1. 100 LEGACY SYSTEMS vs 30 AGILE DEVELOPERS
Epic transformation story
Alexey Kovaliov
Head of Information Systems Department

2. TEO

3. 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

4. Do Not Walk the Road of 100 LI

5. 2 years. 4 transformations

6. 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

7. 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

8. Stage 0: zero scaling

9. 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

10. Stage 1: factory in factory

11. 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

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

13. 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

14. TEO RESTART!

15. 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

16. Stage 4: closer look

17. 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

18. Everybody loves kittens

19. Everybody loves kittens methodologies
Niels Pflaeging
Tons of free materials to download
Workshops

20. 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

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

22. ? ANY ?