BEFORE WE STARTED
Departments and silos
Traditional waterfall approach to software development
Platform with high maintenance cost
Manual testing of new feature and regression test
No code quality metrics
OUR LAST NINE MONTHS
SCRUM TEAMS
Four self-organized teams
Two product teams
Two services teams
Addressing the immediate project pipeline needs and maintaining productivity during the change
Building long term product vision
One Product Owner per team, internally selected
KAIZEN TEAM
Kaizen Team
Team Vision: Optimize the ROI of clients by driving productivity in a lean organization which promotes open and honest conversation and a joint responsibility for continuous improvement
Role of the Kaizen Product Owner
Two Scrum Masters for four scrum teams
Teamwise part-time dedicated to allow focus on process
Fosters the practice of facilitation and coaching on different teams
Drive continuous improvement initiatives
PRODUCTS AND VISION
Initial product definition
Front End component
Back End Component
Integration with external services
Hybrid model for team focus (component / feature / project)
Dependencies
Not always clear what we called a product and a product team
Long term vision vs. short term delivery
ORGANIZATIONAL CHANGES
Reporting lines changes
From Managers to Tribe Leaders
Peer feedback experiment
Employees goals aimed to foster collaboration
NEW TECHNICAL PRACTICES
Fostering craftsmanship excellence through communities of practice, Lunch’n’Learn and Reading Clubs activities
New tools aimed to drive continuous integration and code quality
CHALLENGES
IT Operations integration within scrum teams and DevOps culture
Unified backlog among different tools and PMO visibility on project progress
Long term product vision, feature teams and domain specialization
Tactical interdependencies among teams
Change management
Managerial tasks ownership
Holidays
Hardware renovation
Expense approval
People development (appraisals, trainings, etc.)
THE FUTURE
SELF ORGANIZED TEAMS AND LEAN ORGANIZATION
Deal with the current challenges
Move toward Feature Teams
Welcome a new Scrum Master
Deal with the current challenges
Coaching Product Owners
Coaching Agile Managers / Tribe Leaders
CONTINUOUS INTEGRATION AND ONE DAY RELEASE
Leaner self-organized teams and organization
Deal with current challenges
Coaching Tribe Leaders / Agile Managers
Coaching Product Owners
Coaching the rest of the Organization
Move towards Feature Teams
Keep working toward Continuous Integration
Improve code quality metrics
Shorten Regression Test through automation
Automate environment syncing tasks
Autor: Fabio Frascella