Agile Transformation kick start

1. Sathyanarayana H.R
Enterprise Agile Coach
Agile Transformation
kick start
Creating a Foundation for Success:
Case study in a real time

2. Profile
• Enterprise Agile Coach and Trainer
• Over a decade of Agile experience
• SPC4, CSM, PSM, ICP-ACC (ICAgile Certified
Professional in Agile Coaching)
• Agile transformation experience in both product
development and Service based organization
• Trained over 2500 plus folks on different agile
frameworks
• Leadership, Portfolio, Program and Team coach

3. Approach
Transformation
Solution
Directions
ART Launch
Preparation
and Launch
ART
Execution,
Coaching
and Kaizen
Assess
Impact of
Change

4. T0 T1 T2 T3 T4 T5 T6 T7 T8 T9
Time Scale : T0 – T9 = Months
BIU Coaching team. AC- Agile coach, TE – Tooling Expert, SA – Solutions Architect
Flow: Transformation takes 8-9 Months
T0– Initial & pre-preparation towards Agile
T1– Diagnostics, Strategy & approach
T1-T6 : Tooling Strategy & Alignment
T1-T2 : SCRUM Foundations
T3-T4: Scaling @ Enterprise level
T4-T9: 2 Rel. cycles completed using SAFe
T5-T9 : Prepare BIU coaches & Handover
Life cycle of a Typical SAFe deployment program
[From Agile ‘Zero’ level]
Transformation
Supported by AC, SA
& TE from MD team
Deliverables
1. SAFe adoption with a lead deployment
2. Support in terms of training and coaching
3. Build a BIU team for self-sustenance
4. Capability to do ‘Release on demand’
Start Diagnostics
Tooling Strategy and Alignment (Support from MD team)
SAFe coaching
SCRUM coaching
2 wk Sprints 2 * 12 wks for 2 Release cycles
Prepare BIU Coaches for Hand-over
Roll-Out : Hands-on support, Training, Coaching by MD team
Dependency
1. BIU support – champions & tooling
2. E2E tooling alignment supporting Agile Wow
3. Philips Academy for Training & certifications
BIU Local Coach to be on-board
Hand-over to BIU
coaches & MD team
moves to next BIU
project

5. BU/Diagnostics Scope
5 SITES
4 Sub Systems
5 Products
6 Platforms
FUNCTIONS
PMO
Product Marketing
Clinical Science
Engineering
Field Service Engg
Manufacturing Ops
Q&R, QA/QE
142 people
interviewed

6. Diagnostics Method
Step 1:
Plan Diagnostic
Step 2:
Identify Primary Issue
Step 3:
Summarize Observations (360)
Step 4:
Root Cause Analysis
Step 5:
Map Root Causes to
Solution Directions
Step 6:
Summarize Solution Directions
Step 7:
Read Out
Diagnostic steps
29thFeb
7thMar
14thMar
21stMar
28thMar
4thApr
11thApr
18thApr
25thApr
2ndMay
9thMay
Introductions
Data request collection
Executive Priorities and Perspectives
Data analysis
Root cause hypothesis
Engagement Plan
Workshop and Interview Planning
Interviews and workshops
Cleveland
Bangalore
Haifa
Shenyang
Root cause Analysis
First Report
Final Report
Roadmap Design
Legend
Offsite activities
Milestones/events
Onsite activities
Weeks starting….

7. Solution Directions
Communities of Practice
Predictable high value
delivery
Integrate to a
Single ALM Tool
Implement
Lean-Agile
system at Scale
(SAFe 4.0)
Expand Unit level
and automated
testing capabilities
Invest in
Architecture Simplify QMS

