Scaling Scrum using Lean/Kanban in Amdocs
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The document discusses the implementation of Agile methodologies, specifically Scrum and Kanban, within Amdocs' Product Business Group. It highlights the challenges faced during the transition to Agile, the solutions implemented, and case studies demonstrating the benefits of improved workflow and team collaboration. Key outcomes include enhanced time to market, customer satisfaction, and team productivity, alongside targeted process improvements.
Scaling Scrum using Lean/Kanban in Amdocs
- 1. Scaling Scrum usingLean/Kanban @ AmdocsApril, 2010Erez Katzav Yuval Yeret
- 2. Your presenters…Yuval Yeret (Agilesparks)Lean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at [email protected], http://www.linkedin.com/in/yuvalyeret, my google profileAgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez Katzav (Amdocs)Director of Process Engineering – Amdocs Product Business GroupResponsible for the implementation of Agile in big organization that includes more than 50 products and more than 1500 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transitionFind me: [email protected] 2
- 3. AgendaBackground & Transition to AgileOur organisationScaling ScrumIntroducing KanbanWhat went well?The Challenges The Solutionschange ManagementCase StudiesImplementation Of Kanban3Case Studies
- 4. “…we provide state-of-the-art customer experience system products and services, allowing Service Providers to achieve their business goals and gain a competitive edge” 4
- 5. annual revenues in excess of$3 billion Some of our customersglobal employees17,000+customers in over50 countries5
- 7. PBG Division50 products100 Components1 Portfolio1500 R&D employees6 Countries, 9 Locations7
- 8. Business Unit VPBusiness Unit$ProductProductProduct$CDevDirectorDevDirectorDevDirectorCComponentComponentComponentDevManagerDevManagerDevManagerDevManagerDevManagerDevManagerComponentComponentComponentComponentComponentComponent$CProduct StructureRelease StrategyOrganization structureLocationsP&LCulture8
- 9. GalileoAgile Implementation in Amdocs Product Business Group (PBG)9
- 10. Agile as Planned Organization ChangeBalanceBalanceBalanceBalanceBalance10
- 11. Phase 1 - Scaling ScrumEach Product has its own heartbeatAll products are delivering to portfolio lab for integration every 3 month.Products under the same BU are integrated within the 3 monthsOpportunity Team (customer Team) are responsible for taking a project and breaking it to sprint size stories.11
- 12. Backlog Management ProcessRelease PlanStrategyManaging Release BacklogInitiationsOpportunity/customer TeamSolution OverviewHigh Level DesignTop Priority – Mini Release ItemsPortfolio PlanningPlan 2Plan 3Plan 1Plan 4Portf Mini Release 1Portf Mini Release 2Portf Mini Release 3Portf Mini Release 4Portfolio HeartbeatProducts IterationsScrum TeamPortf Mini Release 2Portf Mini Release 3Portf Mini Release 4Portf Mini Release 1Portfolio Integration LabReleases Development Product Integration12
- 13. Opportunity Team ProjectProjectOpportunity TeamFeaturePDMBacklog ItemsProduct BacklogPDMArchitectPgMQADesignDevelopmentScrum Team13
- 14. What went well?14Time to marketScope FlexibilityCustomer satisfactionTeam SatisfactionProductivityQuality
- 15. AgendaBackground & Transition to AgileOur organisationScaling ScrumIntroducing KanbanWhat went well?The Challenges The Solutionschange ManagementCase StudiesImplementation Of Kanban15Case Studies
- 16. Challenges…16No sync Between Backlog Grooming and DevelopmentWaste in Requirement Definition, idle resourcesNot Enough visibility to the end to end processNot enough focus on E2E cycle timeNot Enough Collaboration inside Opportunity team and with Scrum teamsNot Enough Quantitative MeasuresHard to show success, Hard to identify concrete areas for improvement focusBig featuresLess ability to control Flow and improve time to marketPure Support Teams Planned Iterations don’t work
- 17. 17Symptoms:Planning runs over into sprint
- 18. Rework due to changes for started work
- 19. Requirement/Design defects due to last minute crisis-modeBacklog not readyLast minute changesREADY?DONEOpportunity Team & Project ManagerScrum Team
- 20. Why not READY? MISSINGPO!!!
