agile transformation in telco guide

AGILE TRANSFORMATION GUIDEFOR TELCO

As ACM, we have been helping our clients in Telco throughout their Agile Transformation journey for more than five years. Together with our clients, we created

lots of significant success stories and we want to share insides from our learnings.

ABOUT THE GUIDE

About Agile & Scrum

Roadmap for the Transformation

Pilot Step

Scaling Step

Transform Culture

Work With Us

Anchoring Actions

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5

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ADAPT TO CHANGETO SURVIVE

AGILE is;Flexibility,

capacity and the

capability of rapidly and efficiently “adapting” to “change”

Reference: www.jpsampige.wordpress.com

AGILE BENEFITS

EVOLUTIONARY DELIVERY

Agile Approaches

Shorten TTM & Delivers Value

Early and Continuously as

a Flow

AGILE vs WATERFALL

AGILE WAY WATERFALL WAY

v Deliver Early & Frequently

v Transparent Progress

v Self Managed & Organized

v Incremental Value & Risk Management

v Embraces Change

v Delivers Value Only at the End

v Detailed Planning But QuestionableProgress

v Command and Control

v Phased Approach With an Attempt to Know Everything at the Start

v Change Prevention

v Continuous Learning

v Customer & Value Focused

v Learning is Secondary

v Timeline Focused

AREYOU

AGILE?Test yourself

Communication level in your team

Decision making structure

Accountability level

Frequency of customer involvement

Face to face, open, frequent Mostly written, not frequent

Collaborative, as a team Top down, one man show

Personal responsibilityCommitment as a team

Frequently At the beginning & end

Score Yourself 15

NOT YET AGILEAGILE

Speed of handling change requests

Working output delivery frequency

At most in few weeks Takes more than 2 months

At most in few weeks Takes more than 2 months

Testing process Continuously throughout the project

As a whole at the end

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1

3

4

5

6

7

Analysis process

Authentication policies

Progress transparency

Learning & improvement culture

Detailed upfrontOngoing

Self organizing & correcting Bureaucratic

Measured and visible Sensational progress tracking

Frequently improving things Status quo is the habit

NOT YET AGILEAGILE

Score Yourself 15

11

10

9

8

PLANS ARE USELESS

INDISPENSIBLEBUT PLANNING IS

Eisenhower

THE ROADMAP

Pilot Step

Scaling Step

CultureTransformationStep

STARTSMALL

ARE YOU READY TO START?

PILOT STEP

Willingness business

Willingness, competent, dedicated teamA coach to support the team

A backlog of requests that can be delivered at most in few weeks cycles

If all YES, then GO!

The pilot step is for experimenting the usage of Scrum/Kanban in chosen team(s) to initiate the Agile transformation inside the

company.

Get a strong, high level sponsor1

2 Work with dedicated experts to train & coach the team(s)

3 Create safe environment in which nothing disturbs the pilot team(s)

Being successful within the pilot step is so crucial. So, before starting the Agile transformation be sure that the following items

are all set.

INITIAL SUCCESS FACTORS

PILOT STEP

Achieve Quick Wins to Create Interest & Motivation to Change1

Visionary type of people is easy to convince for a change. However, not all of the people in the organizations are visionary, and there are pragmatists and/or

skeptics too. In order to be able to scale the transformation and be successful in the long term, these pragmatists and skeptics should also buy-in the new

process and mindset. The best way to do so is to show them some real good results right inside the on going current business. Therefore, focus on star ting

few pilot teams and achieve quick, significant business results with them.

Throughout this step, focus on these three subjects;

PURPOSE

PILOT STEP

2 Explore Impediments for Bigger TransformationFor more than a decade, many cases and statistics have shown us that Agile methodologies can create significant results. Thus, the aim of the pilot step is not to test Agile methodologies’ success, but to see how we can work with them to get better outputs. Agile methodologies trigger change in daily routines, processes, organization structure and what is more, company culture. Therefore, it is so normal to face some levels of resistance throughout the pilot step and much more if continue to scale the transformation. Facing and practicing with the impediments through the pilot step is so valuable. See this as a chance to work on them before things go wilder and plan your actions for specific cases. Remember, changing the ‘as is’ is hard and being experienced to guide the resistance is crucial. Pilot step is the time for this practice.

