less adoption at_italtel_francesco_sferlazza_23_05_2015

© 2015 Italtel Group S.p.A. All rights reserved. DD MMMM YYYY

Adoption at Italtel

mini IAD Vimercate, may 23th 2015

Francesco Sferlazza

@agile_frank

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2 © 2015 Italtel Group S.p.A. All rights reserved. 31 March 2015

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Summary > the context > the challenge: LeSS Adoption

3 © 2015 Italtel Group S.p.A. All rights reserved. DD MMMM YYYY

> the context

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© 2015 Italtel Group S.p.A. All rights reserved. 31 March 2015

The 90-year history of Italtel is closely related to the history of telecommunications.

Among the first companies worldwide to develop VoIP technology, today Italtel is

positioned in the most innovative communication segments.

On the wave of Innovation

1921 80s 2000s 2004-2007 2008-2012 90s

80s and 90s: for twenty

years Italtel has been the

protagonist of Italian

Telephony digitalization

90s and 2000s: Italtel completes

the transformation of

Telecommunication Network

Control Centers

2000s: Italtel realizes the

transformation of

Telephony over the

Internet Protocol

Today: Italtel develops

products and solutions

for the new Multimedia

Communication

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Who we are

Italtel uses its Network and

System Integration capability on

the most relevant

Telecommunication and IT

Technologies:

IP Networks

Unified Comm&Collaboration

HD Video

NG Data Center

Integrated Security

ICT Solution Provider &

System Integrator

Italtel has a solid Knowledge of

aspects related to networks

and services interoperability:

Interconnection Layer

Management Layer

Control Layer

Service Layer

Data Layer

Access Layer

Innovative Products

Vendor

Italtel offers Advanced

Professional Services

including engineering &

testing, consulting &

assessment , managed

services, IT System

Integration & OSS solutions

Advanced Professional

Services Provider

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Italtel is a recognized player in the Telecommunications arena (ranked #1 Softswitch

Vendor in EMEA ) but:

the Softswitch market is a considered mature by Analysts, though there are opportunities

for replacement/expansion

Telecom Operators are observing a long-term trend of reduction of revenues and margins

The advent of OTT players - exploiting SP’s infrastructure investements - has jeopardized

the value delivered by Telcos whom role shift from VAS to “Dumb pipe”

Lower investment profile by Telcos

Uncertainty on RoI

Italtel has to cope with a significant reduction in contributions by Telecom Italia and

need to better address OLO’s and foreign markets

The dramatic growth of mobile broadband with the launch of LTE opens news

opportunities

The Problem: Italtel Business and Technology Scenario in 2010 (1)

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Multimedia Products & Solutions Org Chart – 2010, before LeSS Adoption


> the challenge

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Leverage on existing functionalities from the i-SSW, evolve them and make them

available also as new stand-alone Products

Develop a new product line devoted to leading-edge Network interconnection

and interoperability for both voice, video and signaling streams

Enable deployment over virtualized/cloud environment where applicable

Improve “Technology-agnostic” Element Management capabilities

Shift From FEW to MANY PRODUCTS

Need to overcome expertise and competences bottlenecks (know-how

concentration)

Improve time-to-market and flexibility

Innovate Italtel’s Product Portfolio beyond the traditional technology footprint

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Transparency – Inspect - Adapt

• Creating feedback loops in our “System”

• Do the Right Thing

• Lowering the cost of the Change

“Scrum hits the sweet spot between abstract principles and concrete practices.” –

Craig Larman

Why Scrum ?

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Craig Larman

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LeSS is Scrum scaled

LeSS is more than a set of principles and experiments. It also provides a

framework with rules. The LeSS Rules define what is LeSS (and what isn’t) and

they provide a concrete framework for applying LeSS. Within the LeSS

Framework, product groups can apply the experiments and discover what

works best for them at a certain moment.

Why LeSS ? (source: https://less.works)

LeSS Creators: Craig Larman & Bas Vodde

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Top Management Support:

• Authority to make structural changes

• Broad Communications about the intention to adopt LeSS

• Provide Education and coaching

LeSS Adoption - Getting Started (1): Management

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LeSS approach:

• Change is Continuous thorough experimentation and improvement

• LeSS Rules: Estabilish the complete LeSS structure «at the start»

LeSS principles:

• Deep and narrow over broad and shallow

• Top-Down and bottom-up

• Use volunteering

LeSS Adoption - Getting Started (2): the Org Change and the 1st «experiment»

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Educate everyone (goals, why,...)

Have appropriately-structured teams

Define ‘done’

Only the Product Owner gives work to the team

LeSS Adoption: Getting Started (3)

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Hire a great coach !

Craig Larman was personally available on site from 2011 to 2012

How better drive the Change ?

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Product

Development

The fourth Law of “Larman’s Law of Organizational Behavior”:

LeSS action: change the org

Smart Networks &

Products Product Unit

Product & Solution Management

Product Strategy & Marketing

Solution Engineering

& Delivery

Culture Follows Structure

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The Product Development org

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SCRUM Masters Technology Dept. Innovation & Research

UI Applications Real Time Persistence Platform Hardware

TE

AM

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Define a product running (and working) with LeSS

Expand to other products

… how it was ?

• Rapid diffusion, due to the framework interdependencies

• Managing the exceptions raised by the Definition of Done

• More training

The Adoption Strategy

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R&D Facilities located in Milan and Palermo

26 SCRUM Teams

20 Certified Scrum Masters / 20 Certified PO

212 Team Member

8 “Communities of Practice”

Scrum in Italtel

• Hardware

• Platform (O.S., Firmware, Drivers)

• Applications (Java, .Net, C++/C)

• Persistence (DBA)

• Real Time Applications

• User Interaction

• Testing

• Architectures

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(Acceptance) Test Driven Development

Continuous Integration

Engineering Practices

Product

Backlog

_________

_________

_________

_________

__________

PBI

Test Case x.1

Test Case x.2

Test Case …

Test Case x.n

Continuous

Integration

SBE

Get feedback Test/Refactor

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Technology Unit

Communities of Practice

Governance

Prod Backlog

Refinement

CoP CoP

How Communities of Practice & Scrum fit together

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Resistance from the middle management (status quo, ‘managing people’,..)

How to split the work, in order to have a potentially shippable product

increment every week.

Learning that the design is a continuous activity and the architecture lives and

changes with the product.

What about the governance, old processes, tools, and so on.

Main obstacles

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LeSS framework is in place.

Still working hard in order to improve several critical aspects.

• some of the engineering practices were new to our R&D

• TDD/ATDD: as of today, every new development has its own automated

test case.

• we still have several parts of software really not covered by ATDD.

“The art of the possible” is the only way to deal between the market, the

huge technical debt we have, and the human habits in our System.

Today

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Strongest integration with other Areas (HR, Finance, Sales, Legal,..)

DevOps

Since 2015, jan the CMTO (chief Mktg & Technology Officer) has the goal to

extend & enforce the LeSS adoption

Next Steps

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Our main product, NetMatch-S (Session Border Controller) is entirely

developed in a LeSS context, from scratch. It is now positioned into the

Gartner Magic Quadrant, between “Visionary”.

http://less.works/case-studies/italtel.html

Conclusion

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Visit LeSS website

Books about Large Scale

Upcoming: 1st LeSS Book (in review)

More about LeSS


[email protected]

Thank you !

Q&A Session

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