Ericsson Finland Scrum Gathering London

41
AGILE TRANSFORMATION @ERICSSON FINLAND SCRUM GATHERing LONDON 11.10.2011 HENRI KIVIOJA HEAD AGILE COACH

description

Slides from Ericsson Finland presentation held at Scrum Gathering London 11.10.2011.

Transcript of Ericsson Finland Scrum Gathering London

Page 1: Ericsson Finland Scrum Gathering London

AGILE TRANSFORMATION

@ERICSSON FINLAND@ERICSSON FINLAND

SCRUM GATHERingLONDON11.10.2011HENRI KIVIOJA HEAD AGILE COACH

Page 2: Ericsson Finland Scrum Gathering London

Agile Transformation

Agile by the Book

RealityRealityRealityReality

Inefficiencies

Inflexibility

AdaptationAdaptationAdaptationAdaptation

Flexibility

Efficiency

Quality

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 2

Inflexibility

Unsecureness

Context Specific

Constraints

Quality

Empowerment

trust

Fears

Misconceptions

Resistance toChange

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Complextelecomproduct

Complextelecomproduct

10+ years of

development

10+ years of

development

STarting point

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 3

significantinstalled

base

significantinstalled

base

Large distributed

multisite development

Large distributed

multisite development

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Agile TransformationWHY change?

Improve responsivenessImprove responsiveness

Create most valueCreate most value

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 4

Improve responsivenessImprove responsiveness

EMpower peopleEMpower people

Build quality inBuild quality in

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Agile TransformationThe Journey

Agile wake-up

call

Agile wake-up

call

1st team started. Real learning kicked-off

1st team started. Real learning kicked-off

Whole organization transformed

Whole organization transformed

Reading, studying,planning

Reading, studying,planning

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 5

Upfront planning by management

2008 2009 2010

Learning and adapting by everyone

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Project Management Team

Support Roles

TRG –Transfer reference group

Management TeamFirst ScrumMasters

ImpedimentsBig Picture

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 6

Line ManagementFirst Teams

Developers

First ScrumMastersSome Team MembersExternal Coaches

Node Project ManagerLearningDecisions

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Scaling up of teams

25 27 29 31 33 35 37 39 41 43 45 47 49 51 53 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50

NovOctSeptAugJul Dec FebJan10 Mar Apr JunMay AugJul Sep Oct Nov

Tigers

Wolves

xFT1

xFT2

xFT6

xFT3

xFT7

xFT8

xFT9

xFT4

xFT5

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ETH xFT1

xFT10

xFT11

ETH xFT2

Dragons IPTS

ETH xFT3

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Systemization

Implementation

Testing

Capability and VelocityFeature

Sprint

Ide

alis

tic

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 8

› Agile translates capability management into velocity challenge– Product bottlenecks disappeared– Discipline bottlenecks introduced

à Moderate generalization is needed

Re

alit

y

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Individuals

Co

mp

ete

nc

e

Communities of Practice

Generalizing

Working system instead of heroic

individuals

Participation on tool development

Focus on product integrity

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 9

Competence Area

Co

mp

ete

nc

e

GeneralizingSpecialists

IndividualsIn Business

ValueStream Test strategy

Test and SW craftmanship

individuals

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Teamsthe value unit in agile organization

Teams Grow

No Upfront plans

ITERATION Pulse

ContinuousIntegration

One Backlog Less Integration planningNo check-points

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 10

Teams GrowThe System Potentially

ShippableProduct

Features andReleases

Disconnected

End-To-EndUser Stories

AnatomyArchitecture

Test StrategyBurn-Down

Release, feature, Team

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Product

FeatureFeatureFeature

Development Community

TransparentTransparentTransparentTransparent

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 11

Teams with Product Focus, Support for XftsRVC Support

FeatureFeatureTransparentTransparentTransparentTransparentRealRealRealReal----time time time time FeedbackFeedbackFeedbackFeedback

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Simplified work flow

XFT1PPO ScM

CustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomersCustomers

PPO

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 12

ReleaseVerification

XFT2 ScM

XFT3 ScM

XFTn ScM

MainSW

branchProduct

ManagementProductOwner

PPO

PPO

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STRUCTURE –enable pull

POPOPOPOssssPOPOPOPOssss

Release PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerLineLineLineLineLineLineLineLine CapabilityLong-term items

Product ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct Management

Epic-basedordering

Features

Epics

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 13

POPOPOPOssssPOPOPOPOssss

AREA1 AREA2 AREA3Product

ProductProductProductProductCoPCoPCoPCoP

ProductProductProductProductCoPCoPCoPCoP

AREA1AREA1AREA1AREA1CoPCoPCoPCoP

AREA1AREA1AREA1AREA1CoPCoPCoPCoP

AREA2AREA2AREA2AREA2copcopcopcop

AREA2AREA2AREA2AREA2copcopcopcop

SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT

Tech Leads participate in communities of practiceFlexible Team allocation, commit in 2mo chartering

Epics

UserStories

Infra

AREA3AREA3AREA3AREA3copcopcopcop

AREA3AREA3AREA3AREA3copcopcopcop

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System Community ofpractice

system COP

Series of open sessions

Discuss

Feature System

Functionality

Feature

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 14

Systemize

Agree

Share

decide

Architecture

User Story Content

And Verification

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CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE

features

Epics

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Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn

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MMMMMMMMMMMMMMMMMMMMMMMM

Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 15

UserStories

tasks

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SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT

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CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE

features

Epics

FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn

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Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn

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Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 16

UserStories

tasks

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Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint

SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT

Page 17: Ericsson Finland Scrum Gathering London

Strong focus on coaching

Conseptual coaching

•Repeating practices

•No real passion

•Not fully understandingthe big picture

Ericsson agile coaching

•Understanding principles, supported by practices

•Substance driven

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 17

•Focus on rituals

•behavior driven•Passionate

•Concentrating on work, not the workers

•Value driven

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Empowerment happens when people and teams

take full responsibility of improving their process

Empowerment happens when people and teams

take full responsibility of improving their process

Empowerment, a buzzword?

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 18

IT´s all about people!IT´s all about people!

Page 19: Ericsson Finland Scrum Gathering London

Continuous IntegrationDefinition

“Continuous integration is a software development practiceContinuous integration is a software development practiceContinuous integration is a software development practiceContinuous integration is a software development practice– members of a team integrate their work frequently– each integration is verified by an automated build (including test)– to detect errors as quickly as possible.”

http://martinfowler.com/articles/continuousIntegration.html

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 19

“A potentially shippable product“A potentially shippable product“A potentially shippable product“A potentially shippable product is one that has been designed, developed and tested and is therefore ready for distribution to anyone in the company for review or even to any external stakeholder”

http://www.scrumalliance.org/articles/106-definition-of-done-a-reference

Page 20: Ericsson Finland Scrum Gathering London

Continuous IntegrationMotivation

Multiple teams working with same code-baseà Continuous integration framework needed

Cross-functional teams– Developers are the CI customers

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 20

à Focus on quick feedback, not on next test phase

Reduced TTM by means of preserving always shippable productà Release stabilization time reduced

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Build StatisticsExcl Team Builds

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 21

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Tools

Test Automation Test Automation Test Automation Test Automation Integration tests

ImprovementsImprovementsImprovementsImprovementsCommon Ownership

Online feedBackOnline feedBackOnline feedBackOnline feedBackChat, Info radiators, Wiki

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 22

Build Times Build Times Build Times Build Times 60min to 0-3min

Build SystemBuild SystemBuild SystemBuild SystemCustom to Generic

VCSVCSVCSVCSClearCase To GIt

Information System Information System Information System Information System Connecting The Toolkit

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Tools

With Corporate Tools you Will Get Corporate Agile:

•Slow

open source and open interfaces gives us

•Social networks

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 23

•Slow

•Non-adaptive

•Cumbersome

•Social networks

•Ownership

•Empowerment

•Flexibility

•motivation

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Online FeedBackInformation Radiator

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 24

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FunctioN FunctioN FunctioN FunctioN

System System System System

Test Test Test Test

Waterfall Test Strategy (2)The Past

release

EarlyEarlyEarlyEarly

1w

Practices for Scaling Lean & Agile Development

CORE NW I&V CORE NW I&V CORE NW I&V CORE NW I&V

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 25

CT CT CT CT

Function Test Function Test Function Test Function Test (Subsystem) (Subsystem) (Subsystem) (Subsystem)

FunctioN FunctioN FunctioN FunctioN Test on Target Test on Target Test on Target Test on Target

6w

6w

6w

CT CT CT CT Component Component Component Component

TestTestTestTest

CT CT CT CT

CT CT CT CT CT CT CT CT

Function Test Function Test Function Test Function Test (Subsystem) (Subsystem) (Subsystem) (Subsystem)

