Andriy bahlay
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This document summarizes an agile transformation journey at a product company. It describes the current functional structure and process, which led to issues with efficiency, quality, transparency and expectations. An assessment was conducted which recommended transitioning to a cross-functional agile model with value streams aligned to products. A proposed solution included agile training, establishing roles and teams, and implementing ceremonies and practices. Initial results showed improvements in productivity, quality, time to market and visibility. Strengthening the product owner function and embedding changes into corporate culture were also recommended.
Andriy bahlay
- 1. Agile Transformation Journey In A Product Company: A Case Study Kyiv Project Management Day – Kyiv, Ukraine, 2018
- 2. * - 14+ years in software development - 6+ years in helping businesses to improve TTM, Efficiency, Quality, Transparency and People engagement - has been involved in different projects from the variety of business domains (Telecom Billing Systems, Embedded Systems Industry, Payment Systems, Web and Mobile Development, etc.) - last 3.5 years worked with world’s largest supplier of online gaming, being responsible for operations efficiency and Agile adoption at UK/UA/EE/BG/IL/BY R&D centers 2 Andriy Bahlay M +38 093 789 64 62 E [email protected] S the.ondrash
- 3. *Consulting services & solutions 3 Business Transformation Distributed Development
- 4. *Help clients to 4 Launch products faster (Time to Market) Reduce pre-, post- production tails (Quality) Get more work done (Productivity) Gain business visibility (Visibility)
- 5. *Clients Ukraine, IL, BG, EE United Kingdom Ukraine, Denmark Ukraine, Denmark Ukraine, Norway 5 Ukraine, Germany US, UA, BY Ukraine, Denmark Belarus
- 7. * 4
- 8. About Product • Domain • Sofia and Kiev locations • 75+ engineers • 13+ years on a market
- 9. Current Structure Web / HTML5 Devs Devs Devs Devs Devs Devs QA QAs QAs QAs QAs QAs QAs Product Mgmt BABABA Project Mgmt PMPMPM QT Devs Devs Devs Devs Devs Devs Server / JAVA Devs Devs Devs Devs Devs Devs R&D
- 10. Functional structure ... WHEN? WHY IS IT SO SLOW? D E V E L O P M E N T P R O J E C T M A N A G E M E N T Q A Resource allocation and internal prioritization Transition between units Lack of overall expectation management Rework! P R O D U C T M A N A G E M E N T
- 11. Current process … 2W 2W 2W 2W 2W 2W AREA #1 - BACKLOG AREA #2 - EDCATION DEVELOPMENT QA PREPS 2W … DEVELOPMENT QAPRE-DEV ACTIVITIES DEVELOPMENT QAPRE-DEV ACTIVITIES PREPS 2W
- 12. 12
- 13. Agenda • Problems • How Agile helps • Proposed solution • Results • Q&A From the Past - Assessment report, Jun 2013
- 14. * Create a guiding coalition • R&D manager • Program manager
- 15. * Assessment
- 16. Assessment Details • I’ve talked to almost everyone • “Top to bottom” approach • 1x1 and group sessions with managers and leads • Retrospectives with teams
- 17. 9 AM Monday Tuesday Wednesday Thursday Friday 10 AM 11 AM 12 AM 1 AM 2 PM 3 PM 4 PM 5 PM 6 PM6 PM Monday Tuesday Wednesday Thursday Friday 9 AM 10 AM 11 AM 12 AM 1 AM 2 PM 3 PM 4 PM 5 PM 1st week (Sofia) 2nd week (Kiev) Assessment session Product function Extended Retrospective with teams: Server Team XYZ Teams Interim results presentation for the key stakeholders Engagement report Executive summary, documented findings and suggested next steps Final results A solution presentation and suggested next steps Assessment session Delivery function Assessment session Architecture function Assessment session Development function Assessment session QA function 1 7 Assessment session Business goals Important projects/milesto nes, Org. structure, Management team, KPIs * Assessment program overview (Sofia)
- 18. Problems • Efficiency (Multitasking, Buffers, Utilization, TTM) • Quality (Practices Drop, Rework, Dev & QA) • Transparency (Change Mgmt., Impact analysis, Metrics, “Invisible things”) • Expectation Management & Planning • Ownership, Responsibility & Commitment
- 20. * * Пропаганда нового видения будущего
- 21. ** Создание ощущения необходимости перемен
- 22. Solution co-creation Identify long-term and mid-term goals for the transformation, make root-cause analysis for major challenges, co-create action plan for implementation according to R&D reality To be defined: - Teams composition - Roles & responsibilities: PO, SM, TL - Review and prepare teams backlogs - Release cycle management - Transformation implementation planning Assessment report presentation Agile Training for Leadership team Provide key people with common knowledge of Agile and Lean approaches in software development * Разработка видения и стратегии
- 23. *
- 24. * * Влияние
- 25. * Удаление всех препятствий