PILOT STEP

Make ‘Go’ Decision3

A normal pilot step is about to last in 2-6 months with a decision to roll out more Agile teams or do not. The major element that’s to effect the direction of the decision is the results achieved through the pilot team(s). So, as mentioned before, having significant results on productivity, speed, time to market, business satisfaction and employee happiness help you to continue and scale the transformation. Therefore, focus on success and communicate achievements with all the par ties inside the company on time. Creating awareness and getting suppor t of as much as people help you to continue the transformation with an ease. The aim is to make the ‘go’ decision as fast as possible. When the change star ts as a spark, being fast and growing it through many other teams is the only way that can cause the fire to star t.

PILOT STEP

Focus on a project which is suffering &

critical

Find willing team members to be part of

the change

Select a project big enough but not so

much (one team, 3-8 months or focus on

demand type requests)Find business representatives who are open minded &

open to try something new

One of the important issues is to select the right team(s) to start. Agile teams needed to be established via considering the below items.

CRITERIAS FOR SELECTION

PILOT STEP

ACTIONS FOR PILOT

Anchoring Actions*

* These actions are necessary for a healthy pilot phase and good results. Please find the details about the actions at the end of this document

CASE: VODAFONE TURKEY PILOT PHASE

Serious problems showed themselves with the decision to run the first pilot team. First of all, thedecision about in which business area the pilot team was going to be established had lots of questionmarks since there were many projects and lots of different units running in parallel. Then, when all theprojects inside the IT had been explored, B type business demands, which are in size of under 50 days ofdevelopment, seemed to be a good start. B type demands were mostly outsourced to third parties andalso were not prioritized due to the on going technical transformation project for the nearly last oneyear. Therefore, lots of business demands were on hold. In this regard, it was decided to begin with B typeCRM & Billing type requests. Running a pilot Scrum team for this type of requests would create asignificant business impact in the case of a successful implementation.

Second problem was finding the related team members to create a dedicated and cross-functionalScrum team. It was challenging since there were limited number of in-house experts who can work onthese demands due to the outsourcing policy and these in-house experts were already so busy withother projects at hand. Anyway, with the strong sponsorship of management for the pilot step,establishing a dedicated cross-functional Scrum team was prioritized and the related in-house expertsquickly moved from their projects at hand.

Finally, the pilot team, whose name is Cheetah, size of seven, including the Scrum Master and the ProductOwner, had been formed in December 2013 and started to run bi-weekly Sprints.

PILOT STEP Reference: www.scrum.org

Teamwork andTransparency

In this pilot team, focus set on creating teamwork and enhancing transparency. The aim was to increasethe throughput rate together with the Kaizen approach based on teamwork and transparency.

Team Cheetah members were working co-located around a table inside a meeting room, which wasspecially reserved for the team. Normally in the organization structure, developers and testers wereseparated as different silos and therefore there was a very little direct communication and collaborationbetween them. In this pilot team, they started to share everything inside their team room and begun tolearn working as a team. This strong communication and collaboration together with dedication and therhythm, quickly lead to a faster delivery as a result. As seen in the below graph, the Sprint velocity hadbeen nearly doubled just after the fourth Sprint and tripled at the end of their first three months.

On the other hand, enhanced transparency and improved planning increased the team motivation andfocus. Before, there was a little planning due to high emergency in business and a huge lost because ofcontext switch. Together with Scrum, prioritization that was being done by the Product Owner andplanning at the beginning of every Sprint, helped to reduce that chaos. For the team, knowing what to dofor the next 2 weeks also ensured team’s self-confidence. The business started to plan itself better afterfew months and emergency rate decreased to zero (where, the aim is to have an emergency rate under10%). Emergency rate shows the rate of emerged business requests that occur during a Sprint and




which are not planned at the beginning of the Sprint.

Team Cheetah, together with its teamwork, enhanced transparency and Kaizen culture achieved asignificant success for the pilot step.

