scaling amdocs pbg from team scrum to a multi-program portfolio using lean and kanban - shirly...

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Scaling Scrum using

Lean/Kanban @ Amdocs

September, 2010

Shirly Paster-Benor

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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”

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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

14

Phase 1 – Main Actions

Define the backlog entities and structure

15

Backlog Entities Release VehicleProduct/Architecture

Release

Project

Product

Portfolio

Mini Release

Component

StoryAgile Group

Feature

Sprint

Initiative

Epic

Epic

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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

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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

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Thank You!

shirlyp@amdocs.com