EarlyEarlyEarlyEarlySystem System System System

Test Test Test Test

Unit Unit Unit Unit

Test Test Test Test

Unit Unit Unit Unit

Test Test Test Test

1d

1w

1w

IntegrationIntegrationIntegrationIntegrationSystem Build System Build System Build System Build

Consolidation Consolidation Consolidation Consolidation

Craig Larman and Bas Vodde

Page 26: Ericsson Finland Scrum Gathering London

ProcessContinuous Integration

System System System System

SimulatedLEGACY TEST Smoke FT

on Target HW

FULL Ft

Upgrade

Loadtests

System TestsSystem TestsSystem TestsSystem Tests:Quality of serviceCharacteristics

hour

day

week

DAily Build

Weekly BUild

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 26

DevelopeR DevelopeR DevelopeR DevelopeR

Team Team Team Team

COMMONCOMMONCOMMONCOMMON

Developer Tests DevelopmentPractices

LEGACY TEST

targetbuild

on Target HW

sec

min

hour

Smoke tests

Team build

StaticAnalyzers

1/day/Team

N/day

Page 27: Ericsson Finland Scrum Gathering London

ProcessContinuous Integration

System System System System

hour

day

week

Daily Build

Weekly Build

Quick product level

Securingproductquality

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 27

DevelopeR DevelopeR DevelopeR DevelopeR

Team Team Team Team

COMMONCOMMONCOMMONCOMMON

sec

min

hour

1/day/Team

N/day

Developers Decide the tests Required before

publishing to main track

Quick product level feedback

Page 28: Ericsson Finland Scrum Gathering London

Organization

Mindset

TestTests on separate branchOnly corrections allowed

Quality Doors and check points

Small code changeson top of stable base

Identify faulty commits

EncourageEncourageEncourageEncourageCI Thinking

AvoidAvoidAvoidAvoidTracks

Qood QualityQood QualityQood QualityQood Qualityis the result

not the prerequisiteFail FAstFail FAstFail FAstFail FAstFix FastFix FastFix FastFix Fast

AvoidAvoidAvoidAvoidSilos

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 28

Task ManagementImplementation proposal

for Products

Detailed integration planning

Independent end-to-end tasks

Dependencies incl. into Backlog

DeveloperIncrements implemented

In Branches

Products integratedinto system

Small code changesintroduced to Main

E2E User StoriesIntegrated into system

Quality Doors and check pointsEmphasize waterfall

Identify faulty commitsInstead of debugging

Page 29: Ericsson Finland Scrum Gathering London

Organizational change

SysteM Design I&V

Implementation

Low Level Tests Function Test

System Test

IntegrationQuick Studies

Feature Systemization

Development

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 29S

ys

te

M

Development

Feature Systemization

Implementation

Low Level Tests

Function Test

Integration Product level feature development

Packaging, Integration tests

System Test

Re

le

as

e V

er

ific

atio

n

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Agile testing quadrantsProviding landscape for team’s strategy work

BUSINESS FACING

SU

PP

OR

TIN

G T

HE

TE

AM C

RIT

IQU

E P

RO

DU

CT

Automated&Manual

Manual

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 30

TECHNOLOGY FACING

SU

PP

OR

TIN

G T

HE

TE

AM C

RIT

IQU

E P

RO

DU

CT

Automated Tools

Q1 Q4

Q3Q2

Page 31: Ericsson Finland Scrum Gathering London

Product Teams and Test Phases

Test Setup

Scrum Teams + services from test teams

Implementation Implementation Implementation Implementation

TR Corrections TR Corrections TR Corrections TR Corrections

Subsystem Test Subsystem Test Subsystem Test Subsystem Test

Function Test Function Test Function Test Function Test

System Test, NW I&V System Test, NW I&V System Test, NW I&V System Test, NW I&V

Release Verification Release Verification Release Verification Release Verification

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 31

Scrum Teams + services from test teams

Continuous Integration

Page 32: Ericsson Finland Scrum Gathering London

OrganizationIntegrating test activities into the value stream

› Scrum: All (test) activities in cross-functional teamsà All test activities follow the sprint pulse

– Scope from Product Backlog– (Daily) SW base from Continuous Integration flow

› Why separate Test Teams are needed– Limited interdependency between implementation and System test – Competence, Test environment availability, lead-time might also be issue

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 32

› Why test sprints might be needed– Test sprints are seen as Scrum-but because it’s a sign of test debt– In our context test sprints are needed

› HW changes, platform uplifts, architecture redesign etc– Test sprint is just an extreme example when test effort >> implementation effort

› Is it possible that testing is delayed/late in Agile organization? Is it possible that testing is lacking resources?

Page 33: Ericsson Finland Scrum Gathering London

Teams Test Strategy in Cross-Functional Teams

› Best Architectures, Designs and Requirements emerge from cross functional teamsà Best Test Strategies emerge from cross-functional teams

› Earlier Test Strategy work– Influenced by site setup (politics)– Organizational setup driven by budgeting, impacting efficient scope division– Often describes how testing was done instead of proactive approach

› Test “as efficiently as possible” instead of “as early as possible”

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 33

› Test “as efficiently as possible” instead of “as early as possible”– Focus on fast feedback– All test activities in Scrum teams enables direct comparison of the qualities of test levels

› Execution times, level of automation› Maintainability, Ease of use

› No scope sub-optimization in test activities– Test scope always takes the room that is given to it– Optimal test scope division in waterfall and non-waterfall is different

› Inter-team collaboration needed to avoid sub-optimization on team level

Page 34: Ericsson Finland Scrum Gathering London

Active communities of practice

Developers CoP Development practices (e.g., design rules, legacy/future dev tools & env, IT hub, unit testing, etc.)

Unit Test Cop Unit test practicesFunctional Verification on Target CoP Functional Verification, Test Automation CoP Test automationLM Test CoP Loadmodule testingContinuos Integration CoP Build Time CoP Enhancing the

Continuous Integration

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 34

Continuous IntegrationVerification Strategy CoP Overal Product Verification strategy and

its status (covering feature development, integration, RVC and PLM)

Component Guardian CoP componentguardiancopFramework CoP Product Quality issues and our WOWScrum Master CoP Varies among scrummastersInfo Handling CoP Make it easy to share, access and

produce information. RoseRT and RSA-RTE CoP RoseRT and RSA-RTE related issues

Page 35: Ericsson Finland Scrum Gathering London

Change in almost everything!

Big projectsBig projects Decoupled development and flexible releasesDecoupled development and flexible releases

System/development/testsilo organization System/development/testsilo organization Cross functional teamsCross functional teams

Individual officesIndividual offices Team spacesTeam spaces

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 35

Narrow & specialized competencesNarrow & specialized competences

Broader competences and continuous learningBroader competences and continuous learning

Individual accomplishmentIndividual accomplishment Team successTeam success

Following a defined & detailed processesFollowing a defined & detailed processes Agile and Lean thinkingAgile and Lean thinking

Top down controlTop down control More people initiative and self organizationMore people initiative and self organization

Page 36: Ericsson Finland Scrum Gathering London

Agile Transformation

Agile by the Book

RealityRealityRealityReality

Inefficiencies

Inflexibility

AdaptationAdaptationAdaptationAdaptation

Flexibility

Efficiency

Quality

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 36

Inflexibility

Unsecureness

Context Specific

Constraints

Quality

Empowerment

trust

Fears

Misconceptions

Resistance toChange

Page 37: Ericsson Finland Scrum Gathering London

Agile is about business

What do we need to do make lean and agile

a great success on enterprise level?

› Continuous Integration on Solution level -> Continuous Deployment

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 37

› Acceptance Test Driven Development › All tests are done parallel, all the time › Agile Release Planning › Small batches to support the flow › Agile and Lean Coaching on all levels

Page 38: Ericsson Finland Scrum Gathering London

EMpower and Engage!

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 38

It’s all about people!It’s all about people!It’s all about people!It’s all about people!

Page 39: Ericsson Finland Scrum Gathering London

Our main learnings so far

First hand evidence and experience through feedback

cycles is

Whole organization needs to accept the move from up front planning to living

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 39

the real source of learning

with the pulse of the teams

This is a profound change of culture & thinking that goes

way beyond processes & tools

Page 40: Ericsson Finland Scrum Gathering London

Contact

hkivioja Henri @ Twitter

[email protected]

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 40

bit.ly/agileinc Agile Inc Blog

[email protected]

Page 41: Ericsson Finland Scrum Gathering London

Ericsson Internal | © Ericsson AB 2011 | 2011-10-11 | Page 41