the agile journey of telia estonia: experiments and discoveries - agile saturday xii (16.04.2016)...
TRANSCRIPT
The agile journeyof Telia Eesti
Kristjan-Hans Sillmann (Telia Eesti)
Alek Kozlov (Scrum.ee)
16.04.2016
Some facts about Telia Estonia
Nr of employees: ~2000
• Employees in IT development: ~130
Nr of business services: ~200
• IT applications: ~360
2
2015
The challenges we had 2013-2015
1. Projects taking too long to complete
2. Prioritization of the development portfolio
3. Identifying the valuable business Ideas
4. „The empire strikes back“
3
Generate Idea& set goals
Define hypothesis& build understanding
Design the MVP/experiment to validate hypothesis
Build & runthe MVP/experiment
Analyze results & decide next step
Scale, Rollout
Agile developmentscrum, XP, …
(user needs <-> code)
Everything starts with Agile …
2013:
„We do scrum!“
5
Challenge 1: Projects taking too long to complete.
The flow of stories in a 2013 scrum project:
1st Release dateYeah, our
development
is agile!
Challenge 1 learning points:
1. Projects scopes were growing too fast too big
2. Business said „everything is important“ and pushed for theBig bang development
3. New projects had a trouble in getting investment approval
from the „3 wise kings“
7
Experiment on the Challenge 1:MVP workshop - getting agreement on the smallest chunk of the value, via Story mapping
Learning points from the Challenge 1 experiment:
1. Customer focus was a real gamechanger (Personas)
2. Now we can identify the scope in days, instead of months
3. We can test the future solution with zero lines of code
4. We can deliver the solution to end users much faster
(beta in 1,5 months, live in 3 months)
9
„From now on, lets do MVP
workshops everywhere !“
10
11
Challenge 2: how to prioritize the development portfolio?
„We have 150 projects in queue“
„But we can work only with 40 projectssimultaneously …“
2014:
„We’ve solved a project level problem.
But now we have a portfolio level problem !“
12
13
Experiments on the challenge 2: Business model definition, to clarify the value of the project
AS-IS illustration
TO-BE illustration
V1: components fromBusiness Model Canvas V2: components from
Lean Canvas
V3: MiniCanvas withspace for illustrations
14
Experiments on the challenge 2: Portfolio planning events as internal EXPO of projects
15
Experiments on the challenge 2: Portfolio planning events as internal EXPO of projects
1stportfolio planning
2nd portfolio planning
Learning points from the Challenge 2 experiments :
1. „Do I actually have to sell my idea/project to others…???“
2. „Where are the 3 wise kings?“
3. „OK, I have to sell it !!! I’ll be loud and make a lot of noiseto attract attention.“
4. We can prioritize easily, no-brainer for the future
5. Intrapreneurship becomes a reality in our company
16
„From now on, lets do the
prioritization workshops quarterly !“
17
18
Challenge 3: how to identify the valuable business Ideas?
„We’re spending too much of our effort on preparing for the EXPO.“
„We see that the loudest (but not necessarily the best)
Ideas were winning !“
„How to identify
the Gold (the valuable Ideas)
earlier and faster ?“
19
Generate Idea& set goals
Define hypothesis& build understanding
Design the MVP/experiment to validate hypothesis
Build & runthe MVP/experiment
Analyze results & decide next step
Scale, Rollout
Generate business model(BM canvas, Lean canvas)
User research,
feedback (NPS)
Design thinking
User centered design(Personas, As-Is user journeys)
Impact mapping(hypothesis <-> deliverables)
Customer development(C-P-S interviews, workshops)
User experience design and UX testing(UX prototypes, To-Be user journeys)
Data analytics(focus groups, surveys)
User story mapping(deliverables <-> user needs)
Lean StartUp(Build - Measure - Learn)
Nonexistent solution(landing page, preorder)
Partial solution(concierge mvp, manual mvp)
Complete MVP(A/B testing, guerilla user testing)
Agile developmentscrum, XP, …
(user needs <-> code)Analytics
(cohort, lifecycle, conversion,
pirate metrics AARRR)
A/B testing on
cohorts of users
Measuring
individual changes
Customer lifecycle
analysis
Experiment on the Challenge 3:Created the strategic Lean-Agile product development toolbox
2014 Q3: two companies merging together.
New org structure.
„Lets forget the past and start building what suits our company„
2014
2015
2015: Challenge 4 (or 1’ ) :
We are agile. But when will we be done? Where are we? Missing holistic view.
Experiment on the Challenge 4: new MVP / Story Mapping workshops
Experiment on the Challenge 4: new MVP / Story Mapping workshops
• The red labels: the Features that have a manual workaround
• The violet labels: the Features mandatory for Alpha
• The light-blue labels: the Done & Tested Features
2016:
What will come up next
in our agile journey?
25
Generate Idea& set goals
Define hypothesis& build understanding
Design the MVP/experiment to validate hypothesis
Build & runthe MVP/experiment
Analyze results & decide next step
Scale, Rollout
What will come up next?(agile development is only 1 piece of the puzzle)
Generate business model(BM canvas, Lean canvas)
User research,
feedback (NPS)
Design thinking
User centered design(Personas, As-Is user journeys)
Impact mapping(hypothesis <-> deliverables)
Customer development(C-P-S interviews, workshops)
User experience design and UX testing(UX prototypes, To-Be user journeys)
Data analytics(focus groups, surveys)
User story mapping(deliverables <-> user needs)
Lean StartUp(Build - Measure - Learn)
Nonexistent solution(landing page, preorder)
Partial solution(concierge mvp, manual mvp)
Complete MVP(A/B testing, guerilla user testing)
Agile developmentscrum, XP, …
(user needs <-> code)Analytics
(cohort, lifecycle, conversion,
pirate metrics AARRR)
A/B testing on
cohorts of users
Measuring
individual changes
Customer lifecycle
analysis
