Scaling Scrum using Lean/Kanban in Amdocs

Scaling Scrum using,[object Object],Lean/Kanban @ Amdocs,[object Object],April, 2010,[object Object],Erez Katzav ,[object Object],Yuval Yeret,[object Object]

Your presenters…,[object Object],Yuval Yeret (Agilesparks),[object Object],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,[object Object],AgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. ,[object Object],Erez Katzav (Amdocs),[object Object],Director of Process Engineering – Amdocs Product Business Group,[object Object],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,[object Object],Find me: erezkat@amdocs.com,[object Object], ,[object Object],2,[object Object]

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

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

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

PBG,[object Object],Product Business Group,[object Object],6,[object Object]

PBG Division,[object Object],50 products,[object Object],100 Components,[object Object],1 Portfolio,[object Object],1500 R&D employees,[object Object],6 Countries, 9 Locations,[object Object],7,[object Object]

Business Unit VP,[object Object],Business Unit,[object Object],$,[object Object],Product,[object Object],Product,[object Object],Product,[object Object],$,[object Object],C,[object Object],Dev,[object Object],Director,[object Object],Dev,[object Object],Director,[object Object],Dev,[object Object],Director,[object Object],C,[object Object],Component,[object Object],Component,[object Object],Component,[object Object],Dev,[object Object],Manager,[object Object],Dev,[object Object],Manager,[object Object],Dev,[object Object],Manager,[object Object],Dev,[object Object],Manager,[object Object],Dev,[object Object],Manager,[object Object],Dev,[object Object],Manager,[object Object],Component,[object Object],Component,[object Object],Component,[object Object],Component,[object Object],Component,[object Object],Component,[object Object],$,[object Object],C,[object Object],Product ,[object Object],Structure,[object Object],Release ,[object Object],Strategy,[object Object],Organization,[object Object], structure,[object Object],Locations,[object Object],P&L,[object Object],Culture,[object Object],8,[object Object]

Galileo,[object Object],Agile Implementation in Amdocs Product Business Group (PBG),[object Object],9,[object Object]

Agile as Planned Organization Change,[object Object],Balance,[object Object],Balance,[object Object],Balance,[object Object],Balance,[object Object],Balance,[object Object],10,[object Object]

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

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

Opportunity Team ,[object Object],Project,[object Object],Project,[object Object],Opportunity Team,[object Object],Feature,[object Object],PDM,[object Object],Backlog Items,[object Object],Product Backlog,[object Object],PDM,[object Object],Architect,[object Object],PgM,[object Object],QA,[object Object],Design,[object Object],Development,[object Object],Scrum Team,[object Object],13,[object Object]

What went well?,[object Object],14,[object Object],Time to market,[object Object],Scope Flexibility,[object Object],Customer satisfaction,[object Object],Team Satisfaction,[object Object],Productivity,[object Object],Quality,[object Object]

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

17,[object Object],Symptoms:,[object Object],[object Object]

Rework due to changes for started work

Requirement/Design defects due to last minute crisis-modeBacklog not ready,[object Object],Last minute changes,[object Object],READY?,[object Object],DONE,[object Object],Opportunity Team & Project Manager,[object Object],Scrum Team,[object Object]

Why not READY? ,[object Object],MISSING,[object Object],PO!!!,[object Object]

Solutions,[object Object],Flow,[object Object],Agile Requirements,[object Object]

Backlog Entities,[object Object],Release Vehicle,[object Object],Product/Architecture,[object Object],Feature Pack,[object Object],Project,[object Object],Product,[object Object],Portfolio,[object Object],Component,[object Object],Story,[object Object],WMG,[object Object],Feature,[object Object],Sprint,[object Object],Initiative,[object Object],Epic,[object Object],Epic,[object Object],MMF,[object Object],20,[object Object]

Solution – Continuous Flow-Based Opportunity Process,[object Object],Based on Lean/Kanban Pull/Flow,[object Object],Manage Work in Progress,[object Object],Ensure sufficient READY buffer,[object Object]

22,[object Object],Project/Component Kanban Board,[object Object],DONE,[object Object],READY!,[object Object],E2E Flow  ,[object Object],Scrum Team,[object Object],Opportunity Team,[object Object]

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

Rollout Case Study – Catalog Group,[object Object]

We started this way…,[object Object]

Than became more structured,[object Object]

Opportunity Team,[object Object],29,[object Object]

* In House Development,[object Object]

What is the best granularity?,[object Object],Features?,[object Object],Epics?,[object Object],Stories?,[object Object],Epics/MMFs!,[object Object]

32,[object Object],Kanbans… 4 Out of 60 active,[object Object]

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

Predictability/Commitments,[object Object]

Integrative Programs,[object Object],35,[object Object]

The need for sizing Features,[object Object],36,[object Object],Feature Points provide planning/tracking as long as Feature size varies,[object Object]

Feature Point,[object Object],37,[object Object]

Agile EVM Using Feature Points,[object Object],38,[object Object]

Both!,[object Object], + ,[object Object],Foundation Adoption!,[object Object]

Achieving Fast End to End Flow - Challenge,[object Object]

44,[object Object],Initiative/Program Kanban Board,[object Object]

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

Process Improvement WIP,[object Object]

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

How to drive more Pull?,[object Object]

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

Scaling Scrum using Lean/Kanban in Amdocs

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