accu2012 presentation

Ericsson Finland Agile

transformation

HENRIK TAUBERT

AGILE COACH AND DEVELOPER

Henri Kivioja

Head agile coach

Complex

telecom

product

10+ years

of

development

Starting point

Ericsson Internal | 2012-04-13 |

significant

installed

base

Large

distributed

multisite

development

WHY change?

Improve responsiveness

Create most value


Improve responsiveness

EMpower people

Build quality in

Lean-agile enterprise

RealityRealityRealityReality

Roadmaps

Reporting

planning

Cost

BUSINESSBUSINESSBUSINESSBUSINESS

AdaptationAdaptationAdaptationAdaptation

value

Flexibility

Efficiency

Traditional

management


Cost

Missing

customer

interaction

Ericsson finland lean-agile transformation

Quality

Empowerment

trust

Business agility

Agile manager

Teamsthe value unit in agile organization

Teams Grow

Just enough

Upfront plans

cadence

Continuous

Integration and

deployment

One Backlog in one

requirement area

TRUE ONE TRACK

no checkpoints

less integration planning


Teams Grow

The System Potentially

Shippable

Product

Features and

Release

decisions

Disconnected

End-To-End

User Stories

Anatomy

Architecture

Test Strategy

Burn-DownRelease, feature, Team

Agile transformation, org view

2008 2009 2010 2011 2012

Wake-Up

call

Studying

plannin

g

first

teams

Whole

organization

Transformed

Large

scale

adoption

Flow analysis

Business

agility


2008 2009 2010 2011 2012

Value

empowerment

quality

responsiveness

Impediment

handling

Changing

processes

Cultural

change

Growing

teams and

people

Enterprise

coaching

Agile

leadership

New R&D

more

competent

and motivated

teams and

people

Teams with Product

focus

Teams with Product and

feature Focus

Feature teams

Teams in value flow

Feedback

Deployment

Early Phases


Flow

Deployment

Early Phases

Product

FeatureFeatureFeature

Development Community

TransparentTransparentTransparentTransparent


Teams with Product Focus, Support for Xfts

RVC Support

FeatureFeatureTransparentTransparentTransparentTransparent

RealRealRealReal----time time time time

FeedbackFeedbackFeedbackFeedback

STRUCTURE –enable pull

POPOPOPOssss

Release PGMRelease PGMRelease PGMRelease PGMProduct ownerProduct ownerProduct ownerProduct ownerLineLineLineLineCapability

Long-term items

Product ManagementProduct ManagementProduct ManagementProduct Management

MMF-based

ordering

Features

Epics


POPOPOPOssss

AREA1 AREA2 AREA3Product

ProductProductProductProductCoPCoPCoPCoP

AREA1AREA1AREA1AREA1CoPCoPCoPCoP

AREA2AREA2AREA2AREA2copcopcopcop

SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT

Tech Leads participate in communities of practice

Flexible Team allocation, commit in 2mo chartering

Epics

User

Stories

Infra

AREA3AREA3AREA3AREA3copcopcopcop

Developer challenges –starting point

Expert

oriented

Tools not

supporting

parallell

development

Large SYSTEM,

slow builds

poor

communication

between depts.


development

Complex UML

Models -> C++

Long feedback

loops

problems and

delays were

hidden

A large language

and environment

flora

Transformation impacts

TEAM DRIVEN

architecture

SOCIAL SKILLS

simplifying

complex models

generalizing


SOCIAL SKILLS

REQUIRED

generalizing

specialists

be humble

and ask

aligning test

environments

Team level challenges

COMMUNICATION

CHALLENGES

TRUE CROSS

FUNCTIONALITY

KNOWLEDGE

SHARING

ASSUMING

RESPONSIBILITY


SHARINGRESPONSIBILITY

COOPERATION WITH

OTHER TEAMSTRUST

Transformation impacts

Focus on SW

craftmanship

Pair-programming

TDD, BDD,

Coding dojos,

code camp

Continuous

learning


TDD, BDD,

On-demand training

code camp

LEarning NEW CRAFTs is actually very FUN!

Team Dynamics

STORMINGFORMING


PERFORMING NORMING

Opportunities with Cross Functional Teams

ACHIEVE more than

the sum of its parts

End-to-end visibility

Responsibility and chance of

real empowerment

Feeling of ownership


Teamwork is fun!

Fast feedback on

changes

Impact on tools

GIT

CONTINUOUS build

Jenkins

Freedom to choose

toolS

Workarounds to

improve old tools

Making modeling

tools more agile


FIX Long feedback

loops

Jenkins

Working in own

time on

improvements

Parallell and

distributed build

tools

GIT SETUP

› Self-maintained Git installation

– No dependency on IT service provider

› Repositories on normal network drives locally or on cloud

storage


› Central repository in corporate cloud server

› All code in a single repository

– Risk: When repository gets corrupted everyone is impacted

– Pros: We can fix it ourselves

Coaching in context

Coaching

Lean-Agile

Practitioner

CoachingTeaching

Ericsson Internal | 2012-04-13 | Modified from Lyssa Adkins

Leader

Catalyst

Stance

Technical

MasteryTransformation

Mastery

Business

Mastery

MentoringFacilitating

Coaching at ericsson finland

First ScrumMasters

Initial Team Level

Learnings

Only few managers

Coaching for the

whole Ericsson

Enterprise Level

Learnings

Coaching For All

Teams

Organizational

Learnings


Only few managers

involved

Initial Communities

Identification of

Organizational level

Coaches

Resistance in

Middle

Management

Networked

Organization

All managers were

Affected

CoP culture

Organizational

Coaches

Team Level Coaching

Agile Ways of

WorkingContinuous

improvement

Foster good

team spirit

Conflict

solvingSCRUMSCRUMSCRUMSCRUMCOACHCOACHCOACHCOACH


Lean Thinking

team spirit solving

Encourage and

enable growth

retrospectives

SCRUMSCRUMSCRUMSCRUM

MOMMOMMOMMOMCOACHCOACHCOACHCOACH

Our main learnings so far

First hand evidence

and experience

through feedback

cycles is

Whole organization

needs to accept the

move from up front

planning to living


the real source of

learning

with the flow from

the teams

This is a profound change of

culture & thinking that goes

way beyond processes & tools

Contact

hkivioja Henri @ Twitter

HenriK @ Twitterhtaubert


bit.ly/agileinc Agile Inc Blog

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