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100 LEGACY SYSTEMS

VS

30 AGILE DEVELOPERS

Epic transformation story

2014-10-

28

Alexey Kovaliov

Head of Information Systems Department

TEO

2014-10-28 2

PURPOSE?

● Different organizational patterns suitable for Agile

● Case study of the Agile adoption

● ~3500 employee company

● ~90 employee Information Systems unit

● + Subcontractors

● Encourage to adopt Agile in product or industrial companies

● Encourage to experiment and seek for organization efficiency

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Do Not Walk the Road of 100 LI

2 YEARS. 4 TRANSFORMATIONS

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100+ LEGACY SYSTEMS

● Business Support Systems

● Sales Channels

● CRM

● Billing

● Order Management

● Operations Support Systems

● Telco

● Datacenters

● Service centers

● Enterprise Resource Planning

● Finances

● HR

● Corporate compliance

● Data Analytics

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STAGE 0: ZOMBIES & SPAGHETTI

● #.# Headcount per system

● 0.25 – 15.00

● Utilization 100%

● No resource sharing

● No teamwork

● No task management tools

● No methodology

● Disorganization

● Unmotivated undead

● Good for budgeting

● Worst for scale and prioritization

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STAGE 0: ZERO SCALING

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STAGE 1: SYSTEM FACTORIES

● 3-4 Thematic groups of systems

● System Factory is a sub-unit

● Manager

● System Analysts

● Software Developers

● Testers

● Agile/Scrum

● Integration with Work Order tool

● Automated KPIs

● Scalability problem

● Thick spaghetti

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STAGE 1: FACTORY IN FACTORY

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STAGE 1+: TROOPERS

● Troopers = 2 Dedicated teams

● Software Developers

● Tester

● Fast and adoptable

● Break through with new projects

● Dedicated Agile backlogs

● Requirements QA and acceptance

● Pass the results Harrison

● Harrison = Factory

● Supports legacy

● Owns the systems

● New projects’ results’ QA

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STAGE 2: IN-HOUSE SYSTEM FACTORIES

● 50 employee unit moves to TEO

● Easy “as is” integration

● No one left behind

● Not a single idle day

● Same Agile approach

● Ownership of the systems

● Improved scalability

● Internal + External Troopers

● New challenges:

● Redundancies of roles

● Internal/External costs

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STAGE 3: FUNCTIONAL SILOS

● Roles Consolidation

● Analysts Planning

● Analysts Support

● Testers Support

● Less Management Roles

● Purified SWD Unit

● Managers

● SWD Teams

● Subcontractors Troopers

● SWD KPIs

● Limited Agile

● Issues with Agile planning

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TEO RESTART!

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STAGE 4: CELL-BASED NETWORK

● Market

● All TEO Units

● External Sphere

● 5 Systems Ownership Teams

● Project Managers Team

● KANBAN

● Internal Sphere

● Architect Team

● SWD Teams

● External SWD Teams

● QA Team

● Resource Managers Team

● Scrum/KANBAN

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STAGE 4: CLOSER LOOK

BENEFITS

● Autonomy and self-organization of the teams

● 2 level hierarchy for 85 employee organization

● As less management as possible

● External sphere is the King

● Transparency of every team’s tasks and roles

● Single Window principle both for WO and Support

● Extensibility by External Troopers still staying Agile

● Same backlogs for everyone

● Fits into even more sophisticated Technology projects organization

● Hardware

● Telco infrastructure

● Business transformations

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EVERYBODY LOVES KITTENS

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EVERYBODY LOVES KITTENS METHODOLOGIES

● Niels Pflaeging

● http://www.betacodex.org/

● Tons of free materials to download

● Workshops

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EVERYBODY LOVES KITTENS TOOLS

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Purpose Tool

Strategic Roadmapping Microsoft Excel

System Team Roadmapping

Work Order Lifecycle In-house build tool

Complex Project Management Microsoft Excel

Microsoft Project

Product Backlog

Microsoft Team Foundation ServerSprint Backlog

Kanban Boards

Sprint Boards

Requirements Engineering Microsoft Office

(moving to Magic Draw)

Support Incidents Lifecycle SiAL

NEXT?

● Prove it works and good for the KPIs

● Adopt similar approaches thorough the company

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? ANY ?

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