Contenu connexe Similaire à Keeping the spin - from idea to cash in 6 weeks (ICGSE2011) Similaire à Keeping the spin - from idea to cash in 6 weeks (ICGSE2011) (20) Plus de Marcin Kokott (12) 1. ©2011TietoCorporation
Keeping the spin
– from idea to
cash in 6 weeks.
ICGSE 2011
Jaroslav Prochazka, Marcin Kokott
Consultants
Tieto, Delivery and Quality
jaroslav.prochazka@tieto.com,
marcin.kokott@tieto.com
2. ©2011TietoCorporation
Tieto
today
• Net sales approximately EUR
1.8 billion
• Listed in NASDAQ OMX Helsinki
and Stockholm
• Founded in 1968
Tieto
today
• 18 000 IT professionals in close to
30 countries
• Customers on all continents
• One of the leading IT service
companies in Northern Europe and
global leader in selected segments
3. © 2011 Tieto Corporation
Who we are
• Delivery Mentor Network
• Core of the network
• 8 coaches
• 9+ years in IT (developers, architects, PMs)
• Have been supporting transformations in different industries in last 5 years in
Tieto
• Representing Tieto at international IT conferences
3 2011-07-18
5. Market challenges
Customers requires following (Forrester, 2011)
• Innovation and proactivity
• IT should bring more business value
• Aligning vendors’ goals with customer ones
• Additional Dutch unit challenges
• Traditional way of working followed
• Global Delivery Model started recently emphasized
• Chaotic communication and lack of project visibility
• Lack of coordination causing delays and rework
• Micro-management of Indian colleagues
• Decreasing motivation
• Lower customer satisfaction
2011-07-18
Context Training
Crash
course
Lessons
learnt
6. © 2011 Tieto Corporation
Our world is distributed (outsourcing)
Dutch Team
Pune Team
Low-cost broad-band
communication channel
High-cost narrow-band
communication channelBoundary
spanner
Boundary
spanner
Ambassador
Analyst
Architecture
Design&Code
Testing
8. © 2011 Tieto Corporation
Introduction training
• Agile game as key part of this training
• Learning by doing
• Practical experience you can refer to when explaining concepts
• Game experience ensured guys to start without our help
• They received "practical experience„
• Sales training created awareness
8
Context Training
Crash
course
Lessons
learnt
9. © 2011 Tieto Corporation
Global Delivery Awareness
• Dutch people disappointed by cooperation with Indian colleagues
• Big surprise! Different cultures
• Hofstede’s model presented
• Typical situations presented and explained
• It was fun and they finally understood…
9
Context Training
Crash
course
Lessons
learnt
10. © 2011 Tieto Corporation
Next steps
• Dutch culture made it interactive workshops
• We came back to our office and stayed in touch
• Few discussions and FAQ sessions
• Dutch team have decided to run new project Agile …
… but they have hit some struggles
10
Context Training
Crash
course
Lessons
learnt
12. © 2011 Tieto Corporation
Crash course
• Constraints:
• Limited time to spent with the team (1 week) + 2 mentors availible
• No possibility to „stop” to conduct the planned change
• Our original approach haven’t fit
• 14 weeks framework
• Our experience: months to pass
12
Context Training
Crash
course
Lessons
learnt
New approach needed !
13. © 2011 Tieto Corporation
Crash course
13
„A rapid and intense course of training or research (usually undertaken in an
emergency); "he took a crash course in Italian on his way to Italy"; "his first job
was a crash course in survival and in learning how to get along with people"; "a
crash programme is needed to create new jobs„”
Kaikaku (jap. „radical change”) means a radical change,
during a limited time, of a production system.
14. © 2011 Tieto Corporation
Set-up
• Small teams
• Co-located, cross-funcitonal (also with coaches)
• 1 week sprints
• Culture, opennes, willing, highly innovative
• …and authority
• Toolbox (Practices, MCIF)
• Mentors in place for complete iteration
14
Context Training
Crash
course
Lessons
learnt
15. © 2011 Tieto Corporation
Global co-operation
• Limiting narrow communication channel
• Teams connected by interfaces
• Architecture around functionality/components
• Kick-off with the whole team (stable velocity -> distribution)
• Discuss even the mood
• Personal relationships
• „Co-location”
• Participating in each meeting
• Open window
15
Context Training
Crash
course
Lessons
learnt
17. © 2011 Tieto Corporation
Innovation
• Visualize
• Rapid learning cycles (also for mentors)
• Instant feedback to the mentors
• Also from team, customer
• Simplify
• Even change of WoW
• Progress and status
• Kaikaku
• Breaking the habbits... and as side effect - fears
• Open minded (TDD)
17
Context Training
Crash
course
Lessons
learnt
19. © 2011 Tieto Corporation
Contract vs. results
19
Measure Results
Keeping Schedule 32,7%
Keeping Workload 46,2%
PAI (Project Accuracy Index) 49,0%
…but…
Happy customer having more than requesting!
Customer want us to develop another part of fucntionality in this way of
working
Customer selected Tieto as one of the sub-contractors for the biggest
project in Netherlands Telecom & Media
Customer internal chnage started to be „more agile and alligned with
our way of working”
20. © 2011 Tieto Corporation
Customer results
• Know the customer
• Visiting the customer
• Customer glasses
• Customer and team driving the backlog
• Stable flow as the enabler
• Limiting work in progress
• Ownership of the whole flow
• Results KPI's vs Value created for the customer
• Feedback from Controller and people
• Software used by bigger group than originally planned
• "New way of working" should be used in the customer premises more
20
Context Training
Crash
course
Lessons
learnt
21. © 2011 Tieto Corporation21
„We now use the functionalities which we didn’t figure out in the beginning of the
project. We removed functionalities which we thought we needed. We have seen
weekly progress which helped us to think with the users instead of thinking for the
users. We were apart of the solution and feel proud of the result.”
Customer representative
„Of course the productivity went up because we all were aware of each
other’s work and we know where the overlap was and avoided
this [...] And the funny thing is, in the end, they didn’t pay much attention
to the FD, they rather trust the demo results.”
Business Consultant
23. © 2011 Tieto Corporation
…and above lessons learned
• IT and Business synergy
• Visibility, transparency, control
• Overcoming the fear!
• …PEOPLE
23