Significant Cost Saving 3X Faster

2.4X Improved Itself Satisfied Business

Implemented 11 business requests were projected to bring millions of annual cost

saving

At the end of its first 3 months of transition, Team Cheetah started to

produce approximately 120 man / days of work request in its each Sprint by

spending only around 40 man / days.

Team Cheetah started its journey with a Sprint Velocity of 75 points and reached

180 points at the end of its first 3 months.

Stakeholders of the team Cheetah were satisfied with these results and started to support wider range Agile transformation


TIPS

DOs DONTs

v Start small with few teams up to 5

v Focus on creating teamwork and transparency within pilot teams

v Focus on delivering quick win & communicate that well

v Get a high level strong sponsorship

v Create willingness dedicated teams

v Work with long Sprints

v Be a flaccid Scrum

v Keep away from business

v Look for perfection

v Start without an experienced guidance

PILOT STEP

Then

Scale

Significant achievements through the pilot & happy business stakeholders accordingly

1

2 Strong, high level sponsor is still on board

3 Awareness & interest in Agile in your organization other then pilot team(s)

Before starting to scale and spread the Agile transformation be sure that the following items are all set.


SCALING STEP

Rollout New Agile Teams As Much As Possible1

Status quo is the biggest enemy in the transformation journey, there is not any chance to stop and take a breath for a while. Otherwise, the speed of the

transformation may decrease and this may harm the possible bigger success. The fire of change needs to be fed with new initiatives. On the other hand, rolling out new teams in new business units is an impor tant chance to show everyone that Agile mindset is really able to create a sustainable, long term

success. This will help to get more interest and more sponsors into the process.

Spread the word strongly inside your organization and establish new Agile teams as much as possible. Prove that the positive results

achieved in pilot was not a chance but a sustainable and scalable success. Throughout this step, focus on these four subjects;

PURPOSE

SCALING STEP

2 Establish Autonomous Unit(s)As Peter Drucker said ‘culture eats strategy for breakfast’. The newly growing Agile culture needs to be protected to make it survive without any danger. Therefore, where possible, create a new organizational unit that is aligned with the related business organization structure. So, this new unit must be able to deliver an end to end value directly to its stakeholders. There needs to be multiple Agile teams inside that autonomous organizational unit. This unit is Agile as a whole which means, it is managed in an Agile mindset and it has no teams other then Agile teams. Also, think this unit as a experience center with a Agile body of knowledge that creates a role model through the remaining IT organization.

SCALING STEP

Speak About Achievements & Experiences As Much As Possible3

Talk to people and tell them what you are doing. People tends to afraid of the unknown. So, make Agile transformation process visible. Continuously talk about the purpose of the transformation and how it is going on, talk about the next steps of the transformation. Make everyone be aware of the process and tease the interest.

Grow Internal Change Agents4

Neither your Scrum Masters nor your autonomous units can lead all the transformation effor ts by themselves. Getting suppor t from external coaches is a must through out the whole process. However, to accelerate the transformation an internal unit of coaches and change agents is also a must. Remember that external coaches cannot commit for all instead of you. These internal agents are the key to manage the network power inside and canalize the effor ts to the right direction together with the external exper ts.

SCALING STEP

ACTIONS FOR SCALING

Anchoring Actions*

* Actions described for pilot phase are still effective & crucial in this step too. Besides them, the new actions figured out above are necessary for a healthy

scaling phase and good results. Please find the details about actions at the end of this document

CASE: VODAFONE TURKEY SCALING PHASE

After a successful pilot step, the sponsorship for Agile transformation got stronger and scaling thetransformation via increasing the number of teams had been started. The target had been set as thetransformation of configuration management team, which deals with the C type business demands.

On the other hand, new teams came with new problems. One of the most serious problem was findingmore dedicated team members (especially testers). Testers were working separately under testing unit anddealing with lots of projects at the same time. So, the first thing was to move some of the testers near todevelopers and create cross-functional, dedicated and co-located Scrum teams.

Another problem was to find trained, capable new Scrum Masters. At that time, there was only one ScrumMaster working with the team Cheetah. But, for the new Scrum teams there was a need for more ScrumMasters. Therefore, after organizing foundation level Scrum trainings for all the new team members,external Agile coaches started to work with some of the team members who were willing prospects to bea Scrum Master.

