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Agile Scale & Survive - Telstra Digital

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Sarah Atkinson

on 21 July 2015

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Transcript of Agile Scale & Survive - Telstra Digital

Digital Transformation
Who We Are
Before we START
2011 - Telstra DIGITAL IS BORN
THE challenge (OPPORTUNITY) BEFORE Us
people & Culture
Agile recipes on how to scale and survive:
Telstra Digital's Story
Andrew Grischenko - Telstra Digital
Sarah Atkinson - Pragmateam
Traditional Culture
Waterfall Processes
Heavy Documentation
Distributed Agile
interrelated
co-located
=
non-negotiable
General lack of Agile experience and knowledge
TEAM CONSTRUCT - BREAK DOWN SILOS
people & Culture
Colocation + Communication = Collaboration
Experienced Agile Leaders and Coaches were embedded as
change agents
and formed the growth of the culture
Individuals identify with their
feature team

rather than their
discipline
Year 1: AGILE Proof of concept:
We are going to share ...
What worked well
What didn't work so well
Our goal FOR TONIGHT:
PROVIDE YOU practical points you can take away & ADD
TO YOUR AGILE TOOLKIT
tomorrow!
SARAH Atkinson
DATA DRIVEN DECISIONS:

Net promoter
score (NPS)
AS our heartbeat
the customer is at the
heart
of everything we do
LET's BEGIN - CASE STUDY
Challenge 1:
people & Culture
requirements
development
testing
Complexity grows exponentially with linear growth of the number of components

https://en.wikipedia.org/wiki/Combinatorial_explosion#Communication


brought to live with pictures, tips and tricks
CASE STUDY
MyAccount online services portal
50 people
3 feature TEAms
quarterly Enterprise releases
First 6 months:

program formed, attempting to get releases out to PROVE value and challenge constraints
Activity tracked and reported “
agile experience
vs needing
support

Recruit/establish a
champion
at every level, within each discipline - Program Manager, PM, PO, IM, BA, Tech Lead, QA
Challenge 2:
upfront definition of work
Comfortable with uncertainty
REQUIREments
emerge
as solution is defined

stories are detailed for dev and test in the same iteration (sprint) or one before
JUST IN TIME ANALYSIS
work on high priorities

minimise idle inventory (stories)
FOCUS ON FLOW
CHALLENGE 3:
DOCUMENTATION AND PROCESS
enabled "
BARELY SUFFICIENT
" Documentation
Iterative Stories
Eh, Hello?
"The business"
Form cross-functional feature teams
Documents are used as
reference
, not a primary communication tools
Physical proximity of people reduced need for documentation
X
Architectural documents for a medium project

~50 page documents

simplified to a
3-5 page Lo-fi reference
-->
Empowered to experiment with process
An Evolution of the process

Retrospectives were focused on actions and changes, team's suggestions led to changes in the approach, it was dynamic.


empowered TEAMs with a common purpose:
inherently have
pride
and
passion
Second 6 months:
learnings, restructure teams, scale through offshore, continuous improvement
10 emails per day
=
use them wisely
Pairing cross-disciplines, T-shaped skillset
=
flow of work
EARLY CONVERSATIONS,
DISCOVER THE TRUTH EARLY
Story kickoff, STORY WALKTHROUGH
Joint ownership of work, e.g. BA/producer sharing the same Kanban column
CHALLENGE 4:
SCALING THROUGH OFFSHORING
OFFSHORING LEVEraged to enable scale
Conscious effort to have offshore team members part of the team both culturally and day-to-day
HOWEVER ...
Offshoring
!=
outsourcing
OFFSHORING
!=
client/vendor
Offshoring
=
partnership
So, we’ve been growing and learning for 4 years now:

Major releases every 2 months : My Account, Online Shop, 24x7 Apps
~100 projects in flight in different phases
Almost all teams are collocated at Liverpool St, Telstra's Digital Transformation Center, with about 50 people in distributed parts of the team

Digital First
” - new mission to change the whole vector of business into Digital direction.

This is a new level of size and challenge in terms of Agile Delivery and is ahead of us.


Summary RECIPE #1:
people & Culture
"Agile maturity" grows over time - ensure to have champions who can demonstrate and support, openly discuss and focus on those needing support

Remove organisational and physical silos - one team, one dream

Encourage team members to break free from their job description;
pair, share, learn

Discover the truth early - face to face comms, visualisation, no hidden work
Summary RECIPe #2:
upfront definition of work
Requirements = solutions made. These emerge and change

Uncertainty upfront is not a danger if applying just in time analysis

Leverage stories as a tool to break exponential complexity into manageable pieces

Create organisation that embraces the change. Not "allows", but embraces

Summary recipe #3:
Documentation and process
Secure the authority to make things your own way. Be a “black box” for organisation to some extent

Encourage people to collaborate!

Make documentation reference tool, not a communication media.
Check out also Andrew’s post on the topic:
https://www.linkedin.com/pulse/agile-documentation-andrew-grischenko?trk=prof-post

Summary recipe #4:
SCALING THROUGH OFFSHORING

Offshore for the right reasons - not for costing savings alone

Do not define "offshore" or remote teams - create distributed teams

Invest in onboarding, both into your/their culture and your company

Disclaimer:
Not much about agile architecture - but can answer some questions
where we are NOW
wHAT's Next?
thank you!
Product Owner with online/digital focus
Andrew GRISCHENKO
Andrew

andrew.grischenko@gmail.com
Sarah
sarah@pragmateam.com.au
thank you!
Shout out to Matthew Fisher
sketching extraordinaire
@mfisher_agile
Questions?
matthew@pragmateam.com.au
TRANSPARENCY
=
NO HIDDEN WORK
=
no surprises
Initial visit to Sydney for 4 weeks to get to know each other and establish personal connections, continued to rotate over the year between Sydney and Beijing
Offshore members engaged in the same manner for ceremonies and work, just using "always on" video links
Agile: key enabler to our new way of working
summary slides 4 U 2 capture
build
MEASure
LEARN
virtual services team
included in planning
dependencies understood
daily standup x 2
working one sprint ahead
Managers
SUPPORT team
managers become leaders
primary objective to support the team
empower and trust the team
catch and remove impediments
SCALING WITHIN THE PROGRAM
Created a "come and see" example of Agile within Telstra
The result
AGILE Proof of concept - first years
The result
Digital service transactions share
Digital customer contacts per month
MyAccount users
2011
2015
26%
52%
10m
30m
0.5m
2.5m
digital transformation - where we are now
@gr_and
@sarahvako
www.pragmateam.com.au/news
24x7 Mobile/Tablet app users
-
2.3m
Digital NPS
-30
+41
Digital Delivery team + IT
~50
~500
By end of first year moved to a Release Planning model of:
planning against
outcomes
rather than scope items
and the teams
self selecting
their work
Significantly increased team morale
Fostered a continuous improvement env. the team thriving off retro outcomes
Decreased release cycle from 3 months to 2 months
Some trends to watch:

Like many enterprises, we need to
maintain our Agile culture
, ensuring it doesn't dilute through the strains of growth.
Effectiveness of scaling Agile isn't relative to size of growth
Full transcript