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Telecom solutions company
Agile Case Study
2 3
Client OverviewA leading embedded tele-com solutions company that offers a unique combination of research and development consultancy, wireless software products and software services, and works with Network OEMs (original equipment manufacturers), Semiconductor Vendors, Terminal Device OEMs and Operators across the world.
Business Verticals Handset Technology Services, Network Technology Services, ASIC Design & Silicon Platform Software Services, Hardware Design & Testing Services
Scope Of Work Agile Transformation and Enterprise Wide Deployment for ODC Team (300+ Members) ODC for a leading handset manufacturer for developing application software on connectivity media (Bluetooth, USB, WLAN)
Business Motivation / Challenge to go AgileThe company faced the following challenges:•Toreducetimetomarkettheproducts•ConstantvalidationofProductQualitytotheaudience•ImprovevisibilityonProduct&Projectprogress
Introduction
ActivitiesQAIundertookvariousactivitieskeepinginlinewiththenatureofworkofthecompanyandtherequirementsandchallengestheywerefacing.Theseactivitiesfocusedondecidingthepath,rollingoutaplanaroundAgileandensuringtrainingtotheworkforcewasbeingimpartedintherightway.
1Defined the
Agile Roll-Out plan
Createdaframeworkwithinwhichtheprocessofdefiningtheplanofactionhadtobemappedout:• FormulatedAgileProcessFramework• DeployedAgileProcessFramework• BaselinetheAgileProcessFramework• Formulateddashboardsforstakeholders
Conduct ‘Train the Trainer’
programs
Createdknowledgebaseforagiledeploymentforindividualswhoweretoleadandtrain,anddeployedtoolsforactivities.ThetrainerscouldthenrefertotheknowledgebaseandwiththehelpofAgile-relatedtools,theyperformedbetterintrainingtheirteamsintherightway.
Coaching & Mentoring
Teams
SprintPlanning,DailyStandup,BacklogRefinement,SprintReviewandSprintretrospectivemeetingswereconductedinordertotraintheteams.TheywereexplainedtheimportanceoftheseelementsofAgile,howimplementingthesewillhelptheirbusinessandhowtheywillmakeproductivityincreasealongwithreducingtheturnaroundtime.
Roadmap and Approach
Realized BenefitsThevalue-addthatAgilebroughttothetableforthistelecommunicationcompanywereplenty,andtheresultswerebothqualitativeandquantitative.Seesome of them below:
• Product quality of features improved >25% in later sprints -Thequalityofproductswasimprovedbyasubstantialmarginafterprocessesimproved
• Overallimprovementintechnicaldepthandtechnicalcapabilitiesofteam members
• Reduced project risks-Thisledtoamorefocused,identifiableandmoreaccurateplanningfortheendresultonbehalfoftheteam.Budgetscouldbeallocatedbetter,marketingplanscouldbedevisedwithabetterunderstandingandtargetsweresetwithmoreaccuracy.
• Lesser percentage of rework (or COPQ) -Theamountinvestedinestimatingdetectionandpreventionofproductfailureswasreduced
• Time to market improved by 20% in R3 & R4 -Thetimetomarketproducts by the company was reduced
1. InceptionAplanwasdrawnandanapproachwastakenwherebroadguidelinesweredecided,theonesaccordingtowhichtheprocessesweretobegin.Therewerevarioustoolsdeployedandstepstakeninthisapproach.Findthemlistedbelow:• DefinedtheAgileRoll-Outplan• HeldtrainingsonAgileMethodologiesandPractices(XP&SCRUM)andthenre-organizedtheexistingteamintofunctionalScrum teams
• UsedtheScrumWorksProToolforProjectManagement• DeployedCMSynergyforConfigurationManagement&ContinuousIntegration
• C#&.Netbasedautomatedtestingframeworkwasadapted• UsedtheCoverityToolforstaticcodeanalysis• DeployedthePurity&TestifyToolforstatement&functional
coverage• MonteCarloSimulationalgorithmbasedDefectPredictiontool
was also used• Setuptoolstructure,performedcustomizationsandcompleted
user access management• Conductedhands-ontrainingonScrumWorksProtool
2. Operation• FormulatedanddeployedtheAgileProcessFramework–IdentifiedtherelevantAgilePractices
• AlignedactivitiestotheexistingQMS
• FormulatedSr.Management,ProjectManagementandTechnicalManagementdashboards
• Formulated“DefinitionofDone”foralltheactivitiesintheProjects
• CoachedtheProductOwners&ScrumTeamstomaprequirementstoepics/userstories&derivereleaseplans
• CoachedandsupportedