'Learnings from Agile Transition Journey' by Romans Korsaks

Extensive product with biannual releases. Numerous customers worldwide with customised solutions including specific business and regional market requirements. More than 100 developers and 20+ years of continues product development… is a successful transition to Agile methodology possible in few months in such circumstances? Find out more about Tieto’s Learnings from Agile Transition Journey. What were we afraid of and what should we really be afraid of. What matters more: people, emotions and soft skills or practices, techniques and methodologies?

Transcript

1. Public Learnings from Agile Transition Journey Romans Korsaks Manager of Product Ownership Tieto, Retail Payments and Cards Romans.Korsaks@tieto.com
2. Public Agile
3. © Tieto Corporation Public Tieto # 1 IT services in Finland. Global Tieto have office in 20 countries. More than 14 000 IT professionals around the world. Revenue Turnover of approximately €1.5 billion. Tieto’s shares are listed on NASDAQ in Helsinki and Stockholm. Strategy Tieto’s strategy is to accelerate innovation and growth. We aim to become customers’ first choice for business renewal as the leading Nordic software and services company
4. © Tieto Corporation Public Tieto Cards • Payment card solutions • Founded in Latvia 1992 • More that 270 IT experts • Part of Tieto Financial Services
5. © Tieto Corporation Public Card Suite Card Suite is: Open, flexible, multi-language, multi-institutional, multi- country and multi-currency payment card software. Acquirers, Processors, PSP, Central and Retail Banks . Card Suite is among the leading payment card solutions in the World Card issuing, acquiring, switching, clearing and settlement functions Card Suite for: Card Suite customers:
6. Public Summer 2015
7. © Tieto Corporation Public Improve efficiency • Discussion about efficiency on Financial Services Industry Products level • Main reasons to go Agile • Build the right product • Faster time to market / Faster reaction on market change • More satisfied employees • End of August 2015 • The Agile way of working will be used for product development in all business units  Full Management Commitment • Target: Go Agile till the December 2015
8. Public We are going Agile! We have only 3 months
9. © Tieto Corporation Public 9 Starting point • One BIG international product • 100+ developers • With long history (developed for 20+ years) • 80+ installations • Customers: Banks and Processing Centres • Customer specific solutions • Regular compliance releases • Matrix structure and Waterfall projects
10. Public
11. © Tieto Corporation Public 1000+ opened questions • What will be information flow? • How to organize? • Who will be Product Owners, Scrum Masters? • What to start with? • How to minimize customer impact? • …
12. © Tieto Corporation Public Implementation checklist  The changes has been communicated to all employees in SA  Initial training in FS IP Agile has been completed for all people working in SA with internal product development  Release manager has been staffed  Product owners have been staffed  Scrum masters have been staffed  Development teams have been staffed  Release manager have been trained in their role  Product owners have been trained in their role  Scrum masters have been trained in their role  Release Plan is in place  Product backlog exists  Planning meetings are held  Teams backlog exists and is maintained by Product owner  Daily scrum meetings are held  Retrospectives are held  Sprint Reviews/Demos to Product Owners and other stakeholders  Burndown charts are prepared  Common goal for teams  Continuous Integration practice implemented  Teams work as One Team – all roles also perform other roles  Teams build their competencies (T shaped competency matrix)
13. © Tieto Corporation Public Get extra knowledge • Internal • Agile Coaches • External • Courses (CSM, CSPO, LeSS Practitioner) • Agile consultant
14. Public Way of Working
15. © Tieto Corporation Public LeSS
16. © Tieto Corporation Public LeSS Huge
17. © Tieto Corporation Public Why LeSS • We are big • One product • Product company • Lean oriented • LeSS is scaling Scrum teamwork up and out without adding layers or processes.
18. © Tieto Corporation Public Whole organization Agile? • Existing customers • Ongoing long term agreements • Customer willingness and readiness • Our ability to work Agile • One product multiple international customers (80+) • Ongoing projects • Mandatory product updates (International card organization requirements, Security regulations etc.) • Go Agile only in Product Development
19. Public Teams
20. © Tieto Corporation Public Requirements areas
21. © Tieto Corporation Public Component vs Feature Teams
22. © Tieto Corporation Public Team members
23. © Tieto Corporation Public Scrum Teams • 2 Products: Card Suite and Customizations • Card Suite – 4 requirements areas (1+2+5+4) • Customization – 1 team • In Total – 13 teams
24. © Tieto Corporation Public More teams • Product Release Testing • Reference Implementation • Internal systems • Continuous Integration
25. Public Main daily work scenarios
26. © Tieto Corporation Public Scenarios • Product Release • Customer Project with Development • Customer Change Request • Technical debts • BugFix
27. © Tieto Corporation Public BugFix • How to organize? • Critical Bugs • Sprint promises • Necessary competences • How to perform investigation? • Main alternatives: • BugFix team • On Duty Team in each area
28. © Tieto Corporation Public Regular meetings Day1 Day2 Day3 Day4 Day5 Day6 Day7 Day8 Day9 Day10 Day11 Day12 Day13 Day14 Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Product backlog refinement for next sprint x Area refinement meeting for next sprints x Area sprint planning x Team sprint planning x Area review meeting x Product review meeting x Team retrospective meeting x Daily Standup x x x x x x x x x x Product Owner Product Refinement Meeting 1 Area Product Owner Area Backlog Refinement Meeting Team Representative 2 Area Sprint Planning Meeting 3 Team Sprint Planning Meeting Team, Scrum Master 4 Area Sprint Review Meeting 5 Product Review Meeting 6 Team Sprint Retrospective Meeting 7
29. Public 3rd February 2016 First sprint
30. Public Learnings
31. Public #1: Communication
32. © Tieto Corporation Public Communication • Internal communication can’t be too much • Evangelists • No buy-in without key people/authorities • “Why should I bother?” / “Why should I change?” • Use all communication channels
33. © Tieto Corporation Public “It is not about our department”
34. Public #2: Decision making
35. © Tieto Corporation Public Making decision • Collect maximum information • Involve in decision making • Who will be impacted by this decision/change?
36. © Tieto Corporation Public Announcing decision • It is not enough to just say, how things should be done • Tell about the alternatives • And about each - why not • There will be always somebody who disagree
37. Public #3: Mindset change
38. © Tieto Corporation Public Developer and Tester
39. © Tieto Corporation Public Code Ownership • Product is too big to accept responsibility for the whole
40. © Tieto Corporation Public Out of comfort zone • What happens? • Not comfortable • Challenged • Fear of unknown • Look around • Look inside • Decision
41. © Tieto Corporation Public It is worth changing "The significant problems we face cannot be solved at the same level of thinking with which we created them". Albert Einstein
42. Public #4: Teamwork
43. © Tieto Corporation Public Work group vs Team
44. © Tieto Corporation Public Feature oriented team • Keep teams and teach missing knowledge vs form new teams by selecting hard skills
45. © Tieto Corporation Public Quotes from “What went well” • “Everyone mentioned notable team work improvements” • “We started teamwork” • “Getting stories where all team can be involved increases productivity” • “We had some nice teamwork” • Team helps to complete promised tasks if something is behind.”
46. Public Summary
47. © Tieto Corporation Public Our Agile Transition Journey • Preparation started – September 2015 • Regular meeting starting from October 2015 • Global training – January 2016 • First sprint – 3rd February 2016 • Journey still continues
48. © Tieto Corporation Public • Transparency • Less administrative overkill / Less bureaucracy • Knowledge growth possibilities • Focus on business need Benefits already achieved
49. © Tieto Corporation Public What could be done different • More communication • Focus on mindset change • Existing teams vs cross functional teams • “Before Agile” tasks transformation
50. © Tieto Corporation Public What still puzzles • Code Ownership
51. © Tieto Corporation Public Conclusion • It is possible to organize transition to Agile in short term – but it costs • Soft skills are more important then hard skills
52. © Tieto Corporation Public Building the Culture of innovation Tieto way of work We learn and grow We work together We are committed to quality We care for our people and customers
53. Public