07-Feb: ALN-Blore- Agile sharings from Allcatel Lucent / Valtech
ALN-Bangalore - Agile Leadership Network's Bangalore body had conducted a workshop on Agile Change Management sharings from Allcatel Lucent & Valtech, on two different topics which were quite intresting
[Agile Leadership Network's Bangalore - Represented by companies like Symphony, Yahoo, Valtech, Allcatel Lucent, HCL & Citrix to a cause popularise/enable Agile in Industry & Academia]
Luke Hohmann @ creator of innovative games - more at http://innovationgames.com/
Learning Business Strategies through Innovative Games, a exercise for case study of a business scenario to be represented pictorially and solutions sought from the participants.... intresting but personally think might need more study /examples in using for Change Mgmt in Technical Environment.
Thanks to ALN Bangalore for the initiative was quite informative.
ALN-Bangalore - Agile Leadership Network's Bangalore body had conducted a workshop on Agile Change Management sharings from Allcatel Lucent & Valtech, on two different topics which were quite intresting
[Agile Leadership Network's Bangalore - Represented by companies like Symphony, Yahoo, Valtech, Allcatel Lucent, HCL & Citrix to a cause popularise/enable Agile in Industry & Academia]
Session1: Topic: “Organizational Change Management to Agile”
Speaker : Murthy SN Bhamidi- Director in the Wireless Division of
Alcatel-Lucent India
Gist of learings;
1. Agile Practices Implemented - Scrum, TDD(Automated Testing) & Continuous Integration along with Lean and Leadrship Agility
2. Change Management Largely brought about with below aspects
A. Energising people/team
- Having a shared Vision - Every new program/scrum team- 2 days of vision'g exercise
- Org Structure modelled along Customer Deliverable Programs
- C Minus - Go near to customer- Co-Creation Model with telecom providers
- Technical Ladder for engineers in new culture
- Co-creation: In the
areas where they could showcase a highly innovative idea like Light Radio, withhuge customer interest. To leverage that customer interest they
proposed co-creation models with select customers, and instituted a working
model where some of the technical folks (architects etc.) in ALU co-work with
their counterparts in the customer organization, mainly to (a) validate the
road-map, requirements and direction on a continuous basis (b) to update the
customers on the progress by giving them key milestone sprint demos etc.
Above approach is different from earlier model of few front end (PLM) folks collecting requirements from customer and passing them on to the development teams through N number of intermediaries.
- Adaptive Planning - Balance between new oppur/servicing old customers, Startegy communication, Business Values & Risk Assessment
- Attitude of Management w.r.t Agile Sensitization - Release Cadencse (R X.Quarter)
- Lean Feature Driven Development also implemented
- Feature paradigm is
important to deliver an agreed up value to the customer through successful
delivery of a single feature with all the focus that is required, independent
of other activities that are going on. By having one single person designated
as a Feature Lead/prime could establish a clear accountability for the
success and failure of an individual feature delivery. Extending this further,
if an we can have a small well bonded cohesive team whose charter is also
aligned to deliver single feature (or related set of features) for sure our
chances of success will improve dramatically.
Historically concept of Feature Lead who had the key responsibility of tying all dependent parts together to deliver a feature successfully. During this period the teams are structured mostly on functional area basis (call Processing, Platform etc.), and each team was limiting their role to deliver their part of the solution, and not necessarily the E2E feature.
During agile transformation, moved away from functional area teams, and formed Program/domain based cross functional teams that are aligned to customer deliverable areas - Like Transport, Smart phone etc.
If a single big feature is being developed by multiple scrum teams, then one of the Product owners will also take the responsibility of being the Feature owner, so that he/she can coordinate the scrum of scrum requirements and ensure E2E delivery of the feature to the customer.
This paradigm establishes clear accountability, ensures that nothing falls through the cracks, overall quality of the feature is good, and the response time to issues related to the feature is quick. Above advantages should lead to overall cycle time improvement in terms of customer acceptance of the feature.
C. Technical Agility (Overcome Agile Challenges)
- Continuous Integration - Build of > 2days reduced to hours.
- Test Automation - @ Unit Level - achieved 100%, other levels in progress but challenging.
- Automation - Scrum to Zero Tool, other through homegrown solutions
Session2: Topic : Agile Innovation Game
Facilitators : Team Valtech India Systems Pvt Ltd
Luke Hohmann @ creator of innovative games - more at http://innovationgames.com/
Learning Business Strategies through Innovative Games, a exercise for case study of a business scenario to be represented pictorially and solutions sought from the participants.... intresting but personally think might need more study /examples in using for Change Mgmt in Technical Environment.
Thanks to ALN Bangalore for the initiative was quite informative.
