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AGILE TRANSFORMATION
@ERICSSON FINLAND@ERICSSON FINLAND
SCRUM GATHERingLONDON11.10.2011HENRI KIVIOJA HEAD AGILE COACH
Agile Transformation
Agile by the Book
RealityRealityRealityReality
Inefficiencies
Inflexibility
AdaptationAdaptationAdaptationAdaptation
Flexibility
Efficiency
Quality
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 2
Inflexibility
Unsecureness
Context Specific
Constraints
Quality
Empowerment
trust
Fears
Misconceptions
Resistance toChange
Complextelecomproduct
Complextelecomproduct
10+ years of
development
10+ years of
development
STarting point
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 3
significantinstalled
base
significantinstalled
base
Large distributed
multisite development
Large distributed
multisite development
Agile TransformationWHY change?
Improve responsivenessImprove responsiveness
Create most valueCreate most value
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 4
Improve responsivenessImprove responsiveness
EMpower peopleEMpower people
Build quality inBuild quality in
Agile TransformationThe Journey
Agile wake-up
call
Agile wake-up
call
1st team started. Real learning kicked-off
1st team started. Real learning kicked-off
Whole organization transformed
Whole organization transformed
Reading, studying,planning
Reading, studying,planning
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 5
Upfront planning by management
2008 2009 2010
Learning and adapting by everyone
Project Management Team
Support Roles
TRG –Transfer reference group
Management TeamFirst ScrumMasters
ImpedimentsBig Picture
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 6
Line ManagementFirst Teams
Developers
First ScrumMastersSome Team MembersExternal Coaches
Node Project ManagerLearningDecisions
Scaling up of teams
25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50
NovOctSeptAugJul Dec FebJan10 Mar Apr JunMay AugJul Sep Oct Nov
Tigers
Wolves
xFT1
xFT2
xFT6
xFT3
xFT7
xFT8
xFT9
xFT4
xFT5
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 7
ETH xFT1
xFT10
xFT11
ETH xFT2
Dragons IPTS
ETH xFT3
Systemization
Implementation
Testing
Capability and VelocityFeature
Sprint
Ide
alis
tic
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 8
› Agile translates capability management into velocity challenge– Product bottlenecks disappeared– Discipline bottlenecks introduced
à Moderate generalization is needed
Re
alit
y
Individuals
Co
mp
ete
nc
e
Communities of Practice
Generalizing
Working system instead of heroic
individuals
Participation on tool development
Focus on product integrity
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 9
Competence Area
Co
mp
ete
nc
e
GeneralizingSpecialists
IndividualsIn Business
ValueStream Test strategy
Test and SW craftmanship
individuals
Teamsthe value unit in agile organization
Teams Grow
No Upfront plans
ITERATION Pulse
ContinuousIntegration
One Backlog Less Integration planningNo check-points
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 10
Teams GrowThe System Potentially
ShippableProduct
Features andReleases
Disconnected
End-To-EndUser Stories
AnatomyArchitecture
Test StrategyBurn-Down
Release, feature, Team
Product
FeatureFeatureFeature
Development Community
TransparentTransparentTransparentTransparent
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 11
Teams with Product Focus, Support for XftsRVC Support
FeatureFeatureTransparentTransparentTransparentTransparentRealRealRealReal----time time time time FeedbackFeedbackFeedbackFeedback
Simplified work flow
XFT1PPO ScM
CustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomers
PPO
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 12
ReleaseVerification
XFT2 ScM
XFT3 ScM
XFTn ScM
MainSW
branchProduct
ManagementProductOwner
PPO
PPO
STRUCTURE –enable pull
POPOPOPOssssPOPOPOPOssss
Release PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerLineLineLineLineLineLineLineLine CapabilityLong-term items
Product ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct Management
Epic-basedordering
Features
Epics
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 13
POPOPOPOssssPOPOPOPOssss
AREA1 AREA2 AREA3Product
ProductProductProductProductCoPCoPCoPCoP
ProductProductProductProductCoPCoPCoPCoP
AREA1AREA1AREA1AREA1CoPCoPCoPCoP
AREA1AREA1AREA1AREA1CoPCoPCoPCoP
AREA2AREA2AREA2AREA2copcopcopcop
AREA2AREA2AREA2AREA2copcopcopcop
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
Tech Leads participate in communities of practiceFlexible Team allocation, commit in 2mo chartering
Epics
UserStories
Infra
AREA3AREA3AREA3AREA3copcopcopcop
AREA3AREA3AREA3AREA3copcopcopcop
System Community ofpractice
system COP
Series of open sessions
Discuss
Feature System
Functionality
Feature
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 14
Systemize
Agree
Share
decide
Architecture
User Story Content
And Verification
CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE
features
Epics
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
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MMMMMMMMMMMMMMMMMMMMMMMM
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Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn
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MMMMMMMMMMMMMMMMMMMMMMMMEEEEnnnnEEEEnnnn
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FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
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MMMMMMMMMMMMMMMMMMMMMMMM
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
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FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
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MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
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FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 15
UserStories
tasks
MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee MMMM
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Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE
features
Epics
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMMEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 16
UserStories
tasks
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
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MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee
MMMMeeeeMMMMeeee
nnnnnnnn
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EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
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xxxxEEEExxxx
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eeeeMMMMeeee EEEE
xxxxEEEExxxx
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
Strong focus on coaching
Conseptual coaching
•Repeating practices
•No real passion
•Not fully understandingthe big picture
Ericsson agile coaching
•Understanding principles, supported by practices
•Substance driven
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 17
•Focus on rituals
•behavior driven•Passionate
•Concentrating on work, not the workers
•Value driven
Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment happens when people and teams
take full responsibility of improving their process
Empowerment, a buzzword?
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 18
IT´s all about people!IT´s all about people!
Continuous IntegrationDefinition
“Continuous integration is a software development practiceContinuous integration is a software development practiceContinuous integration is a software development practiceContinuous integration is a software development practice– members of a team integrate their work frequently– each integration is verified by an automated build (including test)– to detect errors as quickly as possible.”
http://martinfowler.com/articles/continuousIntegration.html
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 19
“A potentially shippable product“A potentially shippable product“A potentially shippable product“A potentially shippable product is one that has been designed, developed and tested and is therefore ready for distribution to anyone in the company for review or even to any external stakeholder”
http://www.scrumalliance.org/articles/106-definition-of-done-a-reference
Continuous IntegrationMotivation
Multiple teams working with same code-baseà Continuous integration framework needed
Cross-functional teams– Developers are the CI customers
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 20
à Focus on quick feedback, not on next test phase
Reduced TTM by means of preserving always shippable productà Release stabilization time reduced
Build StatisticsExcl Team Builds
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 21
Tools
Test Automation Test Automation Test Automation Test Automation Integration tests
ImprovementsImprovementsImprovementsImprovementsCommon Ownership
Online feedBackOnline feedBackOnline feedBackOnline feedBackChat, Info radiators, Wiki
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 22
Build Times Build Times Build Times Build Times 60min to 0-3min
Build SystemBuild SystemBuild SystemBuild SystemCustom to Generic
VCSVCSVCSVCSClearCase To GIt
Information System Information System Information System Information System Connecting The Toolkit
Tools
With Corporate Tools you Will Get Corporate Agile:
•Slow
open source and open interfaces gives us
•Social networks
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 23
•Slow
•Non-adaptive
•Cumbersome
•Social networks
•Ownership
•Empowerment
•Flexibility
•motivation
Online FeedBackInformation Radiator
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 24
FunctioN FunctioN FunctioN FunctioN
System System System System
Test Test Test Test
Waterfall Test Strategy (2)The Past
release
EarlyEarlyEarlyEarly
1w
Practices for Scaling Lean & Agile Development
