TRANSFORMATION STORY: 100 SYSTEMS vs 30 DEVELOPERS

  • Published on
    20-Feb-2017

  • View
    274

  • Download
    0

Embed Size (px)

Transcript

100 LEGACY SYSTEMS vs 30 AGILE DEVELOPERS

100 LEGACY SYSTEMSvs30 AGILE DEVELOPERSEpic transformation story2014.12.02Alexey KovaliovHead of Information Systems Department

/

TEO2014.12.02

2

Purpose?Different organizational patterns suitable for Agile

Case study of the Agile adoption ~3500 employee company~90 employee Information Systems unit+ Subcontractors

Encourage to adopt Agile in product or industrial companies

Encourage to experiment and seek for organization efficiency

2014.12.02

3

Do Not Walk the Road of 100 LI

2 years. 4 transformations2014.12.02

5

100+ Legacy systemsBusiness Support SystemsSales ChannelsCRMBillingOrder ManagementOperations Support SystemsTelcoDatacentersService centersEnterprise Resource PlanningFinancesHRCorporate complianceData Analytics2014.12.02

6

Stage 0: zombies & spaghetti #.# Headcount per system0.25 15.00

Utilization 100%No resource sharingNo teamworkNo task management toolsNo methodologyDisorganizationUnmotivated undead

Good for budgetingWorst for scale and prioritization2014.12.02

7

Stage 0: zero scaling2014.12.02

8

Stage 1: system factories3-4 Thematic groups of systems

System Factory is a sub-unitManagerSystem AnalystsSoftware DevelopersTesters

Agile/ScrumIntegration with Work Order toolAutomated KPIs

Scalability problemThick spaghetti2014.12.02

9

Stage 1: factory in factory

2014.12.02

10

Stage 1+: TROOPERSTroopers = 2 Dedicated teams Software DevelopersTesterFast and adoptableBreak through with new projectsDedicated Agile backlogsRequirements QA and acceptancePass the results Harrison

Harrison = FactorySupports legacyOwns the systemsNew projects results QA2014.12.02

11

Stage 2: in-house system factories50 employee unit moves to TEOEasy as is integrationNo one left behindNot a single idle day

Same Agile approachOwnership of the systemsImproved scalabilityInternal + External Troopers

New challenges:Redundancies of rolesInternal/External costs 2014.12.02

12

Stage 3: functional silosRoles ConsolidationAnalysts PlanningAnalysts SupportTesters SupportLess Management Roles

Purified SWD UnitManagersSWD TeamsSubcontractors TroopersSWD KPIs

Limited AgileIssues with Agile planning2014.12.02

13

TEO RESTART!2014.12.02

14

Stage 4: cell-based networkMarketAll TEO Units

External Sphere5 Systems Ownership TeamsProject Managers TeamKANBAN

Internal SphereArchitect TeamSWD TeamsExternal SWD TeamsQA TeamResource Managers TeamScrum/KANBAN2014.12.02

15

2014.12.02

16

Stage 4: closer look

benefitsAutonomy and self-organization of the teams2 level hierarchy for 85 employee organizationAs less management as possibleExternal sphere is the King

Transparency of every teams tasks and rolesSingle Window principle both for WO and Support

Extensibility by External Troopers still staying AgileSame backlogs for everyoneFits into even more sophisticated Technology projects organizationHardwareTelco infrastructureBusiness transformations

2014.12.02

17

Everybody loves kittens2014.12.02

18

Everybody loves kittens methodologiesNiels Pflaeginghttp://www.betacodex.org/Tons of free materials to downloadWorkshops

2014.12.02

19

Everybody loves kittens tools2014.12.02

20PurposeToolStrategic RoadmappingMicrosoft ExcelSystem Team RoadmappingWork Order LifecycleIn-house build toolComplex Project ManagementMicrosoft ExcelMicrosoft Project Product BacklogMicrosoft Team Foundation ServerSprint BacklogKanban BoardsSprint BoardsRequirements EngineeringMicrosoft Office(moving to Magic Draw)Support Incidents LifecycleSiAL

Next?Prove it works and good for the KPIs

Adopt similar approaches thorough the company2014.12.02

21

? ANY ?2014.12.02

22