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Copyright BSPIN 20091
Agile Practices Benchmarking Case Study
byNokia Siemens Networks,
BangaloreOSS Group
Copyright BSPIN 20092
Nokia Siemens Networks
General Organizational InformationCaptive / Non Captive Non Captive
About Business Provider of Data Networking and Telecommunications Equipment
Major Verticals WCDMA frequency reframing Device managementFixed-mobile convergenceIntegrated provisioningMobile backhaulMobile TVUnified charging and billing
Number of Employees
Nokia Siemens Networks operates in more than 150 countries worldwide and has about 73,000 employees including the joinees from Motorola Networks
Quality/Process Models embraced
ISO 9001:2008, ISO27001, Agile Methodologies & CMMI
Contact for this Presentation
Ashfaq Ahamed M [email protected] +919880310310Anju SW [email protected]
Copyright BSPIN 20093
Agile Penetration @ OSS Bangalore
Agile Related InformationType of Project New Development , Feature Enhancement, &
Maintenance of Operations Support Software for Network & Service Management.Most are mature products which have seen multiple releases, each being more than 50 Staff Year in size.
Domains Telecom
Technologies C++, Java, J2EE, Oracle, SOA, XML
Number of Projects & % of Projects
100%
Agile Institutionalized since OSS started its Agile Journey in 2008 and instutionalized since 2009
Copyright BSPIN 20094
Agile Penetration @ OSS Bangalore
Agile Related InformationKey success factor 1. Organization way of working built around
Agile principles2. Infrastructure enabling Agile Development3. Senior Management Support4. Customer Involvement
Copyright BSPIN 20095
Agile Execution @ OSS
Bangalore Project NameProject Size Average 6 Scrum Teams per Product
Project Structure Distributed Product Development EnvironmentWith Co-located Scrum Teams
Agile Approach SCRUM
Agile Practices Time Boxed Iterations, Sprints, Pair programming, Scrum of Scrums, continuous integration, Automated testing ,code refactoring, User Story Burn down, Retrospective Meetings, Customer Demo, Product Backlog Grooming, Automated Backlog Management, ATDD, Poker estimation, Information Radiators , Daily Stand Up Meetings , Standard Scrum Roles etc
Agile Metrics Product velocity, Burn down chart, Defect density, cyclomatic complexity, Code Coverage , Feature Readiness, Sprint Commitment , Feature Cycle Time, Test Automation %, Code Growth Trend, Build Success Rate, Fault Metrics, Fault Closing Speed, Team Velocity
Agile Tools Jira (Confluence), Backlog Management Tool, Sonar, Change Management Tools, Focal Point, Common Production Pipe, Bamboo, Sub-version, Excel, wiki
Agile Skills Certified SrumMaster, Certified Scrum Product Owner, Certified Scrum Professional, Certified Agile Coach
Why Agile in this project Faster delivery , Process improvement, Customer Delight
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Measurement and Analysis
Metrics AnalysisScope Burn Down Tracking of remaining work for a release and within the sprint
Sprint Commitment accuracy Measures the accuracy of sprint planning sessions and effectiveness of groomed stories
Code Coverage Ensures availability of unit testing for newly added code
Feature Readiness Progress tracking metric - to track the work remaining for the release.
Velocity Product velocity used for release planning and to compare it against the planned burn down.
Significant change of Team velocity is analyzed.Feature cycle time Measured for meeting the organization objective of reducing the Go To
Market cycle time
Copyright BSPIN 20097
Measurement and Analysis
Metrics AnalysisTest Automation Aim is to have all e2e TCs automated. Also a measure of the maturity of
agile implementation
Build success Rate Ensures that newly added code does not break existing functionality
Fault metrics Open fault status tracking
Code Quality metrics Complexity, Coverage, Coding rules compliance as Code Quality index
Code Growth trend Trend analysis of code across sprints – significant changes are analyzed
Copyright BSPIN 20098
Challenges & Solutions
Focus Areas
Challenges Solutions
Scope and Estimation
Sprint planning accuracy was less • Calibrate and standardize “Story Point Estimate” at Product Area Level.
• Improve pre-studies to ensure effective grooming.
• Use velocity for planning at team level
• Periodic Calibration session to have common understanding of reference
• Avoid Frequent Team changes to have reliable velocity data
• SP Estimation Coaching/Mentoring
Size estimations not accepted by Product Management as they don’t want to derive costing out of it.
