1. Copyright BSPIN 2009 1 Agile Practices Benchmarking Case Study by Nokia Siemens Networks, Bangalore OSS Group

2. Copyright BSPIN 2009 2 Nokia Siemens Networks General Organizational Information Captive / Non Captive Non Captive About Business Provider of Data Networking and Telecommunications Equipment Major Verticals WCDMA frequency reframing Device management Fixed-mobile convergence Integrated provisioning Mobile backhaul Mobile TV Unified charging and billing Number of Employees Nokia Siemens Networks operates in more than 150 countries worldwide and has about 73,000 employees including the joinees from Motorola Networks Quality/Process Models embraced ISO 9001:2008, ISO27001, Agile Methodologies & CMMI Contact for this Presentation Ashfaq Ahamed M Ashfaq.m@nsn.com +919880310310Ashfaq.m@nsn.com Anju SW anju.sw@nsn.comanju.sw@nsn.com

3. Copyright BSPIN 2009 3 Agile Penetration @ OSS Bangalore Agile Related Information Type of Project New Development, Feature Enhancement, & Maintenance of Operations Support Software for Network & Service Management. Most are mature products which have seen multiple releases, each being more than 50 Staff Year in size. Domains Telecom Technologies C++, Java, J2EE, Oracle, SOA, XML Number of Projects & % of Projects 100% Agile Institutionalized since OSS started its Agile Journey in 2008 and instutionalized since 2009

4. Copyright BSPIN 2009 4 Agile Penetration @ OSS Bangalore Agile Related Information Key success factor 1.Organization way of working built around Agile principles 2.Infrastructure enabling Agile Development 3.Senior Management Support 4.Customer Involvement

5. Copyright BSPIN 2009 5 Agile Execution @ OSS Bangalore Project Name Project SizeAverage 6 Scrum Teams per Product Project StructureDistributed Product Development Environment With Co-located Scrum Teams Agile ApproachSCRUM Agile PracticesTime Boxed Iterations, Sprints, Pair programming, Scrum of Scrums, continuous integration, Automated testing,code refactoring, User Story Burn down, Retrospective Meetings, Customer Demo, Product Backlog Grooming, Automated Backlog Management, ATDD, Poker estimation, Information Radiators, Daily Stand Up Meetings, Standard Scrum Roles etc Agile MetricsProduct velocity, Burn down chart, Defect density, cyclomatic complexity, Code Coverage, Feature Readiness, Sprint Commitment, Feature Cycle Time, Test Automation %, Code Growth Trend, Build Success Rate, Fault Metrics, Fault Closing Speed, Team Velocity Agile ToolsJira (Confluence), Backlog Management Tool, Sonar, Change Management Tools, Focal Point, Common Production Pipe, Bamboo, Sub-version, Excel, wiki Agile SkillsCertified SrumMaster, Certified Scrum Product Owner, Certified Scrum Professional, Certified Agile Coach Why Agile in this projectFaster delivery, Process improvement, Customer Delight

6. Copyright BSPIN 2009 6 Measurement and Analysis MetricsAnalysis Scope Burn DownTracking of remaining work for a release and within the sprint Sprint Commitment accuracyMeasures the accuracy of sprint planning sessions and effectiveness of groomed stories Code CoverageEnsures availability of unit testing for newly added code Feature ReadinessProgress tracking metric - to track the work remaining for the release. VelocityProduct velocity used for release planning and to compare it against the planned burn down. Significant change of Team velocity is analyzed. Feature cycle timeMeasured for meeting the organization objective of reducing the Go To Market cycle time

7. Copyright BSPIN 2009 7 Measurement and Analysis MetricsAnalysis Test AutomationAim is to have all e2e TCs automated. Also a measure of the maturity of agile implementation Build success RateEnsures that newly added code does not break existing functionality Fault metricsOpen fault status tracking Code Quality metricsComplexity, Coverage, Coding rules compliance as Code Quality index Code Growth trendTrend analysis of code across sprints – significant changes are analyzed

8. Copyright BSPIN 2009 8 Challenges & Solutions Focus Areas ChallengesSolutions Scope and Estimation Sprint planning accuracy was less Calibrate and standardize “Story Point Estimate” at Product Area Level. Improve pre-studies to ensure effective grooming. Use velocity for planning at team level Periodic Calibration session to have common understanding of reference Avoid Frequent Team changes to have reliable velocity data SP Estimation Coaching/Mentoring Size estimations not accepted by Product Management as they don’t want to derive costing out of it. Release/Milestone Planning still based on effort estimates as Velocity data and SP estimates are not reliable.