- 22. Backlog EntitiesRelease VehicleProduct/ArchitectureFeature PackProjectProductPortfolioComponentStoryWMGFeatureSprintInitiativeEpicEpicMMF20
- 23. Solution – Continuous Flow-Based Opportunity ProcessBased on Lean/Kanban Pull/FlowManage Work in ProgressEnsure sufficient READY buffer
- 24. 22Project/Component Kanban BoardDONEREADY!E2E Flow Scrum TeamOpportunity Team
- 25. Kanban – The Change Management aspectBenefit from team-level visibility created hunger for end-to-end visibilityManagement liked the fact that Kanban can bring measurements that can be connected to concrete actionsScrum teams welcome any method that will help them get ready and stable backlog for the sprint
- 26. AgendaBackground & Transition to AgileOur organisationScaling ScrumIntroducing KanbanWhat went well?The Challenges The Solutionschange ManagementCase StudiesImplementation Of Kanban24Case Studies
- 27. Rollout Case Study – Catalog Group
- 28. Training
- 29. We started this way…
- 30. Than became more structured
- 32. * In House Development
- 33. What is the best granularity?Features?Epics?Stories?Epics/MMFs!
- 34. 32Kanbans… 4 Out of 60 active
- 35. What we see THESE DAYS(in this group and typically in others)Quick Win – Monitor Sprint Readiness Fixed problem of Designs not Ready for DEVFixed problem of Requirements not Ready for DesignManagers say “The Kanban is our work manager” and drive for wider use. Most activities are on the boardStarting to customize the boardFirst stages of WIP awarenessFirst stages of flow
- 38. The need for sizing Features36Feature Points provide planning/tracking as long as Feature size varies
- 39. Feature Point37
- 40. Agile EVM Using Feature Points38
- 41. Projects?
- 42. Products?
- 43. Both!
- 44. Both! + Foundation Adoption!
- 45. Achieving Fast End to End Flow - Challenge
- 47. Business Unit VPBusiness Unit$How do you driveProcess ImprovementIn THIS environment?ProductProductProduct$CDevDirectorDevDirectorDevDirectorCComponentComponentComponentDevManagerDevManagerDevManagerDevManagerDevManagerDevManagerComponentComponentComponentComponentComponentComponent$CProduct StructureRelease StrategyOrganization structureLocationsP&LCulture45
- 49. Process Improvement WIPWIIFM – Pull improvements based on specific context/painsReplace Push with Pull by development groupsWIIFM – Pull ideas based on real needs of the fieldValidate improvements/kits to improve quality and usability of improvementsIncrease drive and capacity to deploy improvements
- 50. How to drive more Pull?
- 51. 49
- 52. Thresholds Customization50To ensure min’ work at each stageWhat is the average time each item should stay at each stage – to identify the ones that are not activeAnd not more then what can actually be handled
- 53. Flow/Pull Indications51And you get here a notice what is the problemIf one of the parameters are not met the column is coloredIndicates an “aging” note
- 54. Hot Items52
- 55. Your presenters…Yuval YeretLean/Agile Consultant/Coach, coming from R&D leadership background, specializing in scaling agile through Lean. Find me at [email protected], http://www.linkedin.com/in/yuvalyeret, my google profileAgileSparks is an elite team focused entirely on helping companies improve their product development operations, by leveraging Lean/Agile/Scrum thinking and techniques. Erez KatzavDirector of Process Engineering – Amdocs Product Business GroupResponsible for the implementation of Agile in big organization that includes more than 50 products and more than 1200 employees. As part of its role Erez performs Agile Coach for teams and executives and expertise in Change Management and effective agile transitionFind me: [email protected] 53
Editor's Notes
- #17: +Predictability
- #30: Kanban was a great tool to create a platform for this collaborationKanban was backed up by methodology that defined a ceremony that involveRegular meetingsRetrospectiveAnalysis of major indicators such as EVM and metrics
- #37: Create velocity in sub organization level (group of scrum teams)Feature Points as units for relative estimates given in level of opportunity team (lead by Development representative)Kanban to support feature point so sprint readiness can be done more accurately
- #49: If Executives/Management drive teams to pull more improvements and ideally develop their own. Lean Measures/KPIs Discussion of Measures - Opportunity to educate executivesOnce positive trend can be demonstrated, will generate fuel for further improvement – Results-driven organization - Pull to improve your resultsBiggest challenge – Executives want to see improved Productivity – which is hard to measure…Move from “Mandatory Package” to “Toolbox” – Pull what YOU need
- #50: Some ideas we’re considering:Lean Budget/Planning processKanban for initiativesKanban for management team work. Personal Kanban for Managers…