Erhan koseoglu Delighting vodafone turkey's customers via agile transformation

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Delighting Vodafone Turkey’s Customers via Agile Transformatio n ERHAN KÖSEOĞLU AGILE SOLUTIONS Senior Manager

description

In big organizations like Vodafone Turkey, it is always a challenge to start a change initiative. Especially in a bureaucratic and awkward environment, there is a huge risk of resistance to change and therefore a huge risk of failure for an Agile transformation initiative. This lecture talks about the real case study of how Agile transformation has started as a pilot inside the Vodafone IT and how in just a few months that pilot turned into an organizational change initiative via the establishment of Scrum Studio leading to innovation culture and a superior customer experience as a result. The starting motivation of this transformation, the achievements via Scrum, the motivation achieved via empowered Scrum teams, the improved transparency via evidence-based management, the KAIZEN culture that is triggered with the transformation, the more effective collaboration between the parties and the significant positive reflections of all these on the customer side as results will be explored in details through the lecture. This lecture is for everyone who is interested about starting an Agile transformation inside a big enough company and growing that initiative through the whole organization via creating customer delight.

Transcript of Erhan koseoglu Delighting vodafone turkey's customers via agile transformation

Page 1: Erhan koseoglu   Delighting vodafone turkey's customers via agile transformation

Delighting Vodafone Turkey’s Customers viaAgile TransformationERHAN KÖSEOĞLU

AGILE SOLUTIONS Senior Manager

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Main Drivers for Agile Delivery

Our Agile Vision

Piloting: First 3 Months in Agile

Transformation

Scaling & Agile Solutions

Next Steps & Enterprise Adoption

Agenda

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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

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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.

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Main Drivers for Agile

Productivity

T2MQuality

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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

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Long T2M period due to latency

in waterfall silosT2M

Main Drivers for Agile

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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

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Main Drivers for Agile Delivery

Our Agile Vision

Agenda

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«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

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Dimensions of Our Strategy

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Supporting Tactic for Strategy

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To Summarize

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Briefly About Our Atmosphere

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Main Drivers for Agile Delivery

Our Agile Vision

Piloting: First 3 Months in Agile

Transformation

Agenda

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The Roadmap

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Pilot Phase - Challenges Selecting where to start

Building a dedicated, cross functional Scrum team

Reserving a Scrum room

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Pilot - How We Proceeded?

THINK BIGSTART SMALL

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Pilot - How We Proceeded?

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Teamwork BeforePROJECT

MANAGER

DEV. MANAGER

TEST MANAGER

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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

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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%

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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

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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’’

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DOs for Pilot Phase Start small with one or two

teams

Focus on creating teamwork and transparency

Focus on delivering quick win

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DONTs for Pilot Phase Look for perfection

Work with long Sprints

Be a flaccid Scrum

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Main Drivers for Agile Delivery

Our Agile Vision

Piloting: First 3 Months in Agile

Transformation

Scaling & Agile Solutions

Agenda

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The Roadmap

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Scaling- Challenges Getting dedicated testers into the

teams

Dealing with resistance

Finding more Scrum Masters

Finding place for Scrum boards

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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?

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Scaling- How We Proceeded?

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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

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Productivity Metrics

Quality MetricsUntested Business Demand RateDefect Rate

Number of Delivered Business DemandSprint VelocityCommitment vs DONEEmergent Demand Ratio

Transparency - Metrics10X Less

Defects!

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Transparency - Communication

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35PMITR PM Summit 2014 – CHANGE!

Transparency - Boards

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Standardization

Configuration Verification & Validation in order to decrease customer complaints

Establishing a working standard to improve quality & creating a knowledge base

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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

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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:

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Agile Solutions - Structure

All Fast Track Type Delivery Line

Consumer

Enterprise

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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

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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

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Main Drivers for Agile Delivery

Our Agile Vision

Piloting: First 3 Months in Agile

Transformation

Scaling & Agile Solutions

Next Steps & Enterprise Adoption

Agenda

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The Roadmap

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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

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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

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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

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• 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..

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Final Words

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[email protected]

+90 542 3879931

@ekoseoglu

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