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AGILE CAROLINASMichelin’s Lean & Agile Journey

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AGENDA

• Why Transform• Journey Timeline• Deployment Content• Deployment Framework• Team Profiles Deployed• Key Success Factors• Key Challenges• Measure of Success• Success Stories

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WHY TRANSFORM

Cost Efficiency Speed

End-user

Increase Build&Deploy&Run

cost efficiency

Reduce Build&Deploy project lead-time

Increased release frequency

IncreasedEnd-User

Satisfaction

Increased Team Satisfaction

TeamSat

End User

Speed

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JOURNEY TIME LINE

2010

20162020

Launched Individual Project teams using Agile

Transform entire software entities: change organization, deploy Lean and Agile concepts and practices

Scaling Agile?Other departments (Infrastructure)?Funding Teams?

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2010 - 2016

Launched individual projects as Agile projects

- Agile awareness training for managers- Agile training for project teams selected to use Agile

Results:- Low adoption- High frustration- Low value- Feeling of Agile

does not work

- Did not work from the top down- Did not change the staffing engagement process- Did not change the organization (people / teams)- Did not have people dedicated to a team- Did not manage Infrastructure and Security issues

in Agile mode

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2016 - 2020

Infra is not part of the Agile teams today, they were involved in another transformation

Results:- Higher adoption- Happier teams- Better Value for

Business- Infra is not part

of our teams

Working from the Top Down

Transforming entities(Managers and Teams together)

Using a framework built for Michelin Culture (created in France, tuned over time for America)

Re-organized people in dedicated teams

Change the flow of the work (goes to the Teams, teams are not built around projects)

PROGRAM 2015-2018

A PORTFOLIO OF PROJECTSturned towards the CREATION OF VALUE

A MORE MODERNINFRASTRUCTURE

supporting more commons-based peer and

digital work methods

WORK METHODS MORE LEAN AND NIMBLER for a greater effectiveness and blooming

of the teams

CONTROL OF THE CHANGE ELIMINATION OFCOMPLICATIONS

DEPLOYMENT CONTENT

New Delivery Model

Lean and Agile Management System

DEPLOYMENT CONTENT

Lean and Agile Management System

Principles, Practices and Tools related to new ways of working

– Continuous Improvement– Visual Management– Team Mood– WINs (What is Important Now)– Gemba Walks (Go and see)– Waste Hunting– Delivering Customer Value, more

frequently– Delivering working software– Collaboration– Responding to change– Managing WIP (work in progress)– Cascade of Vision / Objectives– Skills Matrix

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AGILE

DEPLOYMENT CONTENT

New Delivery Model

DEPLOYMENT CONTENT

New Delivery Model

Lean and Agile Management System

DEPLOYMENT FRAMEWORK

• Puts priority on engaging a large group of people hierarchy and functionally connected

• Starts with the Management team, so everyone is aligned

• Train, Implement, Coach

• Changes the organization and gives the reason WHY

• Measure the (SUSI) Sustainability of the change

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DIAGNOSIS PHASE

Select the appropriate Diagnostic tools for each group being transformed

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IMPLEMENTATION PHASE

Build a deployment plan with the team

Train-Implement-Coach

Start with Stand up Meetings including the use of Visual Management and Team Mood

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TEAM PROFILES DEPLOYED

• Included Build, Deployment and Support Organizations

• Remote teams (Canada, US, Brazil, Philippians) working similar hours

• Remote (India) teams with less working hours together

• Multiple teams building and deploying the same product in different Zones (Agile at Scale, SAFe)

• Completely integrated IT and Business teams

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KEY SUCCESS FACTORS

- Deployment to Senior Management so teams can see the example

- Organization must invest in coaches to lead the transformation

- Train, Deploy, Coach Methodology (We will stay up to 1 year after the transformation)

- On board the Business early

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KEY CHALLENGES

• Casting of the Coaching role

• Organization needs to prioritize time, budget for the transformation

• Showing HARD FACTUAL numbers of the value of going from Waterfall to Lean & Agile has been difficult

• Understanding that this is an individual behavior change and the pace of change varies by person / team

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MEASURE SUCCESS

- We have a Sustainability Index (SUSI) which we use to measure how well the transformation is sticking with the teams

- 40% after the transformation- 10% gain every three months for 1 year- 80% after 1.5 years

- Empowerment Ambition- Teams who have been through the L&A Transformation have 2x higher

increases in Empowerment KPI, than those who have not been through L&A- 20% increase in empowerment scores in 4 years

- Number of GLs went from 100 to 1000s, we stopped counting

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SUCCESS STORIES

• Happier employees who feel less alone and more supported by a team

• Business responding with appreciation around the speed and accuracy of deliverables

• Deliver of high profile project in 4 months where normally it would have taken 8-12 months

• Product Releases monthly from 16 months (improving for 3 years)

• Self organizing teams have allowed us to reduce the number of Domain Managers

• Built a STRONG platform for DevSecOPS transformation

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2020 GOING FORWARD

• Measuring the adoption of the teams already transformed

• Launched a few “Agile at Scale” teams

• Understanding how to Scale Agile for a multi-year program

• Looking at launching in Other departments (Infrastructure)?

• Discussing Funding Teams (Products)?

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MY NEW ROLE

As of Jan 2020 I am now in INFRASTRUCTURE Managing the North and South America End

User Experience (EUX) Team

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QUESTIONS?