in which our
employees have the freedom to develop, take
responsibility and achieve high performance
without pressure.

8. First Steps

9. Initial Situation -
let's start at the beginning
Team Member:
Wir haben gerade erfahren, dass du unser Scrum master
wirst. Habe mich sehr gefreut, aber die Wahrheit ist: "Wir sind
Scrum gegenüber eher abgeneigt - nur als Vorwarnung".
First Retro:
- See Memes
- Small Improvements

10. Mastery: Too many projects and everyone has to know
and be able to do all of them (14)
Purpose: Good Condition
Initial Situation -
let's start at the beginning
Autonomy: I have to ask
2. Retro: See Actor
or superhero

11. Let’s Change

12. Team-split
Projects & Teams
Name & Logo
Workshop
Resistance Check

13. Challenges
Self-organisation
What does the team
say?
Options & Experiments
Mob Ticketing
Fist of Five
Pair Ticketing

14. Career Path
Service Engineering
Young Professional
Service Engineering
Professional
Chapter Lead
Maintainability
Engineering
Customer Service
Lead
Service Engineering
Expert
Problem
Management
Role
Job Add-On
Hard Skill
Area
Soft Skill
Area
Experience
Area
Skill Matrix

15. Summary
> Non-Pressure-Approach
> Team-Split
> Self-Organisation
> Career Path

16. Future outlook
> Improvement board for the whole department
> KPI Board Rollout
> Alert Management & On-Call Optimization
> Maintainability Engineering Rollout

17. Q&A