lkna 2014 - agile transformation in amdocs delivery
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Amdocs Delivery
Agile Transformation
Keren Yahalom
Yaki Koren
May, 2014
Information Security Level 1 – Confidential
© 2013 – Proprietary and Confidential Information of Amdocs2
#1 in North America
Telecom Operations
Management Systems
(TOMS)
Amdocs wins
2013 Outsourcing
Excellence Award
Public Company of
the Year Award
About Amdocs
Overview
● Leader in Customer Experience Systems and Services
● $3.3 billion revenue in 2013
● More than 20,000 professionals
● Serving customers in more than 70 countries
● Listed on NASDAQ (DOX)
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“Amdocs has a proven
track record with
demonstrated
transformation
capabilities in various
service provider
accounts around the
world.”
Amdocs Delivery
4000PROFESSIONALS
Global foot print with development centers around the world (inc. Israel, India, Brazil)
100+ PROJECTS running in parallel
Proven track record of 95% successful project delivered on budget, on time, with quality and at large scaleIndustry standard 60% -
“Amdocs has
shown it has the
size, scale and
stability to reliably
supply telecom
software
professional
services to CSPs.”
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Starting the journey
Our strategy for the implementation was “Pull”.
We told the first VP who wanted this that the first
stage is visualization.
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• Slowly yet surely
• Identify board substitutions
• Notice questions in daily meetings
• Adapt policies
• Adapt board
6
400 people
4 development centres
1 Release every 4 months
16 Products
Two weeks later our first board was up in the air.
It took them 1 week to abandon the traditional
project plan and a month to start telling high
management about it.
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Management were very happy about it.
So they asked us to prepare an implementation
plan.
So we did.
And then life started to manage the
implementation.
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Status – January 2013
8
● Our third project started implementation
● A small group from Cyprus decided to dare and are
starting these days
● We see a lot of interest in Kanban/agile
● A lot of groups are asking for sessions to introduce the
concept
●In most cases managers would rather wait
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The popcorn syndrome
There was the first account.
After a month another.
Then a lot of “sounds interesting”.
And then another.
And then many more.
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Implementation Growth until July ‘13
Pro
jec
ts
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We were elated.
Management were very happy.
Management wanted to mandate the change.
12Information Security Level 1 – Confidential
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http://farm1.staticflickr.com/29/55862858_3e90b4da68_o.jpg
Our implementation was based on doing it only
with people who wanted to do it.
People who want the change see challenges
while those who are pushed into it see problems
.
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V1
V2
V3
The transition from
waterfall to flow most
projects went through.
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Each project, on average:
• 1 Delivery manager
• 2 program managers
• 7 development directors
• 13 project managers
• 20 team leaders
• 100 Developers/Testers
• 8 products
Coaching managers, helping them to:
- Visualize the end to end flow
- Manage the flow
- Break scope to small chunks
- Start to test early
- Move from component teams to feature teams
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With Kanban people started to feel
emancipated: they got the freedom to define
their own processes.
Some existing processes were being
abandoned.
Some people in management were worried:
“where is the methodology?”
We were focused on guidelines.
16Information Security Level 1 – Confidential
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http://farm6.staticflickr.com/5474/12105522476_edd50e5eae
_o.jpg
500-1000 Dev MM
New customer
New team
New system
Few months to deliver
Many interfaces
Then Transformation projects started the
implementation.
These are very challenging: new customer,
new team, new system.
Many challenges started to surface.
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One of the main issues was “how am I
doing?”
Kanban is basing on actual pace.
And at the beginning of a project pace is
slow.
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We realized we can’t expect high pressure
projects to “evolution”. These should get
much more detailed guidelines then ongoing
projects.
Implementation strategy for each project
should take into account its specific context.
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SBG KANBANFRAMEWORK V1
AC
CO
UN
T ROADMAP & VISION SUSTAINABLE PACE
Agile Maturity Indicators
REL
EASE
Kanban for Backlog ManagementFrequent SWP
Release Scoping
RELEASE SCOPING & IMPLEMENTATION
ReleasePlanning
Construct (Develop and Test) Acceptand Deploy
METRICS&
REPORTS
TEA
M
Daily Team Meeting
METRICS&
REPORTSiTeam
LMCSU
Developers & Testers
Topic iLead
Code OwnershipOngoing Planning
Kanban For Task Management
Kickoff
ReadyFor
TopicTest
BP iLead(IM)
Agile Depth Improvement Focus Map
Ongoing Planning
Daily Execution Meetings Release retrospectives Customer Demos
Unit Automation Team Retrospectives Team Demos
Op
erat
e
Topic
}Prioritized Stories
}
On
site
Tes
tin
g
Dep
loy
Cer
tifi
cati
on
Topics in Development
Certified Topics
Production
Design Develop
2 – 4 weeks
StoryTest
iTeams
Pri
ori
tize
d
Top
ics
Agr
eed
Sco
pe
Bre
ak S
cop
e to
To
pic
s
New Features
Defects & Improvements
Operability Pla
nn
ed S
cop
e
Kanban for Release Management
So we came up with
more detailed
implementation
guidelines.
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And then at one cold winter day we had a
meeting with management at which we
realized they don’t see it like we do.
Suddenly many challenges became
problems.
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“We’re on the right track”
0% 20% 40% 60% 80% 100%
Work life balance
Issue Resolution
Quality
Ownership
Visibility
Flexibility
Working together
Early feedback
200 respondents
So we ran a survey
After doing some investigations we
realized that many problems that were
hidden or were revealed in later
stages are being revealed early and
people were not used to it.
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We ran a root cause analysis to
understand why Work Life Balance
was deteriorating.
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Delivery Sustainable Pace Manifesto
Pulling work & going home happy
with today’s amount & quality of
work
Delivering working scope
Having a profitable bottom line for
the whole project
Finding the time to fine-tune
the way we work
Pushing for meeting
due dates
Delivering 100% of scope
Meeting construct budget
Focusing on
day to day activities
Over
We Value:
Meaning:
While there is value in the items on the right,
we value the items on the left more.
And came up, together
with management, with
this.
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…
But… What if?...
“What if...
● “… I am pressured to complete large scope by an unrealistic due date?...”
● “… I am pushed to start something new when I’m already overloaded? ”
● “… I see no option but to push untested code to the CC? ”
● “… I don’t believe the plan is achievable?...”
“Don’t agree to compromise your professional integrity!
Engage your peers, managers & CDU
to find a reasonable alternative.
If all measures were exhausted,
and you still feel the issue is not settled – Escalate!
Escalate to us if needed!
We in SD&I Management want to hear about it!
I personally invite you to call me or email me anytime,
I will back you up! ”
Tammy, +972-52-659-5555A message sent from high
management to the people
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Where we are today
● Most projects moved to kanban
● Many projects are either stabilizing or recharging
● Some projects are starting to work on the next leap
26Information Security Level 1 – Confidential
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ConstructScoping UAT
The first implementing account
is now preparing for the next
leap toward wider and deeper
agility
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CUSTOMERS
30+GLOBAL TELCOS
KANBAN BOARDS
130+
USAGE
1600+BOARD
USERS
2500+DEVELOPERS
DIR
EC
T 20 - 300
TEAM SIZE
PER BOARD15000+ CARDS
1000+
BA
CK
LO
G 6000+
ON
BO
AR
D
7500+
AR
CH
IVE
D
TIME TO SCALE < 2 YEARS
GLOBAL DISTRIBUTED TEAMS
MAN MONTH HANDLED > 10000Some statistics about the scale of the
implementation
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