9. Copyright BSPIN 2009 9 Challenges & Solutions Focus Areas ChallengesSolutions PeopleBecoming self organized teamsConstant Coaching and Mentoring Best Practices sharing about the benefits realized from agile Methodology Misinterpretation of Agile principle/values/practices Strong waterfall mindset, Moving from plan driven approach to adaptive planning Follow Go & see principle Agile methodology supports progressive planning. Disconnect between the Line Managers and the Team. “Go & See” methodology Helped convincing that they can connect and be updated.

10. Copyright BSPIN 2009 10 Challenges & Solutions Focus AreasChallengesSolutions Product / Process Quality Minimal Required (Lean) Documents not consistently maintained Defect Leakage from development Definition of Done not followed in essence Enhancing the DoD with required Lean documentation update as an requirement Test Case Review by APO DoD compliance review

11. Copyright BSPIN 2009 11 Challenges & Solutions Focus AreasChallengesSolutions CustomerBringing customer’s view point to all workInvolving Customer in Demos/Reviews Involve members from Customer Team, Technical Support etc during Requirement Hearing User Stories didn’t have effective CoSCondition of Satisfaction (CoS) clearly documented with Acceptance Criteria / Requirements. Resistance to change the working model.Customers involvement during the product life cycle (In Demo) and frequent feedback, the resistance reduced.

12. Copyright BSPIN 2009 12 Challenges & Solutions Focus AreasChallengesSolutions Culture / CollaborationCross Functional/Feature Team Getting adjusted to open space Culture (Handling Non- Functional Requirements in Ones Print) Scrum with more than 100 people working on it on various sites Competence Development /Knowledge sharing gave teams opportunity to pick up User Stories in different area. Product Management Team was skeptical about Scrum and participation was minimal initially Confidence was instilled with “Product Grooming Workshop”, “Requirement workshop”, “Demo” etc

13. Copyright BSPIN 2009 13 Challenges & Solutions -6 Focus AreasChallengesSolutions SustenanceSustenance of agile practices in all teams when release schedule is fixed Constant coaching on their importance of sustenance of basic agile practices PracticesFollow up of Retrospective actions to closure Dedicated resource in a team to follow up on retro actions with the help of Retro Action Tracker

14. Copyright BSPIN 2009 14 Limitations & Recommendations Focus AreasCurrent LimitationFuture Recommendation Scope and estimationPre-analysis team and scrum teams have separate definition for a Story Point. Common calibration of story point required, so that ‘1’ story point means same to all. Culture / CollaborationCross Functional/Feature Team Getting adjusted to open space Culture (Handling Non- Functional Requirements in Ones Print) Competence Development /Knowledge sharing gave teams chance to pick up User Stories in different area. PeopleBecoming truly Self organizing teams probably due to a cultural issue where teams look up to seniors for tasks allocation. Continuous coaching Role of a Line Manager in Scrum Environment Help remove blocks that the team is not able to resolve Provide advice and input to the team on technical difficulties

15. Copyright BSPIN 2009 15 Significant Benefits Focus AreasBenefits Scope and Estimation Enhanced visibility and problems become evident sooner. Easy to incorporate late customer features in a release. Everyone contributes via Poker estimation & not just the expert thus giving chance to enhance knowledge Prioritized work People Dynamic Teams Co located teams helping in faster resolution of technical issues. More Team collaboration Good Cross learning

16. Copyright BSPIN 2009 16 Significant Benefits Focus AreasBenefits Product / Process Quality Increased focus on Test automation Ease of maintenance Effort optimization Reduced defect level with high reliability. Short feedback loop Tools / Technology Continuous Integration provides immediate visibility to quality of committed code encouraging stop and fix culture. Information Radiators provide the status of builds and code quality status Customer Reduced feature cycle time Good visibility to Customer

17. Copyright BSPIN 2009 17 Significant Benefits Focus AreasBenefits Practices Development is done is small steps iteratively. Therefore Designers and developers have time to deeply understand what they are doing. Metrics Helps in early detection of problems/risks Productivity In mature products, agile way of working helps us handle a huge code base with limited number of people.