Post on 01-Dec-2014
description
Delighting Vodafone Turkey’s Customers viaAgile TransformationERHAN KÖSEOĞLU
AGILE SOLUTIONS Senior Manager
Main Drivers for Agile Delivery
Our Agile Vision
Piloting: First 3 Months in Agile
Transformation
Scaling & Agile Solutions
Next Steps & Enterprise Adoption
Agenda
Second largest mobile company of Turkey with its 20.4 M subscribers
Second largest international direct investment in Turkey with more than 12B TL
More than 3300 employees, 1200 retailer stores and 43K stakeholders
To lead the Digital Transformation of Turkey
We shall continue to inspire all in line with our goal of promoting Turkey to the global league in mobile communications and digitalization by offering those little miracles of technology.
Main Drivers for Agile
Productivity
T2MQuality
Main Drivers for Agile Increasing market
competition emphasizes T2M pressure
EBU transformation increases business expectations
AHT is suffering due to usability and performance leakages
Productivity
Long T2M period due to latency
in waterfall silosT2M
Main Drivers for Agile
Communication gap between Analysts, Developers & Testers injects defects
Time to Market pressure may lead to untested delivery and increase in defects
Main Drivers for Agile
Quality
Main Drivers for Agile Delivery
Our Agile Vision
Agenda
«Delivering the leading products to the market with the best T2M and quality
in order to provide competitive advantage to the
business
to enhance customer delight»
Our Vision
Dimensions of Our Strategy
Supporting Tactic for Strategy
To Summarize
Briefly About Our Atmosphere
Main Drivers for Agile Delivery
Our Agile Vision
Piloting: First 3 Months in Agile
Transformation
Agenda
The Roadmap
Pilot Phase - Challenges Selecting where to start
Building a dedicated, cross functional Scrum team
Reserving a Scrum room
Pilot - How We Proceeded?
THINK BIGSTART SMALL
Pilot - How We Proceeded?
Teamwork BeforePROJECT
MANAGER
DEV. MANAGER
TEST MANAGER
Teamwork – Pilot Phase
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
Sprint Velocity
Team Cheetah,
pilot team,
3X Faster as a Result
of Teamwork
Transparency Knowing what to do for the next
2 weeks increased team motivation
Knowing team capacity & prioritization helped better planning and improved value delivered
Emergency rate lowered that chaos & lost for context switch decreased
0%10%20%30%40%50%60%70%80%90%
100%
Emergent Demand Ratio
On Avg 9%
Significant Cost Saving Implemented major business requests are projected to bring few millions of annual cost savings.
Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7
First 3 Months’ # of Business Requests Delivered
Achievements – Pilot Team
3X FasterAt the end of its first 3 months of transition, now, Team Cheetah produces approximately forecasted 120 man / days work request in its each Sprint by spending only 40 man / days
2.4X Improved ItselfTeam Cheetah started its journey with a Sprint Velocity of 75 points and reached 180 points at the end of its first 3 months
Happy Business ‘‘What the business needs
are quality and speed. Now, this need is satisfied with a Scrum team. We are so happy to have the chance to collaborate more with the development side which helps us to be more efficient and faster. Thanks..’’
‘‘Our demands are now handling faster with less problems than before’’
DOs for Pilot Phase Start small with one or two
teams
Focus on creating teamwork and transparency
Focus on delivering quick win
DONTs for Pilot Phase Look for perfection
Work with long Sprints
Be a flaccid Scrum
Main Drivers for Agile Delivery
Our Agile Vision
Piloting: First 3 Months in Agile
Transformation
Scaling & Agile Solutions
Agenda
The Roadmap
Scaling- Challenges Getting dedicated testers into the
teams
Dealing with resistance
Finding more Scrum Masters
Finding place for Scrum boards
B Type Legacy
Scrum Team
C Type & Web Scrum Teams
Test Aut. Scrum Team
B Type Genesis
Scrum Team
12 2013 02 2014 03 2014 05 2014
Scaling- How We Proceeded?
Scaling- How We Proceeded?
Teamwork
Augu
st
Sept
embe
r
Octob
er
Novem
ber
Decem
ber
Janu
ary
Feb
Mar Ap
rMay
June Ju
ly
* In May, all the current business requests were suspended
Kpi
*
C Type - Business Demand Delivered
2X Delivery Increase
with Scrum
Productivity Metrics
Quality MetricsUntested Business Demand RateDefect Rate
Number of Delivered Business DemandSprint VelocityCommitment vs DONEEmergent Demand Ratio
Transparency - Metrics10X Less
Defects!
Transparency - Communication
35PMITR PM Summit 2014 – CHANGE!
Transparency - Boards
Standardization
Configuration Verification & Validation in order to decrease customer complaints
Establishing a working standard to improve quality & creating a knowledge base
Scaling to Autonomous Unit
B Type Legacy
Scrum Team
C Type & Web Scrum Teams
Test Aut. Scrum Team
B Type Genesis Scrum Team
12 2013 02 2014 03 2014 05 2014 07 2014
Scaling to Autonomous Unit
Establish a protected Agile culture
Build body of knowledge
Support Agile Adoption through the remaining organization
It is an autonomous unit where knowledge for creating a sustainable advantage is rapidly disseminated. It is build to:
Agile Solutions - Structure
All Fast Track Type Delivery Line
Consumer
Enterprise
DOs for Scaling Phase
Focus on creating transparency inside the teams & between business and teams
Align with business
Create standards among different teams
Create basic yet powerful metrics
Go for autonomous unit to protect & grow Agile culture
DONTs for Scaling Phase
Rush and lose control while scaling
Underestimate the power of capable Scrum Masters
Forget that this is a transformation of culture and it will be hard
Main Drivers for Agile Delivery
Our Agile Vision
Piloting: First 3 Months in Agile
Transformation
Scaling & Agile Solutions
Next Steps & Enterprise Adoption
Agenda
The Roadmap
1st: Empower & Grow the Agile Solutions
Agile Solutions unit is positioned as a role model for change & success inside the company. So, we need to continue to:
Create more significant success
Enhance our impact area
Agile Together Meetings
Keep Calm & Be Agile Meetings
White Paper
Grow Change Agents
Enhance Skills
Dashboard
Performance
ScoreCards
Agile Solutions CommunicationLeading the change and managing
the perception
Transparency Acceleration
Actions to improve Agile Teams’ transparency in order to be able to better align & communicate
with business
Scrum Master EmpowermentFocus to improve Scrum Master
skills in order to enable a learning organization which continuously
improves itself
Empower, How? - Focus Areas
Grow, How? – Responsibilities
Gain new skills in order to decrease external dependencies
Focus on automation
Build the capacity to handle all of the both C & B type business demands and be responsible for 60% of the all business demands
Innovate and lead the innovation in IT
• Body of knowledge & Standards
• Grow Agile culture enterprise wide
An internal unit of coaches, change agents leading the enterprise agility transformation.
• Support & Guide Agile teams• Rollout new Agile teams• Monitor & Evaluate Agile
teams
Then, Further Vision..
Final Words