being agile with assured quality
TRANSCRIPT
Copyright 2015 QuEST Forum. All Rights Reserved.
1
Being Agile with assured quality-A transformation journey in Scrum framework
Sumit Misra
APAC Best Practices Conference, Tokyo, Japan
Date:15 April 2015
2
At a glance
• 10,000+ employees at 36 locations worldwide
• Clients include 9 of the leading network equipment
manufacturers, 8 of the leading mobile device manufacturers,
7 leading service providers, and 24 of Business Week's Top
50 Innovative Companies
• 500+ million devices shipped with Aricent software, with over
1.5 billion users supported by Aricent software
• Portfolio of more than 125 licensable software frameworks
• Participated in delivering some of the world's first femtocell,
WiMAX, and In-flight broadband solutions
• Software offerings in communication infrastructure (LTE, 3G,
SDN, NFV, Cloud, Network security and Small cells)
• 40+ years' design experience through frog, including products
for Apple, Disney, GE, HP, Sony, and many other Fortune 500
brands
Presentation outline
3
• Introduction
• The Scrum framework
• Pain points & Goals
• The transformation journey
• Achievement summary
• Key takeaways
The Transformation
Journey
Being Agile
• Adopting values
• Building Culture
• Innovating practices
Assuring Quality
• Setting up strategy
• Building quality in
• Focus on Continual improvement
Introduction
4
IT’s NOT ABOUT BEING THE BEST,
IT’s ABOUT BEING BETTER THAN YOU WERE YESTERDAY
Agile pain points (Rel 2.x)
Sprint15 days
Potentially Shippable Product
Increment
Product OwnerReview
Retrospective
Team
Daily ScrumMeeting and
Artifacts Update
Input from End-Users,Customers, Team and
Other Stakeholders
SprintBacklog
ProductBacklog
Refinement
Sprint PlanningMeeting
Scrum Master
ProductBacklog
8
9
10
11
12
7
1
2
3
4
5
6
Team Selects
How Much To
Commit To Do
By Sprint’s End
High WIP
(Prioritized but not Well-groomed )
Line Managers
Release manager
Includes customer priority SPRs
Unsure
Team
Scope Compromised
The Scrum framework
No Changesin Duration or Goal
Quality Pain points (Rel 2.x)
Release Start Release End
QC Quality control QA Quality assurance
Sprint Sprint Sprint Sprint Sprint Sprint Sprint Sprint
DoD
QA
QC QC QCQC
DoD DoD DoD DoD DoD DoD
DoD Definition of Done
• High turnaround time of User stories
• Heavy end game release content
• Increasing Technical debt
• Software problem reports in high numbers
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Objectives and Goals
• To improve Agility in SCRUM framework
• To improve quality of deliverables
• To enhance customer satisfaction using
TL9000 performance metrics
Metrics Definition
FY 2013 FY 2014
Expected
savingsStatus Goal
(Rel 2.x) (Rel 3.x)
Avg. Content
adherence (impacts
OTS)
Percentage ratio of delivered user
stories over committed user
stories79% 88%
25%SPR Incoming/quarter
(impacts NPR)
Average number of incoming
SPRs in rolling quarter37.5 20
SPR Avg. TAT (impacts
FRT)
Average time to resolve the
customer SPRs45.9 28
Being Agile :The Transformation journey begins
People
Leadership
Productivity
Empowerment
Customer focus
Next 3
Sprints
Next 6
Sprints
Rest
• Trainings
• Career planning
• Rewards &
recognition
• Service of
team
• Program
360˚ review
• Performance
improvement
• Impediment
resolution
within SLA
• Lean
approach
• Continual
learning
• Self-
motivated
teams
• Collective
ownership
• Build
respect &
trust
• Prioritization
• Well groomed
product
backlog
• Constant
Feedback &
Learning
Focus on Data visualization and
process optimization
Mid sprint demos
Instant communication
9
Time bound meetings
Daily SQA report
Common Agile ceremonies
Assuring quality : Setting up Agile QMSQ
ualit
y p
lan Procedures
Quality goals
Definition of done
Qualit
y c
ontr
ol Detailed reviews
Automated testing
Zero technical debt
Qu
alit
y A
ssu
ran
ce Process
compliance audit
Configuration/ work products audit
Real time metrics performance analytics
Release Start Release End
Sprint Sprint Sprint Sprint Sprint Sprint Sprint Sprint
Sprint Sprint & Release endRelease start
Being Agile with assured quality (Rel 3.x)
Sprint10 days
Potentially Shippable Product
Increment
Product OwnerReview
No Scope change
Retrospective
Team
Daily ScrumMeeting and
Artifacts Update
Input from End-Users,Customers, Team and
Other Stakeholders
SprintBacklog
Product
Backlog
grooming
Sprint PlanningMeeting
Scrum Master
ProductBacklog
8
9
10
11
12
7
1
2
3
4
5
6
Team Selects
How Much To
Commit To Do
By Sprint’s End
(Prioritized and
Well-groomed )
QA
Servant leadership teamSQA
Sprint
Look ahead
Impediment
resolution
QC
Scrum team
No Changesin Duration or Goal
Sure
Line Managers
Achievement summary
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• Productivity Gain Realized
• 6% Tech debt reduction, 16 % increased
feature work
• Producing greater ROI, 5.7 (after Rel 3.x)
Metrics
FY 2013
Status
(Rel 2.x)
FY 2014
Goal
(Rel 3.x)
FY 2014
Achievement
(Rel 3.x)
Expected
savings
Actual
savings
Avg. Content
adherence
(impacts OTS)
79% 88% 92%
32% 42%SPR
Incoming/quarter
(impacts NPR)
37.5 20.0 19.3
SPR Avg. TAT
(impacts FRT)45.9 28.0 17.3
Key learnings
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• Focus, delivering only what customer values
• Invest, first in people
• Relentless focus on eliminating technical
debt
• Emphasis on all automated testing
• Managers focus on impediment resolution,
not micro-management
• Establish Quality management strategy, with
least overhead on Scrum teams
Thank You, Questions Please..
For more details, please contact:
Thanks to Mr. Mohit Dhawan, Mr. Rajesh Kumar and Team for the support extended.