Post on 13-Apr-2017
From Waterfall to AgileManaging Disruptive Change Without Disrupting the Business
Odd SandbekkhaugNTPM 2016, April 25-26
© 2016 ADVA Optical Networking. All rights reserved.2
A Little Bit About ADVA Optical Networking
We’re a global telecommunications optical networking equipment provider
which means …
we design and build high-speed networking equipment that reliably
transports the world’s voice, video and internet traffic
800+ engineers 13 R&D sites 8 countries 3 continents
© 2016 ADVA Optical Networking. All rights reserved.3
A Little Bit About Our Products
Transmission speeds of 25Tbit/s
Transmission distances of 3,000km
15-20 year product life span
99.999% availability
© 2016 ADVA Optical Networking. All rights reserved.4
Our Challenge
• Deliver the same great products faster and with less effort
• The world operates on shorter timescales: lean, agile, lean startup …
• Adapt quickly to our customers’ needs
• Free up resources for next-generation projects
© 2016 ADVA Optical Networking. All rights reserved.5
But It’s Not That Easy in a Waterfall World
• Our customers don’t deploy small frequent releases• Their operational model assumes large and infrequent software
upgrades
• Our projects are mixed hardware-software projects• Agile is not yet a trusted methodology for hardware development
• The prevalent operational model in our business is waterfall-based• The way products are developed• The way products are deployed
So let’s go agile …
© 2016 ADVA Optical Networking. All rights reserved.6
Yes, Let’s Go Agile!But we have some constraints …
© 2016 ADVA Optical Networking. All rights reserved.7
Constraints – Business Continuity
• Don’t force change onto customers
• Maintain the pace of feature introduction
• Support ongoing and future business
• Preserve our quality criteria
© 2016 ADVA Optical Networking. All rights reserved.8
Constraints – Internal
• Maintain our overall business process
• Preserve project management interfaces
• Adapt to hardware development cycles
• Manage the amount of change we introduce
We can’t force change everywhere at once. We need to …
© 2016 ADVA Optical Networking. All rights reserved.9
PRODUCT LIFECYCLE
MARKET ANDSOLUTION PROPOSAL
REVENUE GENERATION
REALIZATION
KD1 KD5KD4KD2 KD3Market definition
Product proposal
Project definition
Development VerificationKD6
Product ramp-up
Revenue
A Little Agility Goes a Long Way
• Introduce Agile where it can make a difference• In the development phase• Constrained to software development only
WaterfallDevelopment Model
AgileDevelopment Model
Limited Availability
General Availability
© 2016 ADVA Optical Networking. All rights reserved.10
Managing the Change
© 2016 ADVA Optical Networking. All rights reserved.11
PRODUCT LIFECYCLE
MARKET ANDSOLUTION PROPOSAL
REVENUE GENERATION
REALIZATION
KD1 KD5KD4KD2 KD3Market definition
Product proposal
Project definition
Development VerificationKD6
Product ramp-up
Revenue
Dealing With Constraints: Insulate the Change
Entry Criteria
Keep development phase entry criteria intact
Exit Criteria
Keep development phase exit criteria intact
Keep the overall lifecycle intact
Agile where it matters most
© 2016 ADVA Optical Networking. All rights reserved.12
What’s Your Measuring Stick?
How do you know if you’re getting better or worse?
? ? ? ?
© 2016 ADVA Optical Networking. All rights reserved.13
Measuring the Effect of Change
• Quality is a non-negotiable business-critical constraint• We’ll focus on that
• The verification phase becomes our reference baseline• Same or shorter duration• Same or better quality
• Collect performance data before and after introducing the change
PRODUCT LIFECYCLE
MARKET ANDSOLUTION PROPOSAL
REVENUE GENERATION
REALIZATION
KD1 KD5KD4KD2 KD3Market definition
Product proposal
Project definition
Development VerificationKD6
Product ramp-up
Revenue
© 2016 ADVA Optical Networking. All rights reserved.14
PRODUCT LIFECYCLE
MARKET ANDSOLUTION PROPOSAL
REVENUE GENERATION
REALIZATION
KD1 KD5KD4KD2 KD3Market definition
Product proposal
Project definition
Development VerificationKD6
Product ramp-up
Revenue
Setting the Stage: All Together Now
Entry criteria
Exit criteria
Overall business-impacting life cycle is maintained, satisfies internal and external customers
Baseline of acceptable
performanceInsulated area of change
© 2016 ADVA Optical Networking. All rights reserved.15
Enable the TeamsTraining on Agile MethodologyDomain Knowledge Sharing
Team Formation
© 2016 ADVA Optical Networking. All rights reserved.16
Agile Methodology Training• Train everybody in the agile teams
• Team members• Product owners• Scrum masters
• Train those not in the agile teams• Project managers• Line management• Other stakeholders
• Document your approach• Serves as internal training material• Alignment and consistency on ADVA’s agile flavor
© 2016 ADVA Optical Networking. All rights reserved.17
Scale the Training Without Breaking the Budget
Train the trainer: bootstrap the first program1 dozens=x
Train the trainers: create our own internal training programA dozen =x
Train all teamsClose to 200 people trained on ADVA’s particular brand of Agile across the globe=
© 2016 ADVA Optical Networking. All rights reserved.18
Domain Knowledge Sharing
Layer A
Layer D
Layer BLayer C
Partial-stack teams
Cross-Atlantic dependency management
© 2016 ADVA Optical Networking. All rights reserved.19
Domain Knowledge Sharing
Layer A
Layer D
Layer BLayer C
Layer BLayer C
Layer A
Layer D
Cross-train each otherFull-stack
teamsDon’t manage dependencies
…break them!