CORE NW I&V CORE NW I&V CORE NW I&V CORE NW I&V
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 25
CT CT CT CT
Function Test Function Test Function Test Function Test (Subsystem) (Subsystem) (Subsystem) (Subsystem)
FunctioN FunctioN FunctioN FunctioN Test on Target Test on Target Test on Target Test on Target
6w
6w
6w
CT CT CT CT Component Component Component Component
TestTestTestTest
CT CT CT CT
CT CT CT CT CT CT CT CT
Function Test Function Test Function Test Function Test (Subsystem) (Subsystem) (Subsystem) (Subsystem)
EarlyEarlyEarlyEarlySystem System System System
Test Test Test Test
Unit Unit Unit Unit
Test Test Test Test
Unit Unit Unit Unit
Test Test Test Test
1d
1w
1w
IntegrationIntegrationIntegrationIntegrationSystem Build System Build System Build System Build
Consolidation Consolidation Consolidation Consolidation
Craig Larman and Bas Vodde
ProcessContinuous Integration
System System System System
SimulatedLEGACY TEST Smoke FT
on Target HW
FULL Ft
Upgrade
Loadtests
System TestsSystem TestsSystem TestsSystem Tests:Quality of serviceCharacteristics
hour
day
week
DAily Build
Weekly BUild
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 26
DevelopeR DevelopeR DevelopeR DevelopeR
Team Team Team Team
COMMONCOMMONCOMMONCOMMON
Developer Tests DevelopmentPractices
LEGACY TEST
targetbuild
on Target HW
sec
min
hour
Smoke tests
Team build
StaticAnalyzers
1/day/Team
N/day
ProcessContinuous Integration
System System System System
hour
day
week
Daily Build
Weekly Build
Quick product level
Securingproductquality
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 27
DevelopeR DevelopeR DevelopeR DevelopeR
Team Team Team Team
COMMONCOMMONCOMMONCOMMON
sec
min
hour
1/day/Team
N/day
Developers Decide the tests Required before
publishing to main track
Quick product level feedback
Organization
Mindset
TestTests on separate branchOnly corrections allowed
Quality Doors and check points
Small code changeson top of stable base
Identify faulty commits
EncourageEncourageEncourageEncourageCI Thinking
AvoidAvoidAvoidAvoidTracks
Qood QualityQood QualityQood QualityQood Qualityis the result
not the prerequisiteFail FAstFail FAstFail FAstFail FAstFix FastFix FastFix FastFix Fast
AvoidAvoidAvoidAvoidSilos
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 28
Task ManagementImplementation proposal
for Products
Detailed integration planning
Independent end-to-end tasks
Dependencies incl. into Backlog
DeveloperIncrements implemented
In Branches
Products integratedinto system
Small code changesintroduced to Main
E2E User StoriesIntegrated into system
Quality Doors and check pointsEmphasize waterfall
Identify faulty commitsInstead of debugging
Organizational change
SysteM Design I&V
Implementation
Low Level Tests Function Test
System Test
IntegrationQuick Studies
Feature Systemization
Development
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 29S
ys
te
M
Development
Feature Systemization
Implementation
Low Level Tests
Function Test
Integration Product level feature development
Packaging, Integration tests
System Test
Re
le
as
e V
er
ific
atio
n
Agile testing quadrantsProviding landscape for team’s strategy work
BUSINESS FACING
SU
PP
OR
TIN
G T
HE
TE
AM C
RIT
IQU
E P
RO
DU
CT
Automated&Manual
Manual
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 30
TECHNOLOGY FACING
SU
PP
OR
TIN
G T
HE
TE
AM C
RIT
IQU
E P
RO
DU
CT
Automated Tools
Q1 Q4
Q3Q2
Product Teams and Test Phases
Test Setup
Scrum Teams + services from test teams
Implementation Implementation Implementation Implementation
TR Corrections TR Corrections TR Corrections TR Corrections
Subsystem Test Subsystem Test Subsystem Test Subsystem Test
Function Test Function Test Function Test Function Test
System Test, NW I&V System Test, NW I&V System Test, NW I&V System Test, NW I&V
Release Verification Release Verification Release Verification Release Verification
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 31
Scrum Teams + services from test teams
Continuous Integration
OrganizationIntegrating test activities into the value stream
› Scrum: All (test) activities in cross-functional teamsà All test activities follow the sprint pulse
– Scope from Product Backlog– (Daily) SW base from Continuous Integration flow
› Why separate Test Teams are needed– Limited interdependency between implementation and System test – Competence, Test environment availability, lead-time might also be issue
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 32
› Why test sprints might be needed– Test sprints are seen as Scrum-but because it’s a sign of test debt– In our context test sprints are needed
› HW changes, platform uplifts, architecture redesign etc– Test sprint is just an extreme example when test effort >> implementation effort
› Is it possible that testing is delayed/late in Agile organization? Is it possible that testing is lacking resources?
