Ericsson Agile Transformation, agile2012

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    23-Jan-2015

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Agile2012 Transition stage presentation Three years ago Ericsson started on a long journey to agility - over 1000 people adopting an agile mindset after over 30 years of entrenched control gate processes. Back then, there was fear and uncertainty, a will to control and preserve what made the organization successful. Today there is a completely different culture. A culture that allows the organization to sustain and keep on evolving, that allows them to achieve significant results long after you, as the coach, left. Obviously, you want to learn what worked so well? Was it your coaching ability (of course!)? Was it the uniqueness of the organization (well, they are special, but unique? No!)? What made this such a persistent and sustainably successful transformation?

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  • 1. AGILE PUBbrusselspictures.com

2. Andrea TomasiniAndrea trained and coached a diverse range of teams andhelped many companies in various industries: finance,telecommunication and automotive in implementing agilemethods like Scrum. His background includes experiencein software and product development, business andfunctional analysis, lean coaching, organizational change,system architecture and project management. Since 2007co-founder of agile42 The Agile Coaching Company.Hendrik EsserI started at Ericsson Germany in 1994 as a SW developer. From 1996 Iworked first as technical coordinator and then as project manager. Since2000 I am working as a manager at Ericsson, first being Project Officemanager and later head of Systems- and Technology Management. In 2008I was a key contributor to the agile transition of our organization. Since2009 I am head of Portfolio- and Technology Management for Mobile Coreproducts at the head office in Stockholm, Sweden. I am supporting theenterprise transition to lean and agile by consulting other parts of Ericsson. brusselspictures.com 3. Dissatisfaction about performance (2008/Q4)Dissatisfaction 08/Q4 4. First ideas of how to improve... (2009/Q1)First ideasDissatisfaction 08/Q4 09/Q1 5. Focus on simplification... (2009/Q2)First ideasDissatisfactionFirst ideas 08/Q4 09/Q1 09/Q2 6. Decision to start a Transition... (2009/Q3)First ideas Start TransitionDissatisfactionFirst ideas 08/Q4 09/Q1 09/Q209/Q3 7. Changes to organization, the dawn of Agile... (2009/Q4)First ideas Start TransitionDissatisfactio Daw n ofnFirst ideas Ag ile 09/Q4 09/Q109/Q2 09/Q3 09/Q4 8. New Leadership Team... (2010/Q1)Leadership Team First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 9. Coach the coach/Train the Trainer... (2010/Q2)Leadership Team First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coach 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10. Internal training started... (2010/Q3)Leadership TeamInternal Training First ideasStart TransitionDissatisf action Daw n of First ideas Ag ileCoach the Coac h 08/Q4 09/Q109/Q2 09/Q3 09/Q410/Q1 10/Q2 10/Q3 11. Total focus on Agile, 80% of teams transformed (2010/Q4)Leadership Team Internal Training First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transforhmed 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 12. Release trouble, needs facilitation... (2011/Q1)Internal Training bleLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transforhmed 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 13. First Agile Release, on time and scope... (2011/Q2)Internal Training bleLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transfor Firs t Agile Releasehmed 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 11/Q2 14. Sorting out issues... a lot of them... (2011/Q3)Internal Training ble Sorting IssuesLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transfor Firs t Agile Releasehmed 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 11/Q2 11/Q3 15. Second Agile Release, large & on time and scope (2011/Q4)Internal Training bleSorting IssuesLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transfor Firs t Agile Release d Ag ile Relea Seconhmed se 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 11/Q2 11/Q3 16. More improvements: from Scope to Value... (2012/Q1)Impro vementInternal Training bleSorting IssuesLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transfor Firs t Agile Release d Ag ile Relea Seconhmed se1516 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 11/Q2 11/Q3 17. Third Agile Release, large & on time and value (Q2 2012)Impro vementInternal Training bleSorting IssuesLeadership TeamRelease trou First ideasStart TransitionDissatisf action Daw n of First ideas Ag ile Coach the Coac Teams transfor Firs t Agile Release d Ag ile Relea Seconhmed se151617 08/Q4 09/Q1 09/Q209/Q3 09/Q4 10/Q1 10/Q2 10/Q3 10/Q3 11/Q1 11/Q2 11/Q3 18. The whole journey... from 2008 to today Start TransitionFirst ideasDissatisf First ideas action08/Q409/Q109/Q2 09/Q3Daw n of Ag ile 09/Q4Internal TrainingLeadership Team Teams transforCoach the Coacmed h10/Q3 10/Q2 10/Q110/Q3ble Release trou Impro vementSorting Issues 11/Q112/Q1 11/Q3 Firs t Agile ReleaseSecond Ag ile Release 11/Q2 11/Q4 12/Q2 19. hics!g ra pr the o fonu sc ks @ thanMany