Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean and kanban - Shirly...
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Transcript of Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean and kanban - Shirly...
© 2010 – Proprietary of Amdocs1
Scaling Scrum using
Lean/Kanban @ Amdocs
September, 2010
Shirly Paster-Benor
© 2010 – Proprietary of Amdocs2
Agenda
Amdocs and PBG challenges
Agile in PBG
Phase 1 – Scrum for development teams
Phase 2 – scaling to Lean& Kanban
Roadmap and vision
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CUSTOMER EXPERIENCE SYSTEMS INNOVATION
“…we provide state-of-the-art customer experience system products and services, allowing Service Providers to achieve their business goals and gain a competitive edge”
© 2010 – Proprietary of Amdocs4
annual revenues in excess of
$3 billion global employees
17,000+customers in over
50 countries
Some of our customers
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1500 developers and testers
6 locations
35 stand alone products
5 lines of business
More than 100 components
1 portfolio
PBG Division – Product Business Group
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Agile&Lean Implementation in Amdocs Product Business Group
(PBG)
Galileo
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Agile as Planned organizational Change
Culture
Tools
R&R & Career Path
Incentives and reward
Processes and measurements
Organization Structure
BalanceBalance
Balance
Bal
ance
Balance
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From Team Agility to Enterprise Agility
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Phase 1 – Main Actions
Establish overall end to end agile process
Establish organization heartbeat
Define the backlog entities and structure
Perform Organizational Changes
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Phase 1 – Main Actions
Perform Organizational Changes
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Change Teams To
Co-Location where
needed
RemoveMiddle
Management
Change the
evaluation process
Merge Testing and
development organizationProduct
Manager Vs
Product Owner
Perform Roles and
responsibilities changes
Two Strategic Themes for Creating the Change
Leadership Making an impact
Culture Flexibility & Agility
Culture Flexibility & Agility
Leadership From Management
to Leadership
TrustRespectOpenness
Phase 1 – Main Actions
Establish organization heartbeat
13
Scrum Team
Opportunity/customer
Team
Backlog Management Process
Releases Development Product Integration
Portfolio Heartbeat
Portfolio Integration Lab
Portf Mini Release 1
Portf Mini Release 2
Portf Mini Release 3
Portf Mini Release 4
Portfolio Planning
Portf Mini Release 1
Portf Mini Release 2
Portf Mini Release 3
Portf Mini Release 4
Plan
1 Pl
an
2 Plan
3 Pl
an
4
Products Iterations
Initiations
Solution Overview
High Level Design
StrategyRelease
PlanManaging Release Backlog
Top Priority – Mini Release Items
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Phase 1 – Main Actions
Define the backlog entities and structure
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Backlog Entities Release VehicleProduct/Architecture
Release
Project
Product
Portfolio
Mini Release
Component
StoryAgile Group
Feature
Sprint
Initiative
Epic
Epic
16
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We were happy with the results
BUT
More challenges waited around the corner…
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Not enough visibility to E2E process
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Requirements not ready for design, Designs not ready for development Changes run into
sprint
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Not enough collaboration within Customer teams and
with Scrum teams
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No focus on E2E cycle time
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No sync between backlog grooming and development
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The solution: Lean / Kanban for customer teams, to
ensure flow of work
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Step 1: Value Stream mapping
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Step 2: Create Kanban board for project/product
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We started this way…
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Than became more structured
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e-Kanban in Team Player(In house development)
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What is the best granularity?
Features?
Epics?
Stories?
Epics/MMFs!
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RE
AD
Y!
DO
NE
E2E Flow
Opportunity Team Scrum Team
ScrumBan
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Customer (opportunity) team
36
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Step 3: Limit the WIP and create a pull system
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> Set the initial WIP limits
> Analysis should be made after 1 months and after 2 months. Only then make changes if needed
> WIP limit is constantly violated probably too tight limit
> WIP limit is never violated too loose limit, decrease it
> WIP limit is sometimes violated good. Analyze the root cause for violation and solve it.
WIP limit guidelines for customer teams
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Thresholds Customization
To ensure min’ work at each stage What is the average time
each item should stay at each stage – to identify the ones that are not active
And not more then what can actually be handled
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Flow/Pull Indications
If one of the parameters are not met the column is colored
And you get here a notice what is the problem
Indicates an “aging” note
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How to drive more Pull?
Management Drive Move from Mandatoryto Toolbox
Measures/KPIs Take Lean/Kanban as High as possible
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Step 4: Continuous improvement
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Toyota culture Western companies culture
Continuous improvement
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• Coach teams to stop and observe
• Perform Kaizen events
• Implement Root cause analysis techniques: 5 why’s, fish bone diagram, …
• OPS review
• OT retrospective
Continuous improvement
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Root cause analysis (5 why’s)
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OT retrospective
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> Complete all JUnits/TC mapping
> Automate all Critical/High TCs
> Start Code Review process
> Incorporate Static code analyzer and code coverage tool
> Understand and Use Story Points
> Close all Medium Defects by End of SP2
> Complete all outstanding NFT issues
OPS review example – “Continuous improvement spot”
Example
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Some more components
• Feature Points
• EVM for project management
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Most Features are Big
Smaller Features, Some are still Big
Most Features are Small Enough so Estimates are redundant
One-piece-flow with Small Features
The need for sizing Features
Feature Points provide planning/tracking as long as Feature size varies
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Feature Point
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EVM (Earned Value Management)
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Lean Portfolio Management
Kanban for initiatives
Kanban for management team
work
Personal Kanban for Managers
Roadmap/vision
AMDOCS > CUSTOMER EXPERIENCE SYSTEMS INNOVATION
© 2010 – Proprietary of Amdocs53
Thank You!