The Journey towards Success in Product Maintenance
•
2 likes•326 views
The document discusses product maintenance at IFS, an enterprise software company. It outlines IFS's global presence with offices in 60 countries and over 2,800 employees. The document then details IFS's agile approach to product maintenance, which involves regional support centers, research and development teams, and customers working together. This agile approach has led to a 50% reduction in resolution time while using 15% fewer resources.
More Related Content
What's hot
What's hot (18)
Similar to The Journey towards Success in Product Maintenance
Similar to The Journey towards Success in Product Maintenance (20)
Recently uploaded
Recently uploaded (20)
The Journey towards Success in Product Maintenance
- 1. THE JOURNEY TOWARDS SUCCESS IN PRODUCT MAINTENANCE Hiruna Dissanayke
- 2. THE IFS GROUP – KEY FACTS Countries: 60 Offices: 79 Annual sales: 2 740 MSEK Employees: 2 800 HQ: Sweden REVENUE DISTRIBUTION EMEA 71% Americas 18% Rest of World 11%
- 4. REGIONAL SUPPORT CENTERS Scandinavia Americ a Asia Pacific Europe East & Central AsiaCentra l Europ e Europe West, Middle East, Africa
- 5. RESEARCH & DEVELOPMENT Nordic Sri Lanka PolandUKUS
- 6. OVERALL PROCESS Regional Support Centers Custome r R & D ~600 employees 100% focused on research, developing and supporting IFS Applications
- 7. AGILE IN IFS PRODUCT MAINTENANCE
- 9. COMMON VIEW
- 10. WORKFLOW BOARDS
- 11. LIMIT WORK IN PROGRESS
- 12. TEAM OWNERSHIP
- 15. DID WE SUCCEED
- 16. RESULTS IN PRODUCT MAINTENANCE Resolution time reduced by 50% With 15% less resources
- 17. QUESTIONS?
Editor's Notes
- Our support teams are also agile, using an R&D-specific methodology based on Scrum, Kanban, and LEAN. Note that there is also possibility to combine, e.g., Scrumban.
- The entire team has the same view of the status, the workload, our impediments etc Coordination of status and plans
- Agile support teams are using two tools to achieve transparency and limiting their work in progress. The team sets a limit to the number of support issues that they work on at a time. They should not go above this number. All support issues that are being worked on at a time are visualized to the team on a workflow board, indicating where the issue is in the process, who is involved, priority, etc. Having this board it is easy to clarify and enforce the WIP limit within the team by indicating it on the board.
- Agile support teams are using two tools to achieve transparency and limiting their work in progress. The team sets a limit to the number of support issues that they work on at a time. They should not go above this number. All support issues that are being worked on at a time are visualized to the team on a workflow board, indicating where the issue is in the process, who is involved, priority, etc. Having this board it is easy to clarify and enforce the WIP limit within the team by indicating it on the board.
- Support Issue Quality Resolution time Communication
- Support Issue Quality Resolution time Communication
- The entire team has the same view of the status, the workload, our impediments etc Coordination of status and plans
- The entire team has the same view of the status, the workload, our impediments etc Coordination of status and plans