What complicates everything is that scaling would have to be done without serious disruption to product development. If you already use Scrum in your company, you may want to consider LeSS (Large Scale Scrum).
Global R&D goes agile
This created a strained relationship between the company and their customers, who rarely believed in the promised dates and the quality of the deliveries. Slowly, small success stories spread throughout the company, making people start to trust each other.
Multi-site development
This change alone proved to be one of the most significant they ever made to the project. The change team came to the conclusion that Scrum should be replaced by Kanban, in every team and at the project level.
Agile and disciplined
Introduce a layered architecture to be able to work agilely in parts of the software that have no regulation. Minimized documentation Introduce a layered architecture to be able to work agilely in parts of the software that have no regulatory dependencies.
Scaling Agile in Automotive
This study included interviews with over 40 experts and decision makers in the automotive, IT and telecommunications industries. A large-scale online survey was then conducted to identify key trends regarding the role of software and its development in the automotive industry- WU\7KHNH\ÀQGLQJLVWKDWVLPLODUWRPDQ\RWKHUGRPDLQVWKHDXWRPRWLYHLQGWXVXWUU\RWKHUGRPDLQVWKHDXWRPRWLYHLQGVXVXWUU.
Scaling Agile in Life sciences
Agile methods have long been thought to be suited only to small projects with co-located teams that do not operate in regulated fields such as the automotive and medical sectors. However, in regulated environments, the blue statements on the right are very large and are perceived as key. Ceremonies include activities such as daily standing, sprint planning meeting, sprint review and retrospective meeting.
Additional roles and rites such as Dev Check and the User Documentation role are required to ensure that any code checked in is compliant and properly documented. Up-to-date marketing material as a result of up-to-date documentation and test material.
Outside the box
Another challenge is the need to change roles, routines and processes for staff who remain in the home country. We need to do a make vs buy analysis to determine what is possible to outsource and what is not. This would be the case for example if we want to allocate our resources to more critical activities or if we want to build.
In addition to costs, we must analyze the competence and maturity of the third-party supplier, GHYHORSPHQWPHWKRGDQGGHOLYHU\PRGHOWKHLUÀQDQFLDOOHJDODQGVHFXULW\VWDWXV:HQHHGWR understand the political situation and geographical and cultural contexts. The targets are the cornerstones of the measurements and the quality assurance we must have in place.
Efficient communication
This case study is about Tieto, one of the largest IT suppliers in Scandinavia. As Tieto operates in many different locations and with different suppliers, they are therefore looking for ways to reduce costs and free up staff for the design of next generation systems, while maintaining high system availability and service levels.
As Tieto operates in many different locations and with different suppliers, they are looking for ways to HIÀFLHQWFRPPXQLFDWLRQLQDJOREDOGHOLYHU\PRGHO7KHPDLQGULYHUIRURIIVKRULQJZDVWRUHGXFH costs and free up staff to design the next generation of systems while maintaining high system availability and service levels. 7KHV\VWHPZHIRFXVHGRQKDVEHHQLQRSHUDWLRQIRURYHU\HDUVDQGLVFODVVLÀHGDVYHU\ . complex with a large number of integrations, databases and function modules. As the level of activity abroad increased, so did the need for project communication and knowledge transfer LQFUHDVHG7KHVHWZRIDFWRUVZHUHODWHULGHQWLÀHGDVEHLQJWKHNH\VXFFHVVIDFWRUVLQWKLVRSHUD. Then senior architects from Sweden were sent to India for 6 months to increase the skill level of the Indian team staff.
The remote part of the team took longer to learn and understand the functionality of the solution than the technical solution. This turnover calls for additional training efforts and jeopardizes successful and sustainable knowledge transfer. 7KHFDVHVWXG\WHDPDOVRQRWHGWKDWFRPPXQLFDWLRQHIÀFLHQF\DSSHDUHGWREH much higher after visits between the two sites.
Outsourcing Strategy at Sony Mobile
To develop the software that makes this possible, all the major players in the industry have outsourced some of their software development – and Sony Mobile is no exception. Sony Mobile has extensive experience in outsourcing, which has led to the development of a global software outsourcing strategy. In this way, synergies can be achieved DQGLGHQWLI\EHVWSUDFWLFHV³ÀJXULQJRXWZKDWZRUNVDQGZKDWGRHVQ·W6HFXULW\DQGDFFHVVULJKWV management are two key areas where it is very important to use common best practices because they are vital to Sony Mobile products.
