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Amdocs Case Study: Massive Kanban Implementation (LKNA14)

Prepared and presented by Keren Yahalom and Yaki Koren at LKNA14

The goals set before us a year and half ago were to stop saying “no” to customers for late or changed scope, while helping them achieve time to value. We have gone through a successful revolutionary change of the way we manage our projects a few years earlier (CCPM), and we felt that the organization cannot handle another revolution. Still, Our customers’ (Telecommunication Service Providers) business required better responsiveness and flexibility, reduce risks and a much faster time to market. Our hundreds to thousands person months complex mission critical projects span up to 70 groups of experts handling products that are tightly integrated over a timeline of a few months, and we had to maintain, if not improve, our quality, while reaching a sustainable development process. The challenge was huge.
In this session we will describe how we pulled it off again, in a completely different implementation approach – evolutionary, pull based. We implemented in different types of projects (huge business transformations, on going releases with existing customers), different scales (from 10 to 150 Person Years projects), different personas (the leaders, the laggers) and in a different manner (adapting the implementation to the specifics of our internal customers).
We will describe what it takes to make it work, and what obstacles we faced. we will share actual boards and reports helping the audience experience the scale, the challenge, the journey.
We will also share the story of the implementation in our first project – a mega project servicing a giant North American telecommunication service provider

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Amdocs Case Study: Massive Kanban Implementation (LKNA14)