- 26. What Agile brings • All functions work together towards the same goal • Fixed teams vs. Resource pools • Team backlogs vs. Project-based approach • Product people are close to the team and involved • Short iterations with potentially deliverable code • Short feedback loops
- 27. Issue in functional structure ... WHEN? WHY IS IT SO SLOW? D E V E L O P M E N T P R O J E C T M A N A G E M E N T Q A Resource allocation and internal prioritization Transition between units Lack of overall expectation management Rework! P R O D U C T M A N A G E M E N T
- 28. Value Streams I CAN MANAGE EXPECTATIONS! ... Stream specific knowledge Predictable throughput Smaller scope = better focus Early feedback on quality Fast communication Transparency Ownership
- 29. Value Streams • Tools • Games • UI/UX
- 31. Open Questions from people • How to deal with QA-only activities (regression) • How to deal with Automation team • How to deal with production issues / maintenance • How to deal with system-wide integration • How to deal with non-product development activities • …
- 32. UI/UXGAMESTOOLS Value Streams Web / HTML5 Devs Devs Devs Devs Devs Devs QAQAs QAs QAs QAs QAs QAs Product Mgmt BABABA Project Mgmt PMPMPM QT Devs Devs Devs Devs Devs Devs Server / JAVA Devs Devs Devs Devs Devs Devs R&D
- 33. UI/UXGAMESTOOLS Value Streams -> Cross-functional Agile Teams Web / HTML5 Devs Devs Devs Devs Devs Devs QAQAs QAs QAs QAs QAs QAs Product MgmtProduct Owner Product Owner Product Owner Agile PMs Agile PMAgile PMAgile PM QT Devs Devs Devs Devs Devs Devs Server / JAVA Devs Devs Devs Devs Devs Devs R&D
- 34. Server / JAVA TEAM Roles Web / HTML5 DevsDevs QA QAs QAs Product Mgmt Product Owner Agile PMs Agile PM QT DevsDevs DevsDevs R&D Tech lead Dev Manager Dev ManagerTech lead Tech lead QA Lead RTE Product TL Product Manager R&D Manager
- 35. * Roles & responsibilities 35 • Team Leader vs. Practice Leader • PM (PC) vs. APM • BA vs. PO
- 36. * Scaled Agile Framework Overview SAFe is a practical way to scale LEAN and AGILE methodologies to an ENTERPRISE LEVEL to address challenges causing troubles in these four areas. The SAFe spans three levels of PORTFOLIO, PROGRAM and TEAMs making an approach understandable and practical for CTOs and top management of development organizations. SAFe provides practical recommendations on how to establish and efficient, flow driven delivery systems starting with ideas on PORTFOLIO and down to TEAMs through execution on PROGRAM level. What is SAFe 36
- 37. DAY 2 DAY 3 DAY 4 DAY 5DAY 1 Process Kick-off workshop Every project is different. Let’s define: - Roles - Artifacts (and tools) - Ceremonies - Practices: DoD, CI, DoR, AQA, code reviews, etc. Agile Training Two days Agile training for Two teams (Pilot team & one more Team) Align everyone on terminology to speak the same language. Discuss WHY we need Agile and HOW to do in Agile way. Module 1. Agile and Lean thinking Module 2. Frameworks: Scrum and Kanban Module 3. Agile Estimation and Planning Module 4. Teamwork Backlog and Tools It's crucial for the project to have well-structured and well-defined Backlog. Let's create a Backlog and setup the Tools necessary to have. - Tools Set-up - Tools Workshop - Backlog Grooming Sprint “ZERO” Planning Let’s plan the work for the Sprint. We have to define Sprint goal and create Sprint backlog. - Conduct Sprint Planning meeting - Follow-up and next steps * * Agile Injection in details
- 38. Current process … 2W 2W 2W 2W 2W 2W AREA #1 - BACKLOG AREA #2 - EDCATION DEVELOPMENT QA PREPS 2W … DEVELOPMENT QAPRE-DEV ACTIVITIES DEVELOPMENT QAPRE-DEV ACTIVITIES PREPS 2W
- 39. Agile process 2W 2W 2W 2W 2W 2W 2W 2W …2W DEV+QA DEV+QA IP AREA #1 - BACKLOG DEV+QA DEV+QA IP AREA #1 - BACKLOG DEV+QADEV+QADEV+QA PRE-DEV DEV+QA PRE-DEVPRE-DEV
- 41. 41 * Закрепление изменений в корпоративной культуре
- 42. Results • Productivity: +20% • Quality: post-production tail cut to 25% • Time to Market: (from 3.5-4m to 2m) • Visibility: full control on “what” & “when” will be delivered • Efficient organizational structure • Efficient cross-functional collaboration • PO function should be strengthened • Employee Engagement
- 44. ** ”Leading Change” by John P. Kotter
- 45. * 45 * Создание ощущения необходимости перемен
- 47. 47 * Создание коалиции * Создание коалиции
- 49. * Разработка видения и стратегии
- 50. 50 * Пропаганда нового видения будущего * Пропаганда нового видения будущего
- 51. 51 * Быстрые победы • Инкрементное добавление ценности • Движение к цели малыми шагами
- 52. 52 * Удаление всех препятствий
- 53. 53 * Регулярный анализ и развитие перемен * Регулярный анализ и развитие перемен
- 54. 54 * Закрепление изменений в корпоративной культуре * Закрепление изменений в корпоративной культуре
- 55. * 55 * ”The Culture Map” by Erin Meyer
- 56. * 56 Bulgaria
- 57. * 57
- 58. ** Основа успешных изменений – ВСЕГДА люди
- 59. * *QUESTIONS?