Teams Test Strategy in Cross-Functional Teams
› Best Architectures, Designs and Requirements emerge from cross functional teamsà Best Test Strategies emerge from cross-functional teams
› Earlier Test Strategy work– Influenced by site setup (politics)– Organizational setup driven by budgeting, impacting efficient scope division– Often describes how testing was done instead of proactive approach
› Test “as efficiently as possible” instead of “as early as possible”
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 33
› Test “as efficiently as possible” instead of “as early as possible”– Focus on fast feedback– All test activities in Scrum teams enables direct comparison of the qualities of test levels
› Execution times, level of automation› Maintainability, Ease of use
› No scope sub-optimization in test activities– Test scope always takes the room that is given to it– Optimal test scope division in waterfall and non-waterfall is different
› Inter-team collaboration needed to avoid sub-optimization on team level
Active communities of practice
Developers CoP Development practices (e.g., design rules, legacy/future dev tools & env, IT hub, unit testing, etc.)
Unit Test Cop Unit test practicesFunctional Verification on Target CoP Functional Verification, Test Automation CoP Test automationLM Test CoP Loadmodule testingContinuos Integration CoP Build Time CoP Enhancing the
Continuous Integration
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 34
Continuous IntegrationVerification Strategy CoP Overal Product Verification strategy and
its status (covering feature development, integration, RVC and PLM)
Component Guardian CoP componentguardiancopFramework CoP Product Quality issues and our WOWScrum Master CoP Varies among scrummastersInfo Handling CoP Make it easy to share, access and
produce information. RoseRT and RSA-RTE CoP RoseRT and RSA-RTE related issues
Change in almost everything!
Big projectsBig projects Decoupled development and flexible releasesDecoupled development and flexible releases
System/development/testsilo organization System/development/testsilo organization Cross functional teamsCross functional teams
Individual officesIndividual offices Team spacesTeam spaces
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 35
Narrow & specialized competencesNarrow & specialized competences
Broader competences and continuous learningBroader competences and continuous learning
Individual accomplishmentIndividual accomplishment Team successTeam success
Following a defined & detailed processesFollowing a defined & detailed processes Agile and Lean thinkingAgile and Lean thinking
Top down controlTop down control More people initiative and self organizationMore people initiative and self organization
Agile Transformation
Agile by the Book
RealityRealityRealityReality
Inefficiencies
Inflexibility
AdaptationAdaptationAdaptationAdaptation
Flexibility
Efficiency
Quality
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 36
Inflexibility
Unsecureness
Context Specific
Constraints
Quality
Empowerment
trust
Fears
Misconceptions
Resistance toChange
Agile is about business
What do we need to do make lean and agile
a great success on enterprise level?
› Continuous Integration on Solution level -> Continuous Deployment
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 37
› Acceptance Test Driven Development › All tests are done parallel, all the time › Agile Release Planning › Small batches to support the flow › Agile and Lean Coaching on all levels
EMpower and Engage!
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 38
It’s all about people!It’s all about people!It’s all about people!It’s all about people!
Our main learnings so far
First hand evidence and experience through feedback
cycles is
Whole organization needs to accept the move from up front planning to living
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 39
the real source of learning
with the pulse of the teams
This is a profound change of culture & thinking that goes
way beyond processes & tools
Contact
hkivioja Henri @ Twitter
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 40
bit.ly/agileinc Agile Inc Blog
Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 41