The Mental Leaps at Ericsson 3G - Ways of Working in the Networked Society

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CAPITALS

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The Mental Leaps at Ericsson 3G

@erik_schon DISCLAIMER: LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this presentation.

Lyon, April 16, 2015

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text in the footer area @erik_schon | @ericsson | #mixit15 | April 16, 2015 | (47)


Methods & Tools Resource Efficiency Scattered Experiences

Principles & Mindset Flow Efficiency Continuous Innovation

DISCLAIMER: LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this presentation.

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ERIK SCHÖN @erik_schon

Co-creator of conditions

where people, teams

and organizations

grow @ericsson

SERVING

Product Development Group Radio Base Stations

Product Development Unit 2G, 3G & Multi-Standard

Development Unit Radio

Business Unit Radio

Ericsson in Stockholm, Sweden

Proud member of the FlowFans


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Ericsson 3G: Facts & Figures

>40% Of all 3G traffic in Ericsson networks

10 R&D sites

1 800 people

Ericsson’s Vision: A Networked Society where every person and

every industry is empowered to reach their full potential

#1 Mobile 3G networks

~100 Teams

1,5B€ software sales

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3G Network Overview

Radio Network

Controller

Radio Base

Station

Internet Telephone networks

Complex Network, Complicated Product

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Our heritage: Improving The Waterfall for 30+ years …

2-3 year projects, 100 000-200 000 person hours

2010: Improvement potential questionable …

We must try something fundamentally different

System

Design

Test

System

Design

Test

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Inspiration: our Colleagues in finland …

XFT1

Release

Verification

Customers

Product

Management

Product

Owner

PPO

PPO

PPO

ScM

XFT2 ScM

XFT3 ScM

XFTn ScM

Main

software

branch

PPO Product Proxy Owner

XFT Cross-Functional Team

ScM Scrum Master

Product

Backlog

Continuous

Integration

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Flow

Visualization

Continuous Learning

Initial focus on

needs and direction

Inspiration from

Thought Leaders

Culture of thinking

for ourselves

Continuous Integration

“Kanban”

Scrum


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Principles & Mindset: Point to the destination


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EMpower people

Reduce lead-time to be more Responsive

Increase efficiency to enable more output

Build quality into our way of working

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Principles & Mindset: From large batches …


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Principles & Mindset: … to Small batches


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Try: Improvements as Small experiments


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Smaller slices → faster value delivered

Early feedback → direction change if needed

Try: elephant carpaccio

Original Feature

1 2

3 4

5 6

7 8

Split Feature Split Feature

1 2

5

6

Kudos to @totheralistair & @henrikkniberg!

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Principles & Mindset: From local “Kanban” …


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Principles & Mindset: … to global awareness


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How can You See the FLOW in Your ways of working? 2 minutes discussion in pairs

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Try: End-to-end Visualization room

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Try: End-to-enD Visualization room

Requirement

Area

Swimlane

Process

Step

Column Feature Blocked

Feature

Meeting

Checklist

Priority

Order

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Methods & Tools

Resource Efficiency Scattered Experiences

Principles & Mindset

Flow Efficiency Continuous Innovation


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As long as

I’m busy …

What can I

start next?


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Flow Efficiency

Resource

Efficiency

Low High

Low

High

Prioritize continuous learning

Prioritize flow efficiency

Niklas Modig

Stockholm School of Economics

@LeanOnMyself

Inspiration: What is Lean?


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Flow efficiency: Visualize end-to-end


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Try: End-to-enD Flow Visualization Room

10 meetings per week, 10-15 people per meeting - using video conference

Area Product Owner, Operative Product Owners, Line Managers, Program Managers

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Try: End-to-End flow trend Visualization

Pre- prestudy

prestudy Development Launch

Cumulative number of features

Time

Work in

Process

(WIP)

Lead-Time

Throughput

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Flow efficiency: In product & Process


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Flow and queues in traffic …


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Don Reinertsen @DReinertsen

“Ericsson: you already know this,

you use it in your products

every day!”


Inspiration:

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Try: Story-Telling around flow in product & Process

Arrival Departure

Radio Network

Controller

Radio Base

Station

Admission

Control

Congestion

Control


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Try: Active Flow Handling

Experiment: Limiting number of parallel activities

Result: Reduced lead-time by 40%

Initial lead-time

10 weeks

In execution initially

42 items

In execution

20 items

New

Backlog

Execution

Done

Lead-time

6 weeks

Cumulative number of items

Time

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Methods & Tools Resource Efficiency

Scattered Experiences

Principles & Mindset Flow Efficiency

Continuous Innovation


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How can You Secure time for Innovation? 2 minutes discussion in pairs

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Try: Plan for innovation

Time

Capability 100% capability

Planning with less than full utilization

creates environment for innovation

Capability at 70%

planned utilization

Innovation = value from ideas in product and product development

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Try: Continuous Innovation towards the vision

Small experiments

towards next CHALLENGE

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Try: Learning Days

Full day, multi-site, multi-track, internal conference

with own content & external speakers - every sprint

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Inspiration: the #1 Sports Car Company

Source: Peter Blackert, http://www.flickr.com/search/?w=29987108@N02&q=ferrari%20458%20italia%202010

The best Ferrari car

we have every produced

is the next one. Enzo Ferrari

Founder & CEO, 1898-1988 DISCLAIMER: LEGO® is a trademark of the LEGO Group, which does not sponsor, authorize or endorse this presentation.

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What will your next Mental Leap be?

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Q&A





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CAPITALS

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Inspiration

Craig Larman & Bas Vodde (2008)

Scaling Lean & Agile Development

Niklas Modig & Per Åhlström (2012)

This is Lean

Donald G. Reinertsen (2009)

The Principles of Product Development Flow

Håkan Forss

Flow Sensei / Plumber

The Mental Leaps at Ericsson 3G - Ways of Working in the Networked Society

Leadership & Management

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