alexey kovoliov. 100 legacy systems
DESCRIPTION
Real life case study about the Agile adoption in telecommunications service provider company (TEO LT) and different organizational patterns, tried for the Agile software development unit.TRANSCRIPT
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100 LEGACY SYSTEMS
VS
30 AGILE DEVELOPERS
Epic transformation story
2014-10-
28
Alexey Kovaliov
Head of Information Systems Department
TEO
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PURPOSE?
● Different organizational patterns suitable for Agile
● Case study of the Agile adoption
● ~3500 employee company
● ~90 employee Information Systems unit
● + Subcontractors
● Encourage to adopt Agile in product or industrial companies
● Encourage to experiment and seek for organization efficiency
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Do Not Walk the Road of 100 LI
2 YEARS. 4 TRANSFORMATIONS
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100+ LEGACY SYSTEMS
● Business Support Systems
● Sales Channels
● CRM
● Billing
● Order Management
● Operations Support Systems
● Telco
● Datacenters
● Service centers
● Enterprise Resource Planning
● Finances
● HR
● Corporate compliance
● Data Analytics
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STAGE 0: ZOMBIES & SPAGHETTI
● #.# Headcount per system
● 0.25 – 15.00
● Utilization 100%
● No resource sharing
● No teamwork
● No task management tools
● No methodology
● Disorganization
● Unmotivated undead
● Good for budgeting
● Worst for scale and prioritization
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STAGE 0: ZERO SCALING
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STAGE 1: SYSTEM FACTORIES
● 3-4 Thematic groups of systems
● System Factory is a sub-unit
● Manager
● System Analysts
● Software Developers
● Testers
● Agile/Scrum
● Integration with Work Order tool
● Automated KPIs
● Scalability problem
● Thick spaghetti
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STAGE 1: FACTORY IN FACTORY
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STAGE 1+: TROOPERS
● Troopers = 2 Dedicated teams
● Software Developers
● Tester
● Fast and adoptable
● Break through with new projects
● Dedicated Agile backlogs
● Requirements QA and acceptance
● Pass the results Harrison
● Harrison = Factory
● Supports legacy
● Owns the systems
● New projects’ results’ QA
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STAGE 2: IN-HOUSE SYSTEM FACTORIES
● 50 employee unit moves to TEO
● Easy “as is” integration
● No one left behind
● Not a single idle day
● Same Agile approach
● Ownership of the systems
● Improved scalability
● Internal + External Troopers
● New challenges:
● Redundancies of roles
● Internal/External costs
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STAGE 3: FUNCTIONAL SILOS
● Roles Consolidation
● Analysts Planning
● Analysts Support
● Testers Support
● Less Management Roles
● Purified SWD Unit
● Managers
● SWD Teams
● Subcontractors Troopers
● SWD KPIs
● Limited Agile
● Issues with Agile planning
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TEO RESTART!
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STAGE 4: CELL-BASED NETWORK
● Market
● All TEO Units
● External Sphere
● 5 Systems Ownership Teams
● Project Managers Team
● KANBAN
● Internal Sphere
● Architect Team
● SWD Teams
● External SWD Teams
● QA Team
● Resource Managers Team
● Scrum/KANBAN
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STAGE 4: CLOSER LOOK
BENEFITS
● Autonomy and self-organization of the teams
● 2 level hierarchy for 85 employee organization
● As less management as possible
● External sphere is the King
● Transparency of every team’s tasks and roles
● Single Window principle both for WO and Support
● Extensibility by External Troopers still staying Agile
● Same backlogs for everyone
● Fits into even more sophisticated Technology projects organization
● Hardware
● Telco infrastructure
● Business transformations
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EVERYBODY LOVES KITTENS
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EVERYBODY LOVES KITTENS METHODOLOGIES
● Niels Pflaeging
● http://www.betacodex.org/
● Tons of free materials to download
● Workshops
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EVERYBODY LOVES KITTENS TOOLS
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Purpose Tool
Strategic Roadmapping Microsoft Excel
System Team Roadmapping
Work Order Lifecycle In-house build tool
Complex Project Management Microsoft Excel
Microsoft Project
Product Backlog
Microsoft Team Foundation ServerSprint Backlog
Kanban Boards
Sprint Boards
Requirements Engineering Microsoft Office
(moving to Magic Draw)
Support Incidents Lifecycle SiAL
NEXT?
● Prove it works and good for the KPIs
● Adopt similar approaches thorough the company
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? ANY ?
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