In addition, Sony Mobile has created a common reference process framework for analyzing outsourcing projects in an organization. Components that represent a company's most important assets (or "crown jewels"), Sony Mobile has found that it is best to keep development in-house.
Not so shore anymore
The system was a large product lifecycle management system, which was of crucial importance to support the organization in its functioning. The organization's demands for cost savings resulted in the outsourcing partner's decision to outsource the entire development to another organization in India. After the initial outsourcing phase, an attempt was made to better understand the development of both sides of the organization.
This resulted in a better understanding of the development and a more personal commitment to the original system and organization in the external organization. The organization later decided to take development in-house and perform it in another business unit within the company.
Play it again, Sam, backwards
The development was handled by the outsourcing partner, and Sony Ericsson handled the project and product management internally. Reducing costs is one of the most common reasons to outsource, but outsourcing is not always the cheapest solution. These aspects are much more difficult to handle when all development takes place outside the company's walls.
Another reason that causes additional costs is the increasing overhead costs in the outsourcing organization. But the external partner must also have project managers, architects, system designers and line managers.
First things first
How, when and where to do it”. is about the software development methodology, how we assume roles and responsibilities and divide the organization into a sensible structure. Check the quality of it”. is simply to follow up on the planning and coding E\GHšQLQJDQGFRQGXFWLQJWHVWV. It is safe to say that we should avoid old school hierarchies that simply organize people by what they do.
It's not that our current project managers aren't doing their jobs; only they have to change direction every now and then. However, it is wise not to overdo the planning and instead plan in detail over the coming weeks.
Robotic growing pains
They understood that they needed to improve their quality and project predictability because of the problems they were having with their software development. At that time, much of the functionality did not work, so what did or did not work would not be discovered until very close to the release of the product. Robotics understood that it would be good to get external help to do an analysis of the current situation.
A series of interviews were conducted and a status report and suggestions for improvement were presented in January 2015. The program team was positive about the new ways of working and believed they were doing well.
Softhouse reflects on architecture changes
One problem with this is that the architecture of the software may not be suitable for what it is being used for, resulting in added functionality that causes unpredictable software failures. As the use of the client system grew, the product itself and the number of features increased rapidly. The system was built with an emphasis on reuse, i.e. when new functionality was added, existing classes were reused as much as possible.
The architecture guidelines have been changed to emphasize the use of independent modules and how to manage them individually. The new process allows developers to avoid change requests in modules in which they have no knowledge.
From mobile to platform
The platform concept builds on modularised, stable and reusable components that easily FKDQJHGRUFRQÀJXUHG7KLVHQDEOHVQHZSURGXFWVDQGRIIHULQJVWREHFUHDWHGTXLFNO\ZLWKRXW need to redo a lot. Of course, it was not possible to scale up the development capacity linearly to the number of products in the portfolio. As the platform concept became stronger and stronger, the focus on the product itself and its presentation became weaker.
The platform projects and its organization grew bigger and bigger and tried to include more and more products in its releases. The images or other third-party materials in this chapter are included in the chapter's Creative Commons license, unless otherwise indicated in a credit line for the material.
Your
How you get there
Good old post-its
To get started, you must have access to all decision makers in the organization. In fact, for most post-its, its place in the canvas tells what type it is. In the workshop, the goal is not to create overall goals for the entire software development, but we will focus on the capabilities we must have to meet the drivers, the desired capabilities.
Likewise, all yellow tones in the desired domain should have the corresponding transitions necessary to implement them. Start with key transitions and draw arrows to show how the new domain attributes result in the desired skills.
The real work
Two important members of such a team are the transformation owner, who represents the management team, and the agile coach, who facilitates the performance, learning and development of the individuals on the team, as well as the team itself. A change element can be any opportunity for improvement in any of the three SMF domains. The current attributes are the root cause of lack of abilities and the desired attributes are the reasons why we achieve the desired abilities.
SMF consists of the map, the compass, the travel brochures and the travel stories. The map The SMF canvas is used as the map of the transformation and it helps to create a digitization strategy.