Finally, the entire configuration management unit turned into four Scrum teams, sized between six to eight,in addition to this, another Scrum team which is dealing with the business demands for online channel hadbeen established. So, in total, the transformation had grown to six separate Scrum teams.

Teamwork,Transparency and Standardization

SCALING STEP Reference: www.scrum.org

For the new Scrum teams, it was determined to focus on three areas to improve productivity: teamwork,transparency and standardization.

Teamwork and transparency were same as it was in the pilot step. In addition to these areas a third focusarea set for standardization with the purpose of creating working standards in order to enhance quality.

All of the teams started to experience teamwork through Scrum practices like co-location, daily stand upmeetings, committing to a Sprint goal as a team and etc. Being team, working all together, self-organization and dedication resulted in two times of productivity increase.

On the other hand, in order to enhance transparency and trigger Kaizen, basic yet powerful metrics hadbeen established.All of the teams followed these common metrics, which are;


Productivity Metrics Quality Metrics• Number of Delivered Business Demand

• SprintVelocity

• Commitment vs DONE ratio

• Emergent Demand Ratio

• Defect Rate

• Customer Complaints



Throughout the Sprints, all of these metrics were tracked and announced by the Scrum teams to theirstakeholders. By this way, it was aimed to create awareness about the results in both Scrum teams and thebusiness side. While creating awareness via transparency, the data out of these metrics showed significantreductions. As a side effect, achieving awareness about these reductions also created motivation inside theteams.

The main reasons for these significant improvements can be summarized as a result of teamwork,increased commitment and standardization efforts for establishing a working standard.

Scaling to Autonomous Unit

After achieving the above success figures, the number of Scrum teams had been increased to eight.However, just increasing the number of teams was not enough since a more significant change was calling;establishing an autonomous unit. The need for such an autonomous unit, where knowledge for creating asustainable advantage is rapidly disseminated, can be explained as follows:

• Protecting the new Agile culture and growing it without any outside disturbance,

• Building an experience center with a body of knowledge,

• Creating a role model unit to support Agile adoption through the remaining IT organization



As a result, Agile Solutions unit was officially established inside the Vodafone TR IT organization structure.This unit was structured totally align with business by having mainly two types of teams, which are focusedon whether consumer side demands or enterprise side demands. This organizational unit is running totallyin line with Agile and Scrum values with its six Scrum teams and more than its 30 members.

Autonomous Unit Structure Achievements


TIPS

DOs DONTs

v Create common standards among different teams

v Go for autonomous units to protect & grow Agile culture

v Grow your people, invest in Agile mindset

v Continue to focus on creating transparency inside the teams & between the business and teams

v Align with business

v Forget that this is a transformation of culture and it will be hard

v See all of these just as new rituals and not more

v Rush and lose control while scaling

v Underestimate the power of capable Scrum Masters & external Agile coaches

SCALING STEP

TransformCulture

Current teams are still achieving significant achievements, there is not any critical fallback

1

2 Sponsors in all levels of the organization, very high interest in the enterprise, especially in C levels

Congratulations, you did it! You should have lots of experiences since you came till this step. However, this step is the most

challenging one because it is about changing your organization’s culture. Before starting to work on culture, be sure that the

following items are all set.


TRANSFORM CULTURE

Reference: www.bluebirdchic.com

AGILE VALUES

RESPECT

TRANSPARENCY

People are doing always the best they can do at any given time. Always support your people.

Make progress visible and always support radical visibility. Problems can be solved all together if there is an awareness about them.

OPENNES

Communicate clearly and sincerely. Always

be open to new ideas and suggestions.

Support being different.

COURAGECourage to be

transparent, to say no, to be open, to try the

new, to safe fail, to change.

FOCUS

COMMITMENT

Focus on the important in everything you do.

Be committed to your team, to the product, to your company

ACTIONS FOR CULTURE

Anchoring Actions*

* Actions described for pilot & scaling phases are still effective & crucial in this step too. Besides them, the new actions figured out above are necessary for a healthy cultural transformation and sustainable results. Please find the details

about actions at the end of this document

CASE: VODAFONE TURKEY CULTURE TRANSFORMATION

First step as piloting and second step as scaling were successfully implemented till now. Currently, thenext step is to grow and empower Agile Solutions via succeeding in new significant achievements inorder to create more interest for a bigger, enterprise wide change. If it can be succeeded with creatingthat interest, internal unit of coaches will be the lead for the remaining transformation.

Empower & Grow the Agile Solutions

Agile Solutions unit is positioned as a role model for change & success inside the company. Agile solutionsshould be empowered and grown before starting to expand this culture inside the whole IT andenterprise.

In order to do that, now it is time to focus on three improvement areas inside the Agile Solutions. Theseareas are; transparency, empowering the Scrum Masters and communication.

Transparency focus area is about planning actions to improve Agile Teams’ transparency in order to beable to better align & communicate with business. For example, moving Scrum boards from windows towall created ease of use and comfort. Status reports that summarizes team performance metrics aresent by team for every sprint. Furthermore monthly progress report which summarize KPI’s status is sentby Agile Solutions unit helped to improve transparency between IT and business unit and customercomplaints are evaluated over business surveys.As in this example, there are many more new actions

TRANSFORM CULTURE Reference: www.scrum.org


planned for the near future like defining new team metrics, working on a new type of performanceassessment, creating automatic dashboards.

The other focus area is empowering the Scrum Masters that is about improving Scrum Master skills inorder to enable a learning organization that continuously improves itself. In terms of this, a special trainingprogram is planning to start soon in the near future.

Lastly, another focus area is communication since it is all about change and communication for leadingthis change, managing the perception is very important. Therefore, communication and experiencesharing between Scrum teams, communicating frequently with business teams for better alignment andetc. are in the plans for the near future.

In parallel with these empowerment actions on three focus areas, growing the skills and responsibilities ofthe Agile Solutions is also important. In the near future, Scrum teams are being planned to gain new skillsin order to decrease their external dependencies. Also, focus on automation and leading the innovation inIT is yet another important aspect of the growth since enhancing productivity and quality are still themain parts of the strategy. By all these improvements, the purpose is to grow Agile Solutions unit as thesingle responsible of all the C & B type business demands, which in total accounts for the 60% of the alldemands in IT.



Enterprise Adoption

Agile Solutions is currently leading the change inside Vodafone TR and creating a knowledge base with itsexperiences and success stories achieved. On the other hand, the change is limited only inside some partof the IT, Network and Operations for now. However, because of the achieved success and the currentinterest, it can be predicted that soon this change will spread across all of the IT and also to the otherunits of the enterprise. In that case, Agile Solutions will be a good example of change but it cannot leadall these new efforts by itself. That's why; a separate, dedicated team of internal change agents is going tobe needed soon. This internal unit of coaches and change agents will be leading the enterprise agilitytransformation while working together with external consultants. The responsibilities of this internal unitof coaches can be summarized as follows:

• Grow Agile culture enterprise wide

• Establish body of knowledge & standards

• Support Scrum Masters and their teams

• Rollout new Agile teams

So, basically the transformation in Vodafone TR IT is on going and is started to spread among the whole enterprise.


BE AGILESTAY LEAN

TIPS

DOs DONTs

v Be Lean

v Grow your internal Agile experts besides collaborating with external consultants and coaches

v Focus on Agile management mindset, the company should live with agility

v Create lots of policies to follow and formulate being Agile

v Stop learning

v Tolerate old habits and work with people who are old school at heart

v Get support from HR, remember that this is all about people

v Under estimate power of cultural values and practices

TRANSFORM CULTURE

ARE YOU IN?

As ACM, we are Agile experts at heart. We started our journey 8

years ago and till now we had the chance to support more than 100

companies in their Agile Transformation journey world wide.

We are ready to assist you to succeed in your own Agile

transformation via our unique transformation approach and

anchoring actions. We are willing to hear your experiences and grow

Agile culture all together.

WORK WITH US

SEED

PILOT

SCALE

TRANSFORM

If you do not have any Agile experience yet and wondering about how being Agile can help you…We are ready to start the spark together with you.

