agile transition in nsn
TRANSCRIPT
Agile Transformation in NSN
Orit Karlin
2010 October
ContentOverviewNSN - IDMoving to Agile in NSN MotivationMain Challenges in moving to Agile The Agile Transition processThe Transition Status: Achievements
and challenges
NSN Israel SW Dev. Status Orit Karlin
Overview – Transition in a big companyA Transition is mandatory in a Big and
Successful companies. A transition in a big company is much
harder than in a small company…
IBM PC 1983 The first from 1981
Rainbow Digital 1982
NSN - IDName Nokia Siemens Networks
Fact Second largest telecommunications equipment supplier in the world
Date 19 June 2006
Established joint venture between Siemens’s com division and Nokia Network Business group
Operations In about 150 countries
Employees About 60,000
Location 5 central hubs: Finland, Germany, India, China and Portugal
World Leading Products
MBB, LTE, Building the best Network that will support best the future smartphones
Customer base More than 1,400 customers in 150 countries
Revenues More than 12.5 billion Euro
NSN – Sales in India
NSN – The Israeli site
More than 300 employeesMost from R&D and Research departments Networking expertsMost from Packet Networks Business LineManaging Beijing development center
Merge of Seabridg – Siemens and ATRICA
Dror Nemorivsky- Head of Packet Networks and the Site
•
Moving to Agile in NSN – Motivation
Top Management Decision in NSN
NSN Israel SW Dev. Status Orit Karlin
Agile is indeed crossing the chasm….and its starting to show
Agile Motivation – Water FAll advantages
NSN Israel SW Dev. Status Orit Karlin
WF advantages in a big Organizations: Planning is possible Monitoring is possible Organization structure is clear Global management is
possible Commitment to the customers
Agile Motivation – Agile advantages
NSN Israel SW Dev. Status Orit Karlin
Agile advantages in a big Organizations: Focuses on the customer needs Shorter development cycle Better quality Being Flexible for changes Delivering to the market a relevant product
Main Challenges in the Agile Transition in NSN 1/3
“Start-Ups” in a one big companyDepartments that are not part of the
organizationHaving Non-Agile Organizational Structure
Teams outside the transition
NSN Israel SW Dev. Status Orit Karlin
Main Challenges in the Agile Transition in NSN 2/3
Global Agile development
Changing the Organization personality
NSN Israel SW Dev. Status Orit Karlin
Main Challenges in the Agile Transition in NSN 3/3Global processCoachers from different cultures
The managers are between a rock and a hard place
NSN Israel SW Dev. Status Orit Karlin
Agile implementation in NSN – ConsultingA local consulting company:Agile not as a “Religion” Not a “training company”Expert in SW development process
NSN Israel SW Dev. Status Orit Karlin
Agile implementation in NSN – Step WiseStep Wise approach
Birth and youth phase Convincing and training Pilots Keeping the existing organizational structure Self contain and centralize features The top management are involved Partial Multidisciplinary Scrum teams MOO
NSN Israel SW Dev. Status Orit Karlin
Agile implementation in NSN – N
Step Wise approach Maturity phase
Expansion of the MOO The organization terminology is changed Good results from the first phase and conclusions The whole development is in Agile mode More cooperation from different departments
NSN Israel SW Dev. Status Orit Karlin
Agile implementation current statusSeparated Scrum teams in IL and BJNAgile planning:
Currently 55% of the development is in Agile80% will be until 06/1190% will be until 12/11
The organization structure is not changed
Most of the departments are involved in the process
The testing is not involved enoughPO from Marketing
NSN Israel SW Dev. Status Orit Karlin
PO
Release
MS
Application/Platform/SE/Integration/Automation
ScrumTeams
Daily work-technical discussion-changed content-Architecture -Development : code & documents -Testing
The environment Deliverables:• Translating “Programs”
into Sprint Deliverables• Align and agree features• Prioritize Product Backlog
Selected Model - Scrum teams environment
Verification
Final Testing Scrum environment
RM Planning
Marketing
Program
Agile Enablement ApproachDefine initial methodologyChoose the pilot wisely
Minimize the problem
Identify change-leaders - empowermentIdentify pockets of objections – WIFMTweak as you goCelebrate success, learn the lessons
NSN Israel SW Dev. Status Orit Karlin
The AchievementsWithin second sprint actual vs. planned
gap is smallBetter visibility of project statusMaintain predictability/forecastDemonstratable intermediate deliveriesBetter quality in intermediate deliveriesPrioritization worksLesser islands of knowledgeTeam expresses satisfactionGet marketing on-board
NSN Israel SW Dev. Status Orit Karlin
Upcoming ChallengesFull QA integrationContinuous integrationIntegrated streamReduce islands of knowledgeDistributed ScrumScrum of scrumsTeam expresses satisfaction
NSN Israel SW Dev. Status Orit Karlin
