MANAGE AGILE

From BottomUp to TopDown

Our Agile Journey

2 |

Stefan & Stefan

Senior IT Project Manager

„Agilist + Product Owner +

Pragmatic Optimist!“

Vice President – IT

Application Services

„Leader, Optimistic

Motivator + Agilist“

https://www.linkedin.com/in/

stefangruber

https://www.linkedin.com/in/

stefan-murauer-b16628

3 |

4 |

THE EARLY DAYS OF AGILE

5 |

8 |

JEWELRY FASHION AND RETAIL CENTERED BUSINESS

JEWELRY

PRODUCTION

RETAIL

M-Commerce

E-Commerce

MELTING MACHINE TOOLING

CRYSTAL PRODUCTION

SUPPLY

DIS

TRIB

UTI

ON

SUPPLIERSSUPPLIERS

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GLOBAL IT ORGANIZATION

Hong Kong

Cranston WattensTriesen

January 2015

348,7

26,0

31,0

9,8

9,4

Wattens

Hong Kong

North America

Liechtenstein

ROW

424,9 CorpIT employees worldwide (FTE)

+ 84 Local IT in GBS

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WHY AGILE WORKING?

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ORGANIZE FOR COMPLEXITYThe new normal at Swarovski

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AGILE ??

• Get better all the time → Retrospective

• Concentrate on your work → Reduce parallel

work, reduce switching effort

• Stop starting & start finishing → Help each

other to finish, reduce switching effort

• Fail Early → Iterative approach MVP

Project 1

Project 2

Projct 3

Project

1

Project

2

Project

3

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OUR AGILE JOURNEY … SO FAR

First IT Team established Scrum

First Project Teams worked with Scrum

2013More and moreteams switched toagile due to thesuccess stories ofother teams.

The first IT teamimplementedKanban

…First IT Team improved the wayof working fromKanban toScrumban

Ideation of CorpITAgile Framework

201715 IT Teams (of 35) are working Agile

Most IT projectteams or IT streamsare working at least partly Agile or withan iterative process

2018

Different knowledgeand understanding ofAgile over the years

Currently manydifferent „flavours“ ofagile methods and

standards

Issues in case of Agile Scaling, existing

role/hierarchytraditional PM etc

Necessity of mindsetchange

OUR AGILE JOURNEY … SO FAR

CORPORATE IT AGILE FRAMEWORK

Introduction to the Transition

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CORPORATE IT AGILE FRAMEWORK

As Corporate IT, we want to define a common

approach on how to adopt agile methods at Swarovski

in order to share a common understanding of the

terms and definitions and to develop the skills to coach

and consult agile teams in-house.

This will enable us to provide a guideline to the teams

that apply agile methods, strengthen the

collaboration and exchange between the teams and

set the stage for scaling agile methods within the IT

organization.

A reduced number of parallel activities, more

transparency and an improved working environment

enable us to be more efficient and to increase

employee satisfaction, in return benefiting the entire

organization.

Collaboration

Respect

Focus

Transparency

Commitment

Vis

ion

Va

lues

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THE OBJECTIVES

Doing the right things

at the right time!

• Reduction of parallel work for IT

employees

• Increase satisfaction of IT

employees

• Providing “state of the art” ways of

working

• Increase customer satisfaction

and reduce “time to market”

• Have more binding agreements for

delivery

• More flexibility in resource and

project planning

• Integration of agile methods with

traditional project management

• Increase transparency for IT

processes

• Establish continuous

improvement process

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THE BIG PICTURE

DefineObjectivesStrategies

Prioritize

Combine Learnings

DefineStandards & Run Pilots

Consult & Coach

Manage Change

Inputs Deliverables

Existing Corp. IT

Organization and Teams

• Hierarchical structure

• Processes

• Resource planning

• Roles and leadership

• Project/task prioritization

• Virtual teams

Corp. IT Project and

Portfolio Management

• Project roles

• Project planning

• Controlling and reporting

• Traditional & agile

approach

• PMO/Portfolio Mgmt

• PM Standards

Experiences & Learnings

• Best practices based on

standards

• Internal best practices

• Best practices /

experiences of other

organizations

• Failures

Agile Mindset, Methods

and Frameworks

• Agile Manifesto

• Scrum

• Kanban

• Scrumban

• XP, TDD, FDD

• DSDM

• SAFe, LeSS

• …

Agile Framework – Maturity Level I

• Values & Principles

• Processes (Scrum &

Scrumban)

• Roles, Events & Artifacts

• Tool Support

• Leadership

Standards for Agile

• Project Categorization

• Traditional / Agile / Hybrid

• Setup & Planning

• Roles

• Controlling and Reporting

Hybrid-PM Standard

• Retrospective Learnings

• Agile Community

• Agile Services (Guidance, Coaching etc)

Continuous Improvement and Learning

Agile Transition

• Agile Vision and Strategy for Corporate IT

• Concept for further Agile Transition

• Agile Mindset for CorpIT Employees

Agile Teams

• Follow the vision

• Values and principles are respected

• Leadership is adapted

Supported by NextLevelConsulting

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Maturity Level I

EXAMPLE OF AN AGILE MATURITY MODEL

Beginning Agile

Agile is used in single teams

Driven by individuals

Single agile practices are

used

Doing Agile

Evolutionary agile mindset

Continuousimprovement sets

in

Agile practicesare perceived as

valuable

Thinking Agile

Regular Continuous

improvement

Self-organizedteams

Knowledge sharing acrossteams begins

Being Agile

Agile Mindset ispart of the culture

A customer-centric approach is omnipresent

Servantleadership acrossthe organization

Culturally Agile

Value is deliveredacross teams

Agile culture is fully transparent and consistent

The learning organization is in

place

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CORP IT: SCRUMBAN TEAM

Work

Backlog

ReplenishmentRegularly,

Prioritization,

Planning

Daily Stand-UpFocus on

Impediments

ReviewTime Slots, PO‘s,

Stakeholders

RetrospectiveScrumban-Team,

Continuous

Improvement

Project A (Capacity 30%)

Scrum Process

Head-Of

Scrum Master

Team Members

Dedicated

Team Members

Product Owner

Product A

Product Owner

Project A

Product Owner

Product B

Daily Operation (30%)

Small Requirements (40%)

Definition

of Ready

Definition

of Done

RefinementClarify & Estimate

Planning Cycle(Focus on Continuous Flow)

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THE PRODUCT DRIVEN IT ORGANIZATIONMoving from projects to products?

The Product

Search

The Product

Search

The Product Team

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Introduction (WHY)

Hybrid-PM Services

Develop and Empower

Agile Coaches

Organizational Improvements

& Vision for Maturity Level II

Agile Coaching & Consulting

Training & Workshops

OVERVIEW OF TRANSITION CONCEPT

AGILE FRAMEWORK TRANSITION: Maturity Level I

Leadership Transition

Agile Services

Culture ofContinuous

Improvement

Team Transition

Communities of Practice

Operations Reviews

Improve Agile

Mindset & Culture

Organizational Level

Guidance

Change ManagementTeam & Leadership

Coaching

Team AssessmentOrganizational & Team

Level Improvements

Collect feedback, reflect and improve

Agile Framework:

Maturity Level I

Agile Transition

Concept:

Standards for Agile

Methods

Hybrid-PM

Standard

Continuous Learning

and Improvement

Transition process

(scope, schedule)

Analyze org.

potentials / impact

Transformation

Leadership structure

Agile Services

preparation

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KNOWLEDGE BASE

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CURRENT CONCLUSION