www.qaiglobalservices.com

Telecom solutions company

Agile Case Study

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Client OverviewA leading embedded tele-com solutions company that offers a unique combination of research and development consultancy, wireless software products and software services, and works with Network OEMs (original equipment manufacturers), Semiconductor Vendors, Terminal Device OEMs and Operators across the world.

Business Verticals Handset Technology Services, Network Technology Services, ASIC Design & Silicon Platform Software Services, Hardware Design & Testing Services

Scope Of Work Agile Transformation and Enterprise Wide Deployment for ODC Team (300+ Members) ODC for a leading handset manufacturer for developing application software on connectivity media (Bluetooth, USB, WLAN)

Business Motivation / Challenge to go AgileThe company faced the following challenges:•Toreducetimetomarkettheproducts•ConstantvalidationofProductQualitytotheaudience•ImprovevisibilityonProduct&Projectprogress

Introduction

ActivitiesQAIundertookvariousactivitieskeepinginlinewiththenatureofworkofthecompanyandtherequirementsandchallengestheywerefacing.Theseactivitiesfocusedondecidingthepath,rollingoutaplanaroundAgileandensuringtrainingtotheworkforcewasbeingimpartedintherightway.

1Defined the

Agile Roll-Out plan

Createdaframeworkwithinwhichtheprocessofdefiningtheplanofactionhadtobemappedout:• FormulatedAgileProcessFramework• DeployedAgileProcessFramework• BaselinetheAgileProcessFramework• Formulateddashboardsforstakeholders

Conduct ‘Train the Trainer’

programs

Createdknowledgebaseforagiledeploymentforindividualswhoweretoleadandtrain,anddeployedtoolsforactivities.ThetrainerscouldthenrefertotheknowledgebaseandwiththehelpofAgile-relatedtools,theyperformedbetterintrainingtheirteamsintherightway.

Coaching & Mentoring

Teams

SprintPlanning,DailyStandup,BacklogRefinement,SprintReviewandSprintretrospectivemeetingswereconductedinordertotraintheteams.TheywereexplainedtheimportanceoftheseelementsofAgile,howimplementingthesewillhelptheirbusinessandhowtheywillmakeproductivityincreasealongwithreducingtheturnaroundtime.

Roadmap and Approach

Reduced Project RisksThisledtoamorefocused,identifiableandmore accurate planning for the end result on behalfoftheteam.Budgetscouldbeallocatedbetter,marketingplanscouldbedevisedwithabetterunderstandingandtargetsweresetwithmoreaccuracy.

1. InceptionAplanwasdrawnandanapproachwastakenwherebroadguidelinesweredecided,theonesaccordingtowhichtheprocessesweretobegin.Therewerevarioustoolsdeployedandstepstakeninthisapproach.Findthemlistedbelow:• DefinedtheAgileRoll-Outplan• HeldtrainingsonAgileMethodologiesandPractices(XP&SCRUM)andthenre-organizedtheexistingteamintofunctionalScrum teams

• UsedtheScrumWorksProToolforProjectManagement• DeployedCMSynergyforConfigurationManagement&ContinuousIntegration

• C#&.Netbasedautomatedtestingframeworkwasadapted• UsedtheCoverityToolforstaticcodeanalysis• DeployedthePurity&TestifyToolforstatement&functional

coverage• MonteCarloSimulationalgorithmbasedDefectPredictiontool

was also used• Setuptoolstructure,performedcustomizationsandcompleted

user access management• Conductedhands-ontrainingonScrumWorksProtool

2. Operation• FormulatedanddeployedtheAgileProcessFramework–IdentifiedtherelevantAgilePractices

• AlignedactivitiestotheexistingQMS

• FormulatedSr.Management,ProjectManagementandTechnicalManagementdashboards

• Formulated“DefinitionofDone”foralltheactivitiesintheProjects

• CoachedtheProductOwners&ScrumTeamstomaprequirementstoepics/userstories&derivereleaseplans

• CoachedandsupportedtheScrumMastertoresolveimpedimentsandProductOwnertomaintaintheproductbacklog

• MentoredtheteamsduringSprintPlanning,DailyStandup,BacklogRefinement,SprintReviewandSprintretrospectivemeetings

3. RetrospectionWhatever had been done by the company in the past and did not leadtoanyimprovementintheirbusinesswasdealtwithnow.Correctiveactionwastakentofixtheseprocessesandactivities.• ConductedcoursecorrectionsessionsforManagement/Technical/ScrumteamsontheAgileProcessFramework

• RefinementofAgileProcessFramework• Conductedtrainingsforknowledgegapsandskill

enhancements

4. ContinuationThecurrentactivities,proceduresandprocessesinthecompanythatwerebeneficialforthegrowthwerecontinuedwithandgivenaboosttobeabletomakeperformancebetter.• BaselinetheAgileProcessFramework• Conduct‘trainthetrainer’programsforProduct&Process

owners• CreateFAQsforprocess&toolssupport• Createknowledgebaseontheentireagiledeployment

Realized BenefitsThevalue-addthatAgilebrought to the table for this telecommunicationcompanywereplenty,andtheresultswerebothqualitativeandquantitative.

