Keeping the spin – from idea to cash in 6 weeks

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Keeping the spin

– from idea to

cash in 6 weeks.ICGSE 2011

Jaroslav Prochazka, Marcin Kokott

Consultants

Tieto, Delivery and Quality

[email protected],

[email protected]

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Tieto

today

• Net sales approximately EUR 1.8 billion

• Listed in NASDAQ OMX Helsinki and Stockholm

• Founded in 1968

Tietotoday

• 18 000 IT professionals in close to 30 countries

• Customers on all continents

• One of the leading IT service companies in Northern Europe and global leader in selected segments

© 2011 Tieto Corporation

Who we are

• Delivery Mentor Network

• Core of the network

• 8 coaches

• 9+ years in IT (developers, architects, PMs)

• Have been supporting transformations in different industries in last 5 years in Tieto

• Representing Tieto at international IT conferences

3 2011-07-18

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Story Context

4 2011-07-18

Market challenges

Customers requires following (Forrester, 2011)

• Innovation and proactivity

• IT should bring more business value

• Aligning vendors’ goals with customer ones

• Additional Dutch unit challenges

• Traditional way of working followed

• Global Delivery Model started recently emphasized

• Chaotic communication and lack of project visibility

• Lack of coordination causing delays and rework

• Micro-management of Indian colleagues

• Decreasing motivation

• Lower customer satisfaction

2011-07-18

Context TrainingCrash course

Lessons learnt


Our world is distributed (outsourcing)

Dutch Team

Pune Team

Low-cost broad-band

communication channel

High-cost narrow-band

communication channelBoundary

spanner

Boundary

spanner

Ambassador

Analyst

Architecture

Design&CodeTesting

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Training

sessions

7 2011-07-18


Introduction training• Agile game as key part of this training

• Learning by doing

• Practical experience you can refer to when explaining concepts

• Game experience ensured guys to start without our help

• They received "practical experience„

• Sales training created awareness

8


Lessons learnt


Global Delivery Awareness• Dutch people disappointed by cooperation with Indian colleagues

• Big surprise! Different cultures

• Hofstede’s model presented

• Typical situations presented and explained

• It was fun and they finally understood…

9


Lessons learnt


Next steps• Dutch culture made it interactive workshops

• We came back to our office and stayed in touch

• Few discussions and FAQ sessions

• Dutch team have decided to run new project Agile …… but they have hit some struggles

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Lessons learnt

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One Week

Crash Course

2011-07-18


Crash course• Constraints:

• Limited time to spent with the team (1 week) + 2 mentors availible

• No possibility to „stop” to conduct the planned change

• Our original approach haven’t fit

• 14 weeks framework

• Our experience: months to pass

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Lessons learnt

New approach needed !


Crash course

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„A rapid and intense course of training or research (usually undertaken in an

emergency); "he took a crash course in Italian on his way to Italy"; "his first job

was a crash course in survival and in learning how to get along with people"; "a

crash programme is needed to create new jobs„”

Kaikaku (jap. „radical change”) means a radical change,

during a limited time, of a production system.


Set-up• Small teams

• Co-located, cross-funcitonal (also with coaches)

• 1 week sprints

• Culture, opennes, willing, highly innovative

• …and authority

• Toolbox (Practices, MCIF)

• Mentors in place for complete iteration

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Lessons learnt


Global co-operation• Limiting narrow communication channel

• Teams connected by interfaces

• Architecture around functionality/components

• Kick-off with the whole team (stable velocity -> distribution)

• Discuss even the mood

• Personal relationships

• „Co-location”

• Participating in each meeting

• Open window

15


Lessons learnt


Innovation

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Innovation• Visualize

• Rapid learning cycles (also for mentors)

• Instant feedback to the mentors

• Also from team, customer

• Simplify

• Even change of WoW

• Progress and status

• Kaikaku

• Breaking the habbits... and as side effect - fears

• Open minded (TDD)

17


Lessons learnt


Radiators

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Contract vs. results

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Measure Results

Keeping Schedule 32,7%

Keeping Workload 46,2%

PAI (Project Accuracy Index) 49,0%

…but…

Happy customer having more than requesting!

Customer want us to develop another part of fucntionality in this way of

working

Customer selected Tieto as one of the sub-contractors for the biggest

project in Netherlands Telecom & Media

Customer internal chnage started to be „more agile and alligned with

our way of working”


Customer results• Know the customer

• Visiting the customer

• Customer glasses

• Customer and team driving the backlog• Stable flow as the enabler

• Limiting work in progress

• Ownership of the whole flow

• Results KPI's vs Value created for the customer• Feedback from Controller and people

• Software used by bigger group than originally planned

• "New way of working" should be used in the customer premises more

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Lessons learnt

© 2011 Tieto Corporation21

„We now use the functionalities which we didn’t figure out in the beginning of the

project. We removed functionalities which we thought we needed. We have seen

weekly progress which helped us to think with the users instead of thinking for the

users. We were apart of the solution and feel proud of the result.”

Customer representative

„Of course the productivity went up because we all were aware of each

other’s work and we know where the overlap was and avoided

this [...] And the funny thing is, in the end, they didn’t pay much attention

to the FD, they rather trust the demo results.”

Business Consultant

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Lessons learnt

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…and above lessons learned• IT and Business synergy

• Visibility, transparency, control

• Overcoming the fear!

• …PEOPLE

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Questions?

24 2011-07-18

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Jaroslav Prochazka

Marcin Kokott

Consultants

Tieto, Delivery and Quality

[email protected], [email protected]

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Keeping the spin – from idea to cash in 6 weeks

Technology