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Copyright BSPIN 2009 1 Agile Practices Benchmarking Case Study by Nokia Siemens Networks, Bangalore OSS Group

Copyright BSPIN 2009 1 Agile Practices Benchmarking Case Study by Nokia Siemens Networks, Bangalore OSS Group

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Page 1: Copyright BSPIN 2009 1 Agile Practices Benchmarking Case Study by Nokia Siemens Networks, Bangalore OSS Group

Copyright BSPIN 20091

Agile Practices Benchmarking Case Study

byNokia Siemens Networks,

BangaloreOSS Group

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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]

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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

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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

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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

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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

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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.

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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.

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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

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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.

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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

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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

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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

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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

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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

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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.