We Share Talent

Welcome
We Share
Talent
Agile SW Development
Thursday 18th of October 2012
Rijen, The Netherlands
This is
Ericsson
› We provide:
> Communication networks
> Services to network operators
> Enablers to multimedia
service providers
› Our joint venture provide:
ST-Ericsson; semiconductors and wireless
platforms
› Customers in more than 180 countries
› 40% of the world’s mobile calls pass
through our networks
› ~105 000 employees
› 135 years in the telecoms market
Ericsson Internal | 2012-10-17 | Page 2
THE PRIME DRIVER IN AN ALLCOMMUNICATING WORLD
Short facts
› Founded: 1876 in Stockholm, Sweden
› President and CEO: Hans Vestberg
226,9
208,9
206.5
203.3
2008
2009
2010
187,8
› Headquarters: Stockholm, Sweden
› Employees: ~105 000
› Net Sales: SEK 226.9 billion 2011
› Shares: A and B shares are listed on
NASDAQ OMX Stockholm, B shares are
listed on NASDAQ, New York, in the form
of ADSs*
2007
2011
NET SALES (SEK BILLION)
Ericsson Internal | 2012-10-17 | Page 3
135 years OF
INNOVATIONS
› 1878
Telegraph to telephone
› 1923
Manual switching to automatic switching
› 1968
Electro mechanics to computer control
› 1981
Fixed communications to mobile communication
› 1991
Analog (1G) to digital (2G) mobile technology
› 1998
Integration of voice and data in mobile networks
› 2001
Launch of WCDMA/3G networks in Western Europe
› 2006
Launch of HSPA mobile broadband globally
› 2009
First commercial LTE network launched
› 2011
Sales of mobile broadband took off
Early automatic switch
Multi-standard radio base station RBS 6000
Ericsson Internal | 2012-10-17 | Page 4
organization
Ceo
RESEARCH
Group Functions
BUSINESS UNIT
Support solutions
BUSINESS UNIT
GLOBAL SERVICES
BUSINESS UNIT
CDMA MOBILE SYSTEMS
BUSINESS UNIT
NETWORKS
Joint venture companies
ST-Ericsson
Ericsson Internal | 2012-10-17 | Page 5
regions
Engagement
practices
Customer
units
Operations &
competence
center
C
U
S
T
O
M
E
R
S
Who we are
104,525 employees
› 20,800 in R&D
› 45,000 in services
North America
Latin America
Northern Europe & Central Asia
Western & Central Europe
Mediterranean
Middle East
Sub Saharan Africa
India
China & North East Asia
South East Asia & Oceania
Ericsson Internal | 2012-10-17 | Page 6
2011
Agenda
› Welkom door Vincent Greeven
10.00
– introductie, kennismaking
› Hoe start je met Agile?
› Lunch
› Hoe stimuleer je verbreding van Agile?
› Hoe draagt Agile bij aan succesvolle outsourcing?
› Case en afronding
› Einde programma aansluitend borrel
Ericsson Internal | 2012-10-17 | Page 7
10.30
12.00
13.00
14.30
16.00
17.00
Agile@Eric
sson
adapted for wild water
Jeroen Stroom
Product Owner
Ericsson Internal | 2012-10-17 | Page 8
Background Agile in
Ericsson R&D Rijen
› Started with one project in April 2007 (~30 employees)
› Rolled-out to the whole R&D organization in Rijen during 2008
(~250 employees)
› After downsize in April 2009:
– R&D in Rijen reduced with about 100 employees
– R&D started to work with low-cost external partners (Mexico, India, Poland,
White-Russia).
– To keep our commitments we introduced Agile at our partners also
including Agile courses
– Continuous evaluation of way of working (e.g. related to tools to support us)
– A few employees are certified Agile scrum owner
Ericsson Internal | 2012-10-17 | Page 9
How to start scrum
› Choose a first pilot project.
› Bring everyone (including bussiness representatives) together for two
day. Prepare teams how to divide the roles
› 1st day training of practices
› 2nd day execute! Preplanning & planning game. Start 1st iteration
› Keep additional capacity to tackle obstacles
› Improve via retrospectives
› Use an Agile coach for daily issues and improvements on the fly
› Make it safe for the people
› Ensure that people are inspired
?
Does
Verandert
the client
management
change along?
mee?
Page
3 (14)
Ericsson
Internal | 2012-10-17 | Page 10
How to scale
› Scale of teams:
–
–
–
–
–
Repeat the steps that are used for the start (see previous slide)
Seed teams: spread experienced people over new teams
Get an experienced Agile Coach
Create a group of retrospective facilitators
Management ‘is the change’ & prioritizes to solve the team issues and
impediments
› Scaling end to end:
– Mobilize product management and sales
– Agree that roadmaps and sales contracting can/must be adapted over time
Verandert
Seed practices
management
to new teams
mee?
Page
3 (14)
Ericsson
Internal | 2012-10-17 | Page 11
Commitment and involvement of
the business?
› General:
– Do not throw with agile terminology
– be transparent and quick
› Demand organization/product management
–
–
–
–
Work together from day one
Ask for involvement (use management push if talks don’t help)
Build upon transparency. This raises trust
Measure where possible Value, Speed & Satisfaction
› Other areas (supply, sales, 3pp, etc.)