  1. 1. © 2014 – Copyright Amdocs. All rights reserved1 CUSTOMERS 30+ GLOBAL TELCOS KANBAN BOARDS 130+ USAGE 1600+ BOARD USERS 2500+ DEVELOPERS DIRECT 20 - 300 TEAM SIZE PER BOARD15000+ CARDS 1000+ BACKLOG 6000+ ONBOARD 7500+ ARCHIVED TIME TO SCALE < 2 YEARS GLOBAL DISTRIBUTED TEAMS MAN MONTH HANDLED > 10000 Amdocs Delivery Kanban Implementation Story
  2. 2. #1 in North America Telecom Operations Management Systems (TOMS) Amdocs wins 2013 Outsourcing Excellence Award Public Company of the Year Award About Amdocs Overview ● Leader in Customer Experience Systems and Services ● $3.3 billion revenue in 2013 ● More than 20,000 professionals ● Serving customers in more than 70 countries ● Listed on NASDAQ (DOX) © 2014 – Copyright Amdocs. All rights reserved2
  3. 3. © 2014 – Copyright Amdocs. All rights reserved3 “Amdocs has a proven track record with demonstrated transformation capabilities in various service provider accounts around the world.” Amdocs Delivery 4000 PROFESSIONALS Global foot print with development centers around the world (inc. Israel, India, Brazil) 100+ PROJECTS running in parallel Proven track record of 95% successful project delivered on budget, on time, with quality and at large scale Industry standard 60% - “Amdocs has shown it has the size, scale and stability to reliably supply telecom software professional services to CSPs.”
  4. 4. © 2014 – Copyright Amdocs. All rights reserved4 Starting the journey Our strategy for the implementation was “Pull”. We told the first VP who wanted this that the first stage is visualization.
  5. 5. © 2014 – Copyright Amdocs. All rights reserved5 • Slowly yet surely • Identify board substitutions • Notice questions in daily meetings • Adapt policies • Adapt board 5 400 people 4 development centres 1 Release every 4 months 16 Products Two weeks later our first board was up in the air. It took them 1 week to abandon the traditional project plan and a month to start telling high management about it.
  6. 6. © 2014 – Copyright Amdocs. All rights reserved6 Management were very happy about it. So they asked us to prepare an implementation plan. So we did. And then life started to manage the implementation.
  7. 7. © 2014 – Copyright Amdocs. All rights reserved7 Status – January 2013 7 ● Our third project started implementation ● A small group from Cyprus decided to dare and are starting these days ● We see a lot of interest in Kanban/agile ● A lot of groups are asking for sessions to introduce the concept ●In most cases managers would rather wait
  8. 8. 8 © 2014 – Copyright Amdocs. All rights reserved The popcorn syndrome There was the first account. After a month another. Then a lot of “sounds interesting”. And then another. And then many more.
  9. 9. © 2014 – Copyright Amdocs. All rights reserved9 Implementation Growth Projects
  10. 10. © 2014 – Copyright Amdocs. All rights reserved10https://c2.staticflickr.com/8/7134/7722572538_5cbe0dc746_z.jpg We were elated. Management were very happy. Management wanted to mandate the change.
  11. 11. 11 © 2014 – Copyright Amdocs. All rights reserved http://farm1.staticflickr.com/29/55862858_3e90b4da68_o.jpg Our implementation was based on doing it only with people who wanted to do it. People who want the change see challenges while those who are pushed into it see problems .
  12. 12. 12 © 2014 – Copyright Amdocs. All rights reserved V1 V2 V3 The transition from waterfall to flow most projects went through.
  13. 13. 13 © 2014 – Copyright Amdocs. All rights reserved Each project, on average: • 1 Delivery manager • 2 program managers • 7 development directors • 13 project managers • 20 team leaders • 100 Developers/Testers • 8 products Coaching managers, helping them to: - Visualize the end to end flow - Manage the flow - Break scope to small chunks - Start to test early - Move from component teams to feature teams
  14. 14. 14 © 2014 – Copyright Amdocs. All rights reserved With Kanban, people started to feel emancipated: they got the freedom to define their own processes. Some existing processes were being abandoned. Some people in management were worried: “where is the methodology?” We were focused on guidelines.
  15. 15. 15 © 2014 – Copyright Amdocs. All rights reserved http://farm6.staticflickr.com/5474/12105522476_edd50e5eae _o.jpg 500-1000 Dev MM New customer New team New system Few months to deliver Many interfaces Then Transformation projects started the implementation. These are very challenging. Many challenges started to surface.
  16. 16. © 2014 – Copyright Amdocs. All rights reserved16 One of the main issues was “how am I doing?” Kanban is basing on actual pace. And at the beginning of a project pace is slow.
  17. 17. © 2014 – Copyright Amdocs. All rights reserved17 We realized we can’t expect high pressure projects to “evolve”. These should get much more detailed guidelines then ongoing projects. Implementation strategy for each project should take into account its specific context.
  18. 18. © 2014 – Copyright Amdocs. All rights reserved18 ACCOUNT ROADMAP & VISION SUSTAINABLE PACE Agile Maturity Indicators RELEASE Kanban for Backlog Management Frequent SWP Release Scoping RELEASE SCOPING & IMPLEMENTATION Release Planning Construct (Develop and Test) Accept and Deploy METRICS & REPORTS TEAM Daily Team Meeting METRICS & REPORTSiTeam LMCSU Developers & Testers Topic iLead Code Ownership Ongoing Planning Kanban For Task Management Kickoff Ready For Topic Test BP iLead (IM) Agile Depth Improvement Focus Map Ongoing Planning Daily Execution Meetings Release retrospectives Customer Demos Unit Automation Team Retrospectives Team Demos Operate Topic } Prioritized Stories } OnsiteTesting Deploy Certification Topics in Development Certified Topics Production Design Develop 2 – 4 weeks Story Test iTeams Prioritized Topics AgreedScope BreakScopeto Topics New Features Defects & Improvements Operability PlannedScope Kanban for Release Management So we came up with more detailed implementation guidelines.
  19. 19. 19 © 2014 – Copyright Amdocs. All rights reserved And then at one cold winter day we had a meeting with management at which we realized they don’t see it like we do. Suddenly many challenges became problems.
  20. 20. © 2014 – Copyright Amdocs. All rights reserved20 “What is the impact of agile?” 0% 20% 40% 60% 80% 100% Work life balance Issue Resolution Quality Ownership Visibility Flexibility Working together Early feedback 200 respondents So we ran a survey After doing some investigations we realized that many problems that were hidden or were revealed in later stages are being revealed early and people were not used to it.
  21. 21. © 2014 – Copyright Amdocs. All rights reserved21 We ran a root cause analysis to understand why Work Life Balance was deteriorating.
  22. 22. © 2014 – Copyright Amdocs. All rights reserved22 Delivery Sustainable Pace Manifesto Pulling work & going home happy with today’s amount & quality of work Delivering working scope Having a profitable bottom line for the whole project Finding the time to fine-tune the way we work Pushing for meeting due dates Delivering 100% of scope Meeting construct budget Focusing on day to day activities Over We Value: Meaning: While there is value in the items on the right, we value the items on the left more. And came up, together with management, with this.
  23. 23. © 2014 – Copyright Amdocs. All rights reserved23 … But… What if?... “What if... ● “… I am pressured to complete large scope by an unrealistic due date?...” ● “… I am pushed to start something new when I’m already overloaded? ” ● “… I see no option but to push untested code to the CC? ” ● “… I don’t believe the plan is achievable?...” “Don’t agree to compromise your professional integrity! Engage your peers, managers & CDU to find a reasonable alternative. If all measures were exhausted, and you still feel the issue is not settled – Escalate! Escalate to us if needed! We in SD&I Management want to hear about it! I personally invite you to call me or email me anytime, I will back you up! ” XXXX, +xxx-xx-xxx-xxxA message sent from high management to the people
  24. 24. 24 © 2014 – Copyright Amdocs. All rights reserved ConstructScoping UAT The first implementing account is now preparing for the next leap toward wider and deeper agility
  25. 25. © 2014 – Copyright Amdocs. All rights reserved25 Where we are today ● Most projects moved to kanban ● Many projects are either stabilizing or recharging ● The next phase of the implementation is starting: Projects are starting to work on the next leap
  26. 26. © 2014 – Copyright Amdocs. All rights reserved26 CUSTOMERS 30+ GLOBAL TELCOS KANBAN BOARDS 130+ USAGE 1600+ BOARD USERS 2500+ DEVELOPERS DIRECT 20 - 300 TEAM SIZE PER BOARD15000+ CARDS 1000+ BACKLOG 6000+ ONBOARD 7500+ ARCHIVED TIME TO SCALE < 2 YEARS GLOBAL DISTRIBUTED TEAMS MAN MONTH HANDLED > 10000 Some statistics about the scale of the implementation

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Prepared and presented by Keren Yahalom and Yaki Koren at LKNA14 The goals set before us a year and half ago were to stop saying “no” to customers for late or changed scope, while helping them achieve time to value. We have gone through a successful revolutionary change of the way we manage our projects a few years earlier (CCPM), and we felt that the organization cannot handle another revolution. Still, Our customers’ (Telecommunication Service Providers) business required better responsiveness and flexibility, reduce risks and a much faster time to market. Our hundreds to thousands person months complex mission critical projects span up to 70 groups of experts handling products that are tightly integrated over a timeline of a few months, and we had to maintain, if not improve, our quality, while reaching a sustainable development process. The challenge was huge. In this session we will describe how we pulled it off again, in a completely different implementation approach – evolutionary, pull based. We implemented in different types of projects (huge business transformations, on going releases with existing customers), different scales (from 10 to 150 Person Years projects), different personas (the leaders, the laggers) and in a different manner (adapting the implementation to the specifics of our internal customers). We will describe what it takes to make it work, and what obstacles we faced. we will share actual boards and reports helping the audience experience the scale, the challenge, the journey. We will also share the story of the implementation in our first project – a mega project servicing a giant North American telecommunication service provider

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