8. Blue print and Transformation
Roadmap

9. Process
Authority
Design
Authority
Product
Authority
Solution
Manager (CLE)
Solution Architect
Value Stream Engineer (CLE)
Enablers &
Capabilities
Product Owner
(BLR)
Dev Teams
(BLR)(BLR)
Scrum Masters
8 8 8 8 6477
SE
4
SV
4
Tooling
4
Security
2
DQE
4
[BLR] – Value Stream
Program
10% - 20%
Arch Enablers
Release on
Demand
Release
Managers
Chess [SHY]
PortfolioValueStream
Enabling Epics:
 Exploratory
 Architecture
 Infrastructure
Portfolio
Epics
PPM
4
3
1
2
Value Stream 1
Value Stream 2
Value Stream 3
Teams
5
Product
Manager (BLR)
Sys Arch
(BLR)
(BLR)
Release Train Engineer
Backlog
RTC

10. ART Launch Preparation

11. Role Mapping
Core Team
•BU Leader
•Location Leader
•HR
•Agile Coach
Program Roles
•Product Manager
•Release Train
Engineer
•Lean Agile Leaders
•Account Manager
Agile Teams
and Team
Roles
•Agile Teams
•Scrum Masters
•Product Owners

12. ART Launch Planning
One Week Sprint
Sprint 1 Sprint 3 Sprint 5 Sprint 7
Sprint 2 Sprint 4 Sprint 6
Team Involved: Core Team and Program Roles Color Coding : Different work items

13. Shift in Organizational Model and WoW
• 8 scrum teams
• 1 Kanban team
• 6 scrum masters
• 5 Product owners
• ART Size: 80 People
• Collocated
Team Formation Criteria
• Knowledge & Experience
• Functional Areas
• Diversity
• Performance History

14. Product
Manager/System
Architect
7 SCRUM TEAMS
Product
Owner
SCRUM
MASTER
SCRUM
TEAM
SCRUM
TEAM
Product
Owner
SCRUM
MASTER
SCRUM
TEAM
SCRU
M
TEAM
Product
Owner
SCRUM
MASTER
SCRUM
TEAM
Programs
Account / Release
Manager
Program Backlog
Works on Legacy
1 Kanban
Team
1 Architect
Team
Team Highlights
ART Size: 75 People
7 SCRUM Teams
1 Kanban Team
1 Architect Team
4 Product Owners
6 SCRUM Masters
2 Development Managers
3 Account ManagersRelease Train
Engineer
Development Manager Development Manager
Product
Owner
SCRUM
MASTER
SCRUM
TEAM
SCRUM
TEAM
ART structure

15. Training and Certification
Training Name Duration # of
Participants
Participants
SAFe for Executives/Leadership 1 day -
Agile and SCRUM Training 1 day 75 All team members (75 people)
Leading SAFe certification
Training
2 days 18 18 people identified for this training based on the
ART and Team level roles
SAFe PM/PO certification
training
2 days 6 6 people (Product Managers and all Product Owners)
SAFe practitioner certification
training
2 days 40 To all Agile team members (Around 40 people)
Kanban Training 4 hours 12 Maintenance Teams
Internal WoW training 4 hours 75 This training describes the internal WoW from the
day to day perceptive, How to perform ART and Team
level ceremonies, Definition of Ready, Definition of
Done etc.
TFS tool training 4 hours 75 TFS team and workflow training to all the team
members.

16. Coaching
Agile
Coach
Trainer
Teacher
Mentor
Problem
Solver
Conflict
Navigator
Professional
Coach
• 6 to 9 months of coaching
• Agile Training and Certification
(SAFe, SCRUM, KANBAN, XP)
• Role Specific Coaching
(Leadership Product Manager, Product Owner
SCRUM Master, Release Training Engineer)
• Team coaching
• Team member mentoring
• Facilitating Events/Ceremonies
• Prepare, Coach and handover to
BU coach

17. Interface to programs
Programs
Account / Release
manager
Product
manager
ART
Release on Demand
Program
backlog

18. Confidential, internal use only
Learnings and Challenges
Leadership Engagement
Engineering – Tooling, System Level
Integration
Change Management : Residual
command & control challenges
Organization Change – New Roles &
Responsibilities
Organizing teams around ‘Value’ Vs Silos
Adopting Enterprise Kaizen ( System
focus)
Our journey Continues to realize “Value
Delivery” with Lean, Agile and SAFe…