This is a case study presented by Orit Karlin, a development manager in Nokia-Siemens Networks and Aviram Eisenberg, Agile Coach from Ignite. It ellaborates the success and challenges when assimilating Agile in a large organization like NSN
2. Content
Overview
NSN - ID
Moving to Agile in NSN Motivation
Main Challenges in moving to Agile
The Agile Transition process
The Transition Status: Achievements and
challenges
NSN Israel SW Dev. Status Orit Karlin
3. Overview – Transition in a big company
A 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
4. NSN - ID
Name 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
6. NSN – The Israeli site
More than 300 employees
Most from R&D and Research departments
Networking experts
Most from Packet Networks Business Line
Managing Beijing development center
Merge of Seabridg – Siemens and ATRICA
Dror Nemorivsky- Head of Packet Networks
and the Site
•
7. 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
8. 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
9. 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
10. Main Challenges in the Agile Transition in NSN
1/3
“Start-Ups” in a one big company
Departments that are not part of the organization
Having Non-Agile Organizational Structure
Teams outside the transition
NSN Israel SW Dev. Status Orit Karlin
11. Main Challenges in the Agile Transition in NSN
2/3
Global Agile development
Changing the Organization personality
NSN Israel SW Dev. Status Orit Karlin
12. Main Challenges in the Agile Transition in NSN
3/3
Global process
Coachers from different cultures
The managers are between a rock and a hard place
NSN Israel SW Dev. Status Orit Karlin
13. Agile implementation in NSN – Consulting
A local consulting company:
Agile not as a “Religion”
Not a “training company”
Expert in SW development process
NSN Israel SW Dev. Status Orit Karlin
14. Agile implementation in NSN – Step Wise
Step 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
15. 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
16. Agile implementation current status
Separated Scrum teams in IL and BJN
Agile planning:
Currently 55% of the development is in Agile
80% will be until 06/11
90% 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 enough
PO from Marketing
NSN Israel SW Dev. Status Orit Karlin
17. PO
Scrum
Teams
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
Scrum environment
RM
Marketing
Program
18. Agile Enablement Approach
Define initial methodology
Choose the pilot wisely
Minimize the problem
Identify change-leaders - empowerment
Identify pockets of objections – WIFM
Tweak as you go
Celebrate success, learn the lessons
NSN Israel SW Dev. Status Orit Karlin
19. The Achievements
Within second sprint actual vs. planned gap is
small
Better visibility of project status
Maintain predictability/forecast
Demonstratable intermediate deliveries
Better quality in intermediate deliveries
Prioritization works
Lesser islands of knowledge
Team expresses satisfaction
Get marketing on-board
NSN Israel SW Dev. Status Orit Karlin
20. Upcoming Challenges
Full QA integration
Continuous integration
Integrated stream
Reduce islands of knowledge
Distributed Scrum
Scrum of scrums
Team expresses satisfaction
NSN Israel SW Dev. Status Orit Karlin