We can organize workshops & seminars; about ‘what is Agile’, ‘how Agile can help you in your challenges’, and ‘how to transform’. All of these can help you to trigger the interest for change inside your organization.

SEED

Lets start together!

We can support you onsite

If you do not have any Agile experience, we can help you to kickoff the pilot step.

Throughout your pilot, scaling or culture transformation step we can work together with you and share our knowledge with you.

Lets start it! You obtained the initial conditions by convincing your people and ready to go. We are ready to go together with you too.

PILOT

IT, operations, network, hr, marketing, sales? If you have Agile teams in some business areas and want to scale it to other units of the business, we can cooperate with you to do that.

You already have Agile teams in your organization but need help to spread the word to other business functions. Lets do it together.

SCALE

We can support your Scrum Masters & Agile CoachesFor a sustainable and successful change you need to have strong servant leaders that will guide you through the journey. We can help you while empowering your own Scrum Masters or Agile Coaches inside your organization.

You are on the way to be an Agile Enterprise, we can help you to trigger the Agile culture in a Lean way. Lets do it together.

TRANSFORM

Its all about a new cultureCreating a sustainable culture takes time. But we can share our experiences to boost the transformation.

HOWTO DOTHAT?

STILL

ANCHORINGACTIONS

ACTION DETAILS

In order to spread the transformation, it is important to continually establish new Agile teams and turn the organization into team structure. Via finding a willing, dedicated and competent team, willing

business, and a backlog of requests new Agile teams need to be established. ‘Agile Team Rollouts’ action is about finding these new potential teams and starting the process. Afterwards, the new teams need to get support via ‘Agile Coaching’ action defined as follows.

Every new Agile team should get a two days foundations level training in order to get the Agile vision and the details of the process. In this case, it is important to run a certified, world wide well known course like the PSF of Scrum.org and push

the attendees to receive the certification. Certification target helps to strengthen the commitment for the transformation.

Every team has to pass through four cycles until they become performing in harmony. Forming, Storming, Norming, Performing. Before reaching efficiently performing stage, teams need to adopt Agile practices and transform the

regular rituals to habits. Throughout these process teams need coaching. On their Agile transformation journey, lots of support needs await them like urgent issues to be handled, decision moments of extraordinary situations, boosting self organization, creating transparency, learning to work as a team, creating a Kaizen culture, etc.

Just at the beginning of a new team kickoff, it is crucial to work with the team on the metrics to be tracked. Metrics are for enhancing transparency and for helping the team find its way to improve itself.

Start with basic metrics like Sprint velocity, Committed & Done ratio, Emergency rate, defect rate, happiness metrics, etc. Then, if needed, evolve them throughout the process working together with the team.

ACTION DETAILS

A sustainable and successful Agile transformation needs its own internal change agents besides external experts to lead the change company wide. Scrum Master Empowerment is a long term,

predominantly practical program to adopt Agile mindset and values, to develop and improve coaching and leadership skills. Trainings and workshops take place bi-weekly and lasts after 20 occurrence.

Habits of the old way of doing business is a major impediment through out the Agile transformation. Gaining new habits in Agile approach, taking rapid actions, reaching the level of self organizing teams, culture of constantly improvement and proactive decision

making, will demand and enforce moving out from the organizational comfort zone. Once a transition has begun, it has to be inspected regularly in order to prevent old school practices. ’Agility Check-up’ includes monitoring the transition in team level and making suggestions based on observations and collected metrics. Check-ups applied not only in accordance with Agile Manifesto rules and principles at a high level but also from the Agile framework specifics’ point of view(Scrum, XP, Kanban, Lean etc.). Results of the team level audits are reported. In addition to that, every check-up is being recorded in order to better inspect the progress in the mid and long term.

ACTION DETAILS

Being a servant leader, a successful Scrum Master is challenging. Each Scrum Master must be supported with advanced level Agile & Scrum trainings like Scrum.org’s PSM course besides the ‘SM Empowerment Programme’ . Being a

Product ownership is crucial for high value creation. In Agile, product delivery has a totally new mindset, it is a paradigm shift. Therefore, each Product Owner must be supported with advanced level Agile & Scrum trainings like Scrum.org’s PSPO course besides the ‘PO Empowerment Programme’.

Scrum Master will be a new career path in your organization so that it is needed to be recognized as an official role and needed to be invested in.

Technical excellence is key to quality and long term sustainable productivity. Therefore Agile development teams need to continue to enhance their engineering skills and learn Agile engineering practices like

‘test driven development’, ‘design patterns’, ‘refactoring’, ‘clean code’, ‘code review’, ‘continuous integration’ and ‘unit testing’. Workshops in these topics take place monthly and these trigger knowhow sharing inside the organization and help grow the technical excellence .

ACTION DETAILS

Agile product delivery requires a paradigm shift. The value an agile team is able to create strongly depends on the direction that Product Owner guides through. Product Owner Empowerment

As a extended version of ‘Agility Check-Up’ which is a team level assessment, ‘Agility Check-Up Plus’ is an unique assessment that is

Programme is a long term, practical program to adopt Agile mindset and values to develop value driven focus. Trainings and workshops take place bi-weekly and lasts after 20 occurrence.

Maturity of Roles

Maturity of Teamwork

Maturity of Inspect & Adapt

Maturity of Transparency

Maturity of Business Alignment

Maturity of Learning Organization

Results of the team and management level audits are reported. In addition to that, every check-up is being recorded in order to better inspect the progress in the mid and long term.

performed in both team and organizational level to get improvement actions via assessing levels of Agile teams & organizations in 6 different perspectives:

ACTION DETAILS

This refers to the autonomous unit that is described in scaling step. Where possible, creating a new organizational unit that is aligned with the related business organization structure and that is able to deliver an end to end

value directly to its stakeholders is a good practice to protect the Agile culture. There needs to be multiple Agile teams inside this kind of an autonomous organizational unit which runs in totally Agile mindset.

Changing the way people works in organization means culture alteration in long term and needs to be monitored, assessed and managed by the organization itself to help to reach strategic goals. Agile Studio should be

part of the organization to make transformation sustainable while the cultural shift happens.Agile Studio is the Internal Agile Coach Unit which assists organization while adopting and sustaining Agile approaches by ensuring that the Agile mindset, values and processes implemented properly.Agile Studio is also the Center of Agile Excellence which provides all the information, support and work for organization’s continues improvement by removing impediments, creating transparency, embracing empirical approach, finding out the strategic new areas and rolling out new teams. Agile Studio is the change agent for the cultural transformation organization wide.

ACTION DETAILS

‘Agile Studio’ is the change agent of the whole organization whereas ‘Agile Servants Team’ is the solution provider team for an autonomous unit like ‘Agile Solutions’. This team consists of the managers of the unit and the related Scrum Masters. They together work iteratively to enhance the Agile culture inside

their unit and solve the impediments that the teams inside faced with and could not solve by themselves.

The Values Practices Map can be considered as the whole of your company’s values and the practices whereby these values can be applied within the relevant unit. This map is a clear

expression of setting out the interactions between values and relevant practices by the employees of the organization itself. In this way, the entire framework can be summarized in a simple and short way, shared, committed and then practiced by the employees who created it.

ACTION DETAILS

Classical performance evaluation needs to be changed into a Lean and Agile way. Todays performance evaluation practices are not transparent enough, not so much realistic, not helping people to grow

And resulting with a lot of waste of work force. Together with the Agile Transformation, the roots and the process of performance tracking needs to be revised into a totally new way. This action is all about creating a new performance system based on Lean and Agile.

What do managers do in an Agile organization in which teams self organize? Basically they coach, guide and support the teams. Therefore, classical micro management style needs to be replaced by a new Agile way of management.

This requires to support managers to gain the Agile reflex and coaching skills to lead the culture.

ACTION DETAILS

WE ARE IN!

Leading Technology and Management Consultancy Companywww.acm-software.com

agile transformation in telco guide

Technology

v deliversvalue

agile approaches

agile benefits

secondary v timeline

end v detailed planning

agile transformation

pilot teams

control v phased approachwith