Lesser percentage of rework (or COPQ)Theamountinvestedinestimatingdetectionandpreventionofproductfailureswas reduced

Time to market improved by 20% in R3 & R4Thetimetomarketproductsbythecompanywas reduced

Product quality of features improved >25% in later sprintsThequalityofproductswasimprovedbyasubstantialmarginafterprocessesimproved

Overall improvement in technical depth and technical capabilities of team members

About QAIWorld’s Leading Brands have Chosen QAI Time and Again

Contact DetailsQAI USA: 5728MajorBlvd,Suite602,Orlando,FL32819,USA Phone:+1-407-363-1111

www.qaiusa.com | www.qaiglobal.com | www.qaiglobalservices.com

QAI China: Suite120,T3Building,SouthDistrictofHi-TechPark,Shenzhen–518057,China Phone:+86-21-51314155

QAI Singapore: 391BOrchardRoad#23-01,NgeeAnnCityTowerB,Singapore-238874 Phone:+65-6225-8139

QAI Dubai: UnitNo:3O-01-1575Jewellery&Gemplex3, PlotNo:DMCC-PH2-J&GPlexSJewellery&Gemplex,Dubai,UnitedArabEmirates

QAI India: 1010-1012,AnsalTowers, 38NehruPlace,NewDelhi-110019,India Phone:+91-11-26219792,47776666

Setupin1994,todayQAIisamongsttheworld’stopthreefirmsintheenterprisewidedeploymentofprocessinitiativesthatcontributeto‘OperationalExcellence’.

QAI’smissionistofacilitateenhancedcompetitivenessinSoftware,BPOandotherknowledgeintensiveorganizationsthroughmultifacetedinterventionsintheareasofprocessimprovement,beitbusiness,engineering,peoplemanagementorIT,throughitsservicesinConsulting,TrainingandAdvisory.

Thisuniqueblendofservicesenablesclients,byusingoneservice,tobenefitfromourexperience,knowledgebase,networkandlearninginotherservices.

QAI’sholisticapproachtoprocessimprovementconsultationisbasedontheobjectiveofintegrationPeople,ProcessandTechnology,tohelporganizationsachievebreakthroughperformance.

QAIhelpsorganizationstoachievetheirbusinessgoalsbetter,fasterandcheaperbyfacilitatingoperationalexcellence,through:ProcessManagement,ProjectManagement,QualityManagement,ChangeManagement,HumanCapitalManagement,ITServiceManagementandInnovationManagement,thushelpingcompaniesintheworldovertoreducecycletimeincreaseproductionandimprovequalityofservicedeliveryandprocesses.

600+ CMMI® & P-CMM® end-to-endEngagements

50+ Ministries, Departments and Governments overseas have engagedQAItobuildindustrycapabilities

300+ CMM/CMMI® clients overtheyears.

500+ Six SigmaProjectsmentored

SomeofthetopFortune500Cos– GE, IBM, HP, Verizon, JPMC, Dell, Microsoft, Motorola, Intel clients.

World’sFIRSTFOURSVCv1.3ML5AppraisalsandtheAppraisalPartnertheyChose!

•FujistuchoseQAI

•XchangingchoseQAI

•AccenturechoseQAI

•CapGeminichoseQAI

QAIisthe #1 globally inthenumberofCMMI®V1.2/V1.3HighMaturityAppraisals(ML4/5)

Change ManagementChallenges• Adaptingtothenewwayofworkingwithoutaffectingtheongoingprojectdeliveries,timelines,targetsandqualityduringinitialsprintswastough

• Ensuringdisciplineinfollowingprinciplesofagilewasdifficult.Likeensuringdailyupdatesofartifacts,transparencyinhighlightingimpediments,co-ordinationbetweendevelopers&testers,etc.

• Lackofcapabilitiesforadaptingcertainpracticesofagilelikeentireteamestimating,selforganizing,creatinguserstories,etc.

• Duetore-organizationofteams,bonding/co-ordinationamongteammemberswasnotsufficient

• Requirementsofautomatedtestingandcodecoverageevolvedoveraperiodoftime,henceinadequateproductqualitymeasurements

Benefits/Value Delivered• Reduced project risksduetodailytrackingandretrospectiveactions

• Higher quality and lesser percentageofrework(orCOPQ)duetoautomatedunitintegrationtesting,continuousintegrationandconstantmonitoringofdailybuilds&coverage

• Improvedthetechnicaldepthandbroadenedthetechnicalcapabilitiesand understanding of team members

• Decreasedramp-uptimeofnewjoinees

• Timetomarketimprovementsintermsofscheduleslippageimprovedby20%inrelease3&4

• Productqualityoffeaturesmeetinguserneedsimprovedmorethan25%inlatersprints