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Presentation in Brno 29.03.2012, Agilia Conference
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Agile and lean product ownershipericsson finlandericsson finland
Pauli mäki-pollariChief product owner
Henri KiviojaHead agile coach
Complextelecomproduct
Complextelecomproduct
10+ years of
development
10+ years of
development
STarting point
Ericsson Internal | 2012-03-11 | Page 2
significantinstalled
base
significantinstalled
base
Large distributed
multisite development
Large distributed
multisite development
Lean-agile enterprise
RealityRealityRealityReality
Roadmaps
Reporting
planning
Cost
BUSINESSBUSINESSBUSINESSBUSINESSAdaptationAdaptationAdaptationAdaptation
value
Flexibility
Efficiency
Traditional
management
Traditional
management
Ericsson Internal | 2012-03-11 | Page 3
Cost
Missing customer
interaction
Ericsson finland lean-agile transformation
Quality
Empowerment
trust
Business agility
Agile manager
Teamsthe value unit in agile organization
Teams Grow
Just enough Upfront plans
cadence
ContinuousIntegration and
deployment
One Backlog in onerequirement area
TRUE ONE TRACKno checkpoints
less integration planning
Ericsson Internal | 2012-03-11 | Page 4
Teams GrowThe System Potentially
ShippableProduct
Features andRelease decisions
Disconnected
End-To-EndUser Stories
AnatomyArchitecture
Test StrategyBurn-Down
Release, feature, Team
Product
FeatureFeatureFeature
Development Community
TransparentTransparentTransparentTransparent
Ericsson Internal | 2012-03-11 | Page 5
Teams with Product Focus, Support for XftsRVC Support
FeatureFeature TransparentTransparentTransparentTransparentRealRealRealReal----time time time time FeedbackFeedbackFeedbackFeedback
STRUCTURE –enable pull
POPOPOPOssssPOPOPOPOssss
Release PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMRelease PGMProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerProduct ownerLineLineLineLineLineLineLineLineCapability
Long-term items
Product ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct ManagementProduct Management
MMF-basedordering
Features
Epics
Ericsson Internal | 2012-03-11 | Page 6
POPOPOPOssssPOPOPOPOssss
AREA1 AREA2 AREA3Product
ProductProductProductProductCoPCoPCoPCoP
ProductProductProductProductCoPCoPCoPCoP
AREA1AREA1AREA1AREA1CoPCoPCoPCoP
AREA1AREA1AREA1AREA1CoPCoPCoPCoP
AREA2AREA2AREA2AREA2copcopcopcop
AREA2AREA2AREA2AREA2copcopcopcop
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
Tech Leads participate in communities of practiceFlexible Team allocation, commit in 2mo chartering
Epics
UserStories
Infra
AREA3AREA3AREA3AREA3copcopcopcop
AREA3AREA3AREA3AREA3copcopcopcop
HW-FW-SW teams have different characteristics
Experiences when working with different teams PO view
Platform or application
Ericsson Internal | 2012-03-11 | Page 7
Experience and competence impacts autonomy
Cultural influences
PO evolution
Evolve with productStructure aligns with product breakdown
Ericsson Internal | 2012-03-11 | Page 8
Team maturity and ability affects how light PO
Degree of discontinuity in the product development:
new markets, HW, architecture, platforms,
partners?
CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE
features
Epics
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMMEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release
Ericsson Internal | 2012-03-11 | Page 9
UserStories
tasks
MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee MMMM
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EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee MMMM
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nnnnnnnn
EEEExxxxEEEExxxx
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
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MMMMeeeeMMMMeeee
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MMMMeeeeMMMMeeee
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Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
CADENCE LEVELS –NATURAL RHYTHM FOR THE ENTERPRISE
features
Epics
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
Features Features Features Features Features Features Features Features EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMMEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
EEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
FeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesFeaturesEEEEnnnnEEEEnnnn
EEEEnnnnEEEEnnnn
MMMMMMMMMMMMMMMMMMMMMMMM
Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release Features in a Release
Ericsson Internal | 2012-03-11 | Page 10
UserStories
tasks
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee
MMMMeeeeMMMMeeee
nnnnnnnn
EEEExxxxEEEExxxx
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
EEEExxxxEEEExxxx
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee
MMMMeeeeMMMMeeee MMMM
eeeeMMMMeeee EEEE
xxxxEEEExxxx
Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint Sprint SprintSprintSprint
SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT SI 1 SI 1 fI 1 fI 2 XFT XFT XFT XFT XFT XFT XFT XFT
Release areas
› The release area radiator shows the current quality status
Ericsson Internal | 2012-03-11 | Page 11
› The purpose of the release area indicators:
– evaluate if the software is mature for release
– create awareness in the organization about serious faults
– helping to trigger required actions in time to prevent delay
Experiences and pitfalls
what is the success definition shared by everyone?
Avoid PO function being a bottleneck:Stop the line should be rule based & autonomous
Big picture helicopter Big picture helicopter
Ericsson Internal | 2012-03-11 | Page 12
Big picture helicopter vieware well appreciated
empowerment ≠abandonStay in personal touchnot only mechanical meetings
enhance discipline stay hungry
Avoid reverting back to old waysmaintain the height of rib
Big picture helicopter vieware well appreciated
Contact
hkivioja Henri @ Twitter
pauli_mp pauli @ Twitter
Ericsson Internal | 2012-03-11 | Page 13
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