Release/Milestone Planning still based on effort estimates as Velocity data and SP estimates are not reliable.
Copyright BSPIN 20099
Challenges & Solutions
Focus Areas
Challenges Solutions
People Becoming self organized teams Constant Coaching and Mentoring
Best Practices sharing about the benefits realized from agile Methodology
Misinterpretation of Agile principle/values/practices
Strong waterfall mindset, Moving from plan driven approach to adaptive planning
Follow Go & see principle Agile methodology supports progressive planning.
Disconnect between the Line Managers and the Team.
“Go & See” methodology Helped convincing that they can connect and be updated.
Copyright BSPIN 200910
Challenges & Solutions
Focus Areas Challenges SolutionsProduct / Process
Quality Minimal Required (Lean) Documents not consistently maintained
Defect Leakage from development
Definition of Done not followed in essence
Enhancing the DoD with required Lean documentation update as an requirement
Test Case Review by APO
DoD compliance review
Copyright BSPIN 200911
Challenges & Solutions
Focus Areas Challenges SolutionsCustomer Bringing customer’s view point to all work Involving Customer in
Demos/Reviews
Involve members from Customer Team, Technical Support etc during Requirement Hearing
User Stories didn’t have effective CoS Condition of Satisfaction (CoS) clearly documented with Acceptance Criteria / Requirements.
Resistance to change the working model. Customers involvement during the product life cycle (In Demo) and frequent feedback, the resistance reduced.
Copyright BSPIN 200912
Challenges & Solutions
Focus Areas Challenges SolutionsCulture / Collaboration Cross Functional/Feature Team
Getting adjusted to open space Culture (Handling Non- Functional Requirements in Ones Print)
Scrum with more than 100 people working on it on various sites
Competence Development /Knowledge sharing gave teamsopportunity to pick up User Stories in different area.
Product Management Team was skeptical about Scrum and participation was minimal initially
Confidence was instilled with “Product Grooming Workshop”, “Requirement workshop”, “Demo” etc
Copyright BSPIN 200913
Challenges & Solutions -6
Focus Areas Challenges SolutionsSustenance Sustenance of agile practices in
all teams when release schedule is fixed
Constant coaching on their importance of sustenance of basic agile practices
Practices Follow up of Retrospective actions to closure
Dedicated resource in a team to follow up on retro actions with the help of Retro Action Tracker
Copyright BSPIN 200914
Limitations & Recommendations
Focus Areas Current Limitation Future Recommendation
Scope and estimation Pre-analysis team and scrum teams have separate definition for a Story Point.
Common calibration of story point required, so that ‘1’ story point means same to all.
Culture / Collaboration Cross Functional/Feature Team Getting adjusted to open space Culture (Handling Non- Functional Requirements in Ones Print)
Competence Development /Knowledge sharing gave teamschance to pick up User Stories in different area.
People Becoming truly Self organizing teams probably due to a culturalissue where teams look up to seniors for tasks allocation.
Continuous coaching
Role of a Line Manager in Scrum Environment
• Help remove blocks that the team is not able to resolve
• Provide advice and input to the team on technical difficulties
Copyright BSPIN 200915
Significant Benefits
Focus Areas Benefits Scope and Estimation
•Enhanced visibility and problems become evident sooner.•Easy to incorporate late customer features in a release.•Everyone contributes via Poker estimation & not just the expert thus giving chance to enhance knowledge •Prioritized work
People •Dynamic Teams•Co located teams helping in faster resolution of technical issues.•More Team collaboration•Good Cross learning
Copyright BSPIN 200916
Significant Benefits
Focus Areas Benefits Product / Process Quality •Increased focus on Test automation
•Ease of maintenance•Effort optimization•Reduced defect level with high reliability.•Short feedback loop
Tools / Technology •Continuous Integration provides immediate visibility to quality of committed code encouraging stop and fix culture.•Information Radiators provide the status of builds and code quality status
Customer •Reduced feature cycle time•Good visibility to Customer
Copyright BSPIN 200917
Significant Benefits
Focus Areas Benefits Practices Development is done is small steps iteratively. Therefore
Designers and developers have time to deeply understand what they are doing.
Metrics Helps in early detection of problems/risks
Productivity In mature products, agile way of working helps us handle a huge code base with limited number of people.