© 2016 ADVA Optical Networking. All rights reserved.20
Team Formation – Agile Team• Developers and testers together
• Long-lived, permanent team membership• Autonomy and delegated authority• Full-stack capability• Faster feedback loops and adaptability • Team-level planning and commitment• PM works through product owner
• Line managers as scrum masters• Line managers as product owners
• Works much better!• First-line managers lead through delegation and coaching – a mindset
change!
© 2016 ADVA Optical Networking. All rights reserved.21
The system is more than the sum of its parts
• Introduce the “system team”• System-wide continuous regression testing• Detect integration-type side effects• Keep the system alive and sane• Small team, but BIG job• Automated testing supported by Dev team
• Keep existing practices• Weekly core team meetings• System integration planning/tracking
• Project Manager• Maintains end-to-end view of release project• Assisted by team product owners and “über-scrum master”
Independent teams potential loss of a holistic system view
© 2016 ADVA Optical Networking. All rights reserved.22
Engage!• Frequent workshops with the teams
• Figure out what “Agile” means for your company• The people working here are the best ones to
improve the process
• Continuous selling and coaching• We had a LOT of resistance to change. You will too.• Changing management is a never-ending sales and
coaching job• You’re a sales person … even if you don’t know it
© 2016 ADVA Optical Networking. All rights reserved.23
Our Results … So Far
© 2016 ADVA Optical Networking. All rights reserved.24
Productivity
0 1 2-1 3-2-3Year
Waterfall Agile
Metric: Object
model size
Big waterfall projects
Agile kick-off
Team size reduced by 30% after Agile kick-off
(moved to next-gen)
Actual productivity
Expected productivity
© 2016 ADVA Optical Networking. All rights reserved.25
Development Quality - Releases
0 1 2-1 3-2-3
Metric: Verification defects per
release
Year
Agile kick-off
Waterfall Agile
© 2016 ADVA Optical Networking. All rights reserved.26
Development Quality - Program
Agile kick-off
0 1 2-1 3-2Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Year
P1
P2
Metric: Verification defects per
quarter
© 2016 ADVA Optical Networking. All rights reserved.27
Takeaways
© 2016 ADVA Optical Networking. All rights reserved.28
Yes, it can work here
Agile is fully compatible with ISO certification. We have gone through three annual audits with encouraging comments from auditors.
Open and transparent reporting coupled with great results
Agile can definitely work in a mixed HW/SW environment, but don’t force Agile where it is not welcome. Encourage and sell, then let it spread organically.
Then sell some more
You can introduce Agile change without impacting the business. Start small, build on small successes, and be willing to adapt when things go wrong.
Be pragmatic and listen to your internal customers
© 2016 ADVA Optical Networking. All rights reserved.29
Not Just Process but People Too
Team colocation matters. The more colocation you can achieve, the better team performance will be.
Continent time zone site room
Line management buy-in is critical. They will need to enable most of the changes and must be on board and driving.
Engage and include those who can make things happen
Project managers can block or enable change. Did the traditional waterfall approach really work that well? … Or is it just more familair?
Project managers need to be part of the change, even if the line management drives
© 2016 ADVA Optical Networking. All rights reserved.30
Focus on Your Approach
Results take time. Mindsets change slowly and reluctantly. You don’t control results, but you can influence what people do.
Trust that you are doing the right thing and reward behavior, not results
It’s fully possible to change an existing waterfall program into an Agile program while running. It’s also fully possible to start a new Agile program from scratch.
It doesn’t matter so much what you build. What matters is the mindset
Tools are an issue, but not THE issue. Get the methodology and mindset right first, then consider how tools can support the process.
A fool with a tool is still a fool
© 2016 ADVA Optical Networking. All rights reserved.31
Where to Next?
Enterprise-level AgileDevOps
Continue to evolve and practice Lean/Agile methods
Expand into the verification phase (downstream)
Expand into requirements development (upstream)
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