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: corne.fonken@ericsson.com 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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