– Create a way of working that is simular
– Eg. Instead of one big blob acceptance test at the end user, do a regular small
acceptenace test
Does the client change along?
Ericsson Internal | 2012-10-17 | Page 12
3 things we wish were true
› The customer knows what he wants
› The developers know how to build it
› Nothing will change along the way
3 things we have to live with
› The customer discovers what he wants
› The developers discover how to build it
› Most things change along the way
Ericsson Internal | 2012-10-17 | Page 13
Convinced ?
Ericsson Internal | 2012-10-17 | Page 14
Hoe Verbreedt
je agile in je
organisatie??
De grenzen van de
organisatie (1/2)
Product
Backlog
Team 1
Iteration
Backlog
Stakeholders
SM
Users
Helpdesk
Team 2
PO
Iteration
Backlog
SM
Scrum of
Scrums
(virtual
team)
Operations
Team 3
Management
... etc ...
Ericsson Internal | 2012-10-17 | Page 16
Iteration
Backlog
SM
De grenzen van de
organisatie (2/2)
Phase 1: Agile introductie (2007)
› Agile was puur een R&D aangelegenheid
› PO (en Project Management) waren de klant
› Nog veel te leren over de invulling van de verschillende rollen
› Agile was nieuw in de Ericsson organisatie
Phase 2: Spread the word (2009)
› R&D Nederland is als pionier binnen de Ericsson organisate de Agile
boodschap gaan uitdragen
› Product Management ging zich actief bezighouden met het vullen van de
product backlogs (de langere termijn visie van het product)
› Door Tacit introductie is de aansturing van development aanzienlijk gewijzigd
Phase 3: huidige situatie (2012)
› De grens ligt nu bij de SPM (Strategical Product Manager)
› Customer Units zijn nog niet Agile
› Steeds meer units binnen Ericsson werken nu Agile
Ericsson Internal | 2012-10-17 | Page 17
Hoe draag je een product
over van development
naar operations?
Wat zijn de stappen in ETM product development:
› SPM (requirement clarification)
› PO plus SA (architectuur studie en vertaling naar User
Stories)
› Scrum Team (implementeren User Stories, incl.
Functionele- en System Test)
› LSV Team (integratie en non-functionele testen op
hardware)
› Netwerk Integratie (installatie en testen bij de klant)
Ericsson Internal | 2012-10-17 | Page 18
COntact
Deze presentatie werd gegeven door Corné Fonken.
Voor vervolg vragen kan je met mij in contact komen:
- Via Linked in www.linkedin.com/pub/corné-fonken/1/36/89
- Of email: [email protected]
Ericsson Internal | 2012-10-17 | Page 19
We Share
Talent
Agile SW Development
Tacit: Outsourcing / Working with Partners
By Vincent Greeven, Manager PMO
What is Tacit
knowledge
Tacit knowledge (as opposed to formal or explicit knowledge) is
knowledge that is difficult to transfer to another person by means
of writing it down or verbalizing it.
Source: wikipedia.com
Tacit knowledge is knowledge that is in the head of the worker and
is difficult to articulate in a process manual.
Since difficult to write down in “steps” or “rules” tacit knowledge is
difficult to outsource and difficult to manage as a supply
Source: Global Outsourcing of Knowledge-Based Services: Strategy and Relationships, Subroto Roy,
University of New Haven and K. Sivakumar, Lehigh University
Ericsson Internal | 2012-10-17 | Page 21
What is the Tacit
concept
› Maintain Tacit knowledge within Ericsson
› Outsource bulk work, characterized by explicit knowledge
(Explicit knowledge is everything that is documented by processes, architectures etc).
› By maintaining tacit knowledge within Ericsson we ensure
that:
– Partners are not given all knowledge that allows them to easily
become competitors
– Ericsson maintains knowledge so it can support its customers
– Ericsson maintains the customer intimacy
– It is at all times possible to replace partners
› Ericsson can focus its own people on core activities that
add most value
Ericsson Internal | 2012-10-17 | Page 22
Tacit goals
› Increase Ericsson (development) flexibility
› Lower development costs
› Market proximity
Ericsson Internal | 2012-10-17 | Page 23
R&D @ ETM
LM / PM / Support
Prod Mgt &
Solution
architecture
Development
Verification
and
Support
Cooperation with 3PP
Reduction & Offshoring
Transfer to E/// low cost
Focus on outsourcing of development, but be prepared to
look into frontend and backend!
Ericsson Internal | 2012-10-17 | Page 24
Agile Roles – structure
Product
Backlog
Team 1
Iteration
Backlog
Stakeholders
SM
Users
Helpdesk
Team 2
PO
Iteration
Backlog
SM
Scrum of
Scrums
(virtual
team)
Operations
Team 3
Management
Iteration
Backlog
SM
... etc ...
3PP
Partner
Ericsson Internal | 2012-10-17 | Page 25
Key characteristics of
Agile by Ericsson
›
›
›
›
›
›
›
›
›
›
Transparancy
Short feedback loop
Steering / Adjusting / Correcting
Strict prioritization
Changing Requirements
Continuous improvement
Self-organizing team
Timeboxing
Collaboration tools / Video
Face-to-face communication
conf / regular visits
Simple tools
Frequent & regular delivery of whole system
Plans are needed, but they are always wrong
Ericsson Internal | 2012-10-17 | Page 26

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