• Liked Allen Rutzen
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    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

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  • Liked Allen Rutzen
    keyboard_arrow_down

    Nokia Maps Agile Journey.....(Agile Transformation, Scaling and Overcoming Challenges)

    Allen Rutzen
    Allen Rutzen
    Sunil Roy
    Sunil Roy
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    We (at Nokia Maps Division) began our Agile Journey in 2009, with a Top Down approach for Agile Transformation. The formation of an Agile Working Group (with members having Agile experience behind them) at two major sites was instrumental in shaping the transformation and scaling and also overcoming the challenges from time to time.

    The challenges were huge, but our spirit was bigger, and the high level strategy was decided. Interestingly, the Agile Working Group itself ran the whole Transformation and Scaling program using Agile values and Scrum frame work. Scrum was also used as the preferred framework for the agile projects (after success in our pilots), except where Scrum would not work. Kanban or hybrid methods were used in those few teams.

    What were the challenges faced, and how did we overcome them? What values helped us in our transformation journey?

    How did we migrate to the Scaling phase? What helped us in scaling and stabilizing?

    Can we rest easy now? Of course not!

    What are the next steps? And of course, the challenges ahead?

    Let us share our Nokia Agile journey with you, and help you all be successful too, in your Agile journey!

  • Liked Kalyanasis Banerjee
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    Large agile transformation applying Kotter's change leadership strategy

    Kalyanasis Banerjee
    Kalyanasis Banerjee
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Beginner

    Link: http://wikireedia.net/wikireedia/index.php?title=Kotters_8_steps_for_implementing_strategy

    Kotter's change leadership framework was established almost 2 decades back. This paper highlights how the same steps helped a structured, waterfall company to start adopting agility to improve time to market. 

    That there is a need for a change was understood when we started. We formed a team that created the sense of urgency.

    We established a common vision ... a simple & easily understandable one.

    We created a framework which can help people understand what does agility means. The framework was created keeping the existing constraints & process (CMMi-5) in mind.

    We worked with an existing team to pilot, proved it works, made a case study and then showcased it to other teams to give an example. This answered the FAQ … does it work for me ? This helped other teams to overcome the fear of uncertainty.

    This created the bottom-up curiosity acres the organisation, in almost every team. They all had a different question now … how can I apply this ? This started the actual transformation.

  • Liked Rituparna Ghosh
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    Driving Continuous Improvement for Excellence through Lean Agile

    Rituparna Ghosh
    Rituparna Ghosh
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Despite being a CMMI Level 5 company, in the early 2000 business exigencies prompted Wipro to look towards a sustainable continuous improvement drive.  Wipro started it Lean-Agile transformation initiative way back in 2004-05. In the initial days, the euphoria of a new subject helped in the adoption. The evangelists came from the ranks and their success stories helped us in broadbasing the initiative. In the past decade or so the organization has grown 5 fold – not to mention the increase in the complexity of operations. The early adopters and evangelists too were not in a position to take ahead the journey. They often took up different roles either within the organization or externally. Knowledge became tribal in nature without there being a continuous cycle for continuous improvement. 

    This is a live case study of how the organization took ahead the transformation initiative and breathed fresh life into it, in an environment which was much more challenging. We built a cadence of Continuous Improvement by

    1. Adopting a SuHaRi model of Inform-Perform-Transform  
    2. Aligning the roles and responsibilities to aid Continuous Improvement
    3. Building a rewards and recognition programme for increased participation
    4. Involving Senior leadership to drive the cultural change by aligning policies and principles
    5. Measuring engagement and effectiveness – not only in terms of measurable metrics, but also in terms of intangible benefits