Download - Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean and kanban - Shirly Paster-Benor

© 2010 – Proprietary of Amdocs1

Scaling Scrum using

Lean/Kanban @ Amdocs

September, 2010

Shirly Paster-Benor


Agenda

Amdocs and PBG challenges

Agile in PBG

Phase 1 – Scrum for development teams

Phase 2 – scaling to Lean& Kanban

Roadmap and vision


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”


annual revenues in excess of

$3 billion global employees

17,000+customers in over

50 countries

Some of our customers

http://images.google.co.il/imgres?imgurl=http://apod.nasa.gov/apod/image/0110/galileo_sustermans.jpg&imgrefurl=http://apod.nasa.gov/apod/ap011014.html&h=500&w=471&sz=35&hl=iw&start=1&sig2=3ES9usQvuAEPB2aJRE1VhA&um=1&tbnid=cJrmbzAxN4-QSM:&tbnh=130&tbnw=122&ei=CovZR5yvN6mUpwSfur3CCg&prev=/images?q=galileo&um=1&hl=iw&rlz=1T4GFRD_enIL252IL252&sa=N

http://images.google.co.il/imgres?imgurl=http://blog.tmcnet.com/blog/bredenberg-voip-crm/attnewlogo.jpg&imgrefurl=http://blog.tmcnet.com/blog/rich-tehrani/voip/att-logo.html&h=407&w=300&sz=22&tbnid=M0fmHvVB4fvA4M:&tbnh=125&tbnw=92&prev=/images?q=at&t+logo&um=1&start=1&sa=X&oi=images&ct=image&cd=1




Information Security Level 1 – Confidential © 2010 – Proprietary and Confidential Information of Amdocs5

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


Agile&Lean Implementation in Amdocs Product Business Group

(PBG)

Galileo

http://images.google.co.il/imgres?imgurl=http://apod.nasa.gov/apod/image/0110/galileo_sustermans.jpg&imgrefurl=http://apod.nasa.gov/apod/ap011014.html&h=500&w=471&sz=35&hl=iw&start=1&sig2=3ES9usQvuAEPB2aJRE1VhA&um=1&tbnid=cJrmbzAxN4-QSM:&tbnh=130&tbnw=122&ei=CovZR5yvN6mUpwSfur3CCg&prev=/images?q=galileo&um=1&hl=iw&rlz=1T4GFRD_enIL252IL252&sa=N


Agile as Planned organizational Change

Culture

Tools

R&R & Career Path

Incentives and reward

Processes and measurements

Organization Structure

BalanceBalance

Balance

Bal

ance

Balance


From Team Agility to Enterprise Agility


Phase 1 – Main Actions

Establish overall end to end agile process

Establish organization heartbeat

Define the backlog entities and structure

Perform Organizational Changes



Perform Organizational Changes


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


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




Portfolio Planning





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


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

16


We were happy with the results

BUT

More challenges waited around the corner…


Not enough visibility to E2E process


Requirements not ready for design, Designs not ready for development Changes run into

sprint


Not enough collaboration within Customer teams and

with Scrum teams


No focus on E2E cycle time


No sync between backlog grooming and development


The solution: Lean / Kanban for customer teams, to

ensure flow of work


Step 1: Value Stream mapping


Step 2: Create Kanban board for project/product


We started this way…


Than became more structured


e-Kanban in Team Player(In house development)


What is the best granularity?

Features?

Epics?

Stories?

Epics/MMFs!

© 2010 – Proprietary of Amdocs34 34

RE

AD

Y!

DO

NE

E2E Flow

Opportunity Team Scrum Team

ScrumBan


Customer (opportunity) team

36


Step 3: Limit the WIP and create a pull system


> 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


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


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


How to drive more Pull?

Management Drive Move from Mandatoryto Toolbox

Measures/KPIs Take Lean/Kanban as High as possible


Step 4: Continuous improvement


Toyota culture Western companies culture

Continuous improvement


• 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


Root cause analysis (5 why’s)


OT retrospective

Information Security Level 1 – Confidential© 2010 – Proprietary and Confidential Information of Amdocs47

> 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


Some more components

• Feature Points

• EVM for project management


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


Feature Point


EVM (Earned Value Management)


Lean Portfolio Management

Kanban for initiatives

Kanban for management team

work

Personal Kanban for Managers

Roadmap/vision

AMDOCS > CUSTOMER EXPERIENCE SYSTEMS INNOVATION


Thank You!

[email protected]

Download - Scaling Amdocs PBG from team scrum to a multi-program portfolio using lean and kanban - Shirly Paster-Benor

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