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Ericsson - Success Factors When Transforming to Agile
Transcript of Ericsson - Success Factors When Transforming to Agile
The top challenges a company can face while transforming to Agile Methodology
Color photography invented by Auguste and Louis Lumiere.
Resistance to change
Lack of Knowledge and Experience with Agile
Organization is trying to adopt Agile methods but don't have enough experience with how to make it succeed.
Get expert coaching on Agile adoption.
Hire qualified, skilled, experienced Scrum Masters.
Create and support an internal community of Agile Coaches.
Build an Agile knowledge Wiki site to share test practices.
Allow new Agile teams to shadow experienced teams.
Lack of Servant Leadership and Collaboration Skills
Leaders still use Command and Control to lead
Team members used to working in silos
New to cross-functional collaboration
Education/training on the value of Servant Leadership and empowerment for all leaders. Learn how to transition.
Education/training for teams on collaboration skills, conflict resolution, team norms, effective facilitation.
Leaders should be role models 'walk the walk'.
Recognize and reward healthy collaborative teams.
Coaching... Coaching... Coaching...
"Coming together is a beginning; keeping together is progress; working together is success."
Multi-tasking, Lack of Portfolio Prioritization and Team Stability
Executive/Management doesn't understand Agile or haven't bought in to supporting it
Early education on Agile adoption
Locate an executive sponsor
Develop a transformation Vision and Road map
Establish an Agile Championships Team with a transformation backlog
Executive coaching on Agile Transformation
Working on too many projects at the same time
Everyone is multi-tasking, hard to focus
No clear strategic priorities
Education on Agile/Lean Potfolio Prioritization and Management.
Build an enterprise or portfolio level ranked backlog.
Align projects with strategic value drivers. Create qualification filters.
Build stable teams. Define norms/agreements for keeping them stable. (start with your pilot teams)
Allow teams to pull from the portfolio backlog. Don't push!
Business customers (internal/external) don't understand Agile, not willing to collaborate and engage on Agile projects
Early education on Agile and the Product Owner's new role
Pilot Agile with Knowledgeable, Empowered and Engaged Product Owners
Get excitement, share success, create positive energy
Establish a Product Owner community of practice
Various roles across the organization would rather stick with a "Status Quo" and are not change what they are doing and how
Early education on the benefits of Agile for the organization - get THEIR buy-in
Executive leadership support and frequent communication on the Vision
Specific education/training on how Agile will work for THEIR specific area (Requirements, Design, Development, Testing...)
Communicate, celebrate and reward Agile success
Remove impediments early and often. "Walk the walk"
TOP CHALLENGES WITH AGILE ADOPTION
No executive/management buy-in or support
No customer buy-in to Agile or commitment to collaboration and engagement
Resistance to change
Lack of knowledge and experience with Agile
Lack of Agile Servant Leadership and Team Collaboration skills
Multi-tasking, lack of portfolio prioritization and team stability
REASONS FOR ADOPTING AGILE
BENEFITS OBTAINED FROM IMPLEMENTING AGILE
LEADING CAUSES OF FAILED AGILE PROJECTS
BARRIERS TO FUTHER AGILE ADOPTION
AGILE METHODOLOGY USED
Group of software development methods based on iterative and incremental development
Collaboration between self-organizing, cross-functional teams.
It includes development, teamwork, collaboration, and process adaptability.
AGILE METHODOLOGY CONT'D
A common characteristic of agile development are daily status meetings or "stand-ups".
Team members report to each other
The work they did the previous day
Planned work to do today
Problems that they faced.
A customer representative from the client side helps teams to answer mid iteration questions.
BACKGROUND OF ERICSSON TRANSFORMATION
In 2009 Ericsson started a long journey to agility
Over 1000 people adopting an agile mindset
Before there was fear and uncertainty
Today there is a culture that supports creativity
EXPERIENCING THE PENDULUM OF CHANGE
The key is to continually review and refine changes, as new information surfaces
Overreaction is a natural outcome of defining new ways
High levels of enthusiasm for process change led people to use their experience
WORKING to FIXED DEADLINES
Before true state of a project was never truly clear, and delivery was unpredictable.
Iterative development regularly stops to review increments of a working product
SHIFT ENTRENCHED BEHAVIORS
To overcome the entrenched habits, Ericsson Mobile Core made 2 key decisions
Bringing the transition team & several pilot teams to one place
Using a strong team of external coaches to provide mentoring & coaching support
TRAIN the TRAINERS, COACH the COACHES
Identification of need to build internal agile coaching and training skills.
Story of Original 23 within Ericsson
INVEST TIME IN LEADERSHIP BUY-IN
Coaching upper management required time
They were encouraged to visit offices where the teams were working.
Experience of Ericsson Agile Transformation
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