100 LEGACY SYSTEMS vs 30 AGILE DEVELOPERS Epic transformation story Alexey Kovaliov Head of Information Systems Department 2018.11.12

TEO 2018.11.12

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 2018.11.12

Do Not Walk the Road of 100 LI

2 years. 4 transformations 2018.11.12

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 2018.11.12

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 2018.11.12

Stage 0: zero scaling 2018.11.12

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 2018.11.12

Stage 1: factory in factory 2018.11.12

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 2018.11.12

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 2018.11.12

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 2018.11.12

TEO RESTART! 2018.11.12

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 2018.11.12

Stage 4: closer look 2018.11.12

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 2018.11.12

Everybody loves kittens 2018.11.12

Everybody loves kittens methodologies Niels Pflaeging http://www.betacodex.org/ Tons of free materials to download Workshops 2018.11.12

Everybody loves kittens tools Purpose Tool Strategic Roadmapping Microsoft Excel System Team Roadmapping Work Order Lifecycle In-house build tool Complex Project Management Microsoft Project Product Backlog Microsoft Team Foundation Server Sprint Backlog Kanban Boards Sprint Boards Requirements Engineering Microsoft Office (moving to Magic Draw) Support Incidents Lifecycle SiAL 2018.11.12

Next? Prove it works and good for the KPIs Adopt similar approaches thorough the company 2018.11.12

? ANY ? 2018.11.12