scaling scrum using lean/kanban in amdocs
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Erez Katzav
Yuval Yeret
Scaling Scrum using
Lean/Kanban @ Amdocs
April, 2010
2
Your presenters…
Erez Katzav (Amdocs)Director of Process Engineering – Amdocs Product Business GroupResponsible for the implementation of Agile in big organization that includes more than 50 products and more than 1500 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transitionFind me: erezkat@amdocs.com
Yuval Yeret (Agilesparks)Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profileAgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques.
3
Agenda
Our organisation
Scaling Scrum
Background & Transition to Agile
Introducing Kanban
Case Studies
Implementation Of Kanban
The Challenges The Solutions
change Management
Case Studies
What went well?
4
“…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”
5
annual revenues in excess of
$3 billion global employees
17,000+customers in over
50 countries
Some of our customers
6
Product Business Group
PBG
7
PBG Division50 products
100 Components
1 Portfolio
1500 R&D employees
6 Countries, 9 Locations
8
Business Unit
Product
Component
DevDirector
DevManager
DevManager
Component
Component
Product
DevDirector
DevManager
DevManager
Product
DevDirector
DevManager
DevManager
Business Unit VP
Component
Component
Component
Component
Component
Component
Product Structure
Organization structure
Locations Release Strategy C
Culture
C
$
$P&L
$
C
9
Agile Implementation in Amdocs Product Business Group (PBG)
Galileo
10
Agile as Planned Organization Change
BalanceBalance
Balance
Bal
ance
Balance
Culture
Tools
R&R & Career Path
Incentives and
reward
Processes and
measurements
Organization Structure
11
Phase 1 - Scaling Scrum
• Each Product has its own heartbeat• All products are delivering to portfolio lab for
integration every 3 month.• Products under the same BU are integrated
within the 3 months• Opportunity Team (customer Team) are
responsible for taking a project and breaking it to sprint size stories.
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Opportunity Team
Development
Opportunity Team
PgMArchitectPDM
DesignQA
Scrum Team
PDMProduct Backlog
Backlog Items
Feature
ProjectProject
14
Team Satisfaction
What went well?
Time to marketScope Flexibility
Customer satisfaction
Productivity
Quality
15
Agenda
Our organisation
Scaling Scrum
Background & Transition to Agile
Introducing Kanban
Case Studies
Implementation Of Kanban
The Challenges The Solutions
change Management
Case Studies
What went well?
16
Not Enough Collaboration
inside Opportunity team and with Scrum
teams
Not enough focus on E2E cycle time
Challenges…
No sync Between Backlog
Grooming and Development
Waste in Requirement Definition, idle resources
Big features
Less ability to control Flow and improve
time to market
Pure Support Teams Planned Iterations don’t work
Not Enough Quantitative Measures
Hard to show success, Hard to identify concrete areas for improvement focus
Not Enough visibility to the end to end process
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• Backlog not ready
• Last minute changes
READ
Y?
DO
NE
Scrum TeamOpportunity Team &
Project Manager
Symptoms:• Planning runs over into sprint• Rework due to changes for started work• Requirement/Design defects due to last
minute crisis-mode
Why not READY? MISSING
PO!!!
Solutions
Agile Requirements
Flow
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Backlog Entities Release VehicleProduct/Architecture
Feature Pack
Project
Product
Portfolio
Component
StoryWMG
Feature
Sprint
Initiative
Epic
Epic
MMF
Solution – Continuous Flow-Based Opportunity Process
• Based on Lean/Kanban Pull/Flow
• Manage Work in Progress
• Ensure sufficient READY buffer
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Project/Component Kanban Board
READ
Y!
DO
NE
E2E Flow
Opportunity Team Scrum Team
Kanban – The Change Management aspect
• Benefit from team-level visibility created hunger for end-to-end visibility
• Management liked the fact that Kanban can bring measurements that can be connected to concrete actions
• Scrum teams welcome any method that will help them get ready and stable backlog for the sprint
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Agenda
Our organisation
Scaling Scrum
Background & Transition to Agile
Introducing Kanban
Case Studies
Implementation Of Kanban
The Challenges The Solutions
change Management
Case Studies
What went well?
Rollout Case Study – Catalog Group
Training
We started this way…
Than became more structured
29
Opportunity Team
* In House Development
What is the best granularity?
Features?
Epics?
Stories?
Epics/MMFs!
32
Kanbans… 4 Out of 60 active
What we see THESE DAYS(in this group and typically in others)
• Quick Win – Monitor Sprint Readiness – Fixed problem of Designs not Ready for DEV– Fixed problem of Requirements not Ready for Design– Managers say “The Kanban is our work manager” and drive for
wider use. • Most activities are on the board• Starting to customize the board• First stages of WIP awareness• First stages of flow
Soft
Hard
Predictability/Commitments
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Integrative Programs
36
The need for sizing Features
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
Feature Points provide planning/tracking as long as Feature size varies
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Feature Point
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Agile EVM Using Feature Points
Projects?
Products?
Both!
Both! +
Foundation Adoption!
Achieving Fast End to End Flow - Challenge
44
Initiative/Program Kanban Board
45
Business Unit
Product
Component
DevDirector
DevManager
DevManager
Component
Component
Product
DevDirector
DevManager
DevManager
Product
DevDirector
DevManager
DevManager
Business Unit VP
Component
Component
Component
Component
Component
Component
Product Structure
Organization structure
Locations Release Strategy C
Culture
C
$
$P&L
$
C
How do you driveProcess ImprovementIn THIS environment?
Ideation
Develop Kits
Deployment
Done
Process Improvement WIP
Ideation
Develop Kits + Tool
Deployment
Done
Process Improvement WIP
Increase drive and
capacity to deploy
improvements
Replace Push with Pull by
development groups
WIIFM – Pull improvements
based on specific context/pains
WIIFM – Pull ideas based on real
needs of the field
Validate improvements/kit
s to improve quality and usability of
improvements
How to drive more Pull?
Management Drive Move from Mandatoryto Toolbox
Measures/KPIs
Take Lean/Kanban as High as possible
49
Lean Portfolio Management
Kanban for initiatives
Kanban for management team
work
Personal Kanban for Managers
50
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
51
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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Hot Items
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Your presenters…
Erez KatzavDirector of Process Engineering – Amdocs Product Business GroupResponsible for the implementation of Agile in big organization that includes more than 50 products and more than 1200 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transitionFind me: erezkat@amdocs.com
Yuval Yeret Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at yuval@agilesparks.com, http://www.linkedin.com/in/yuvalyeret, my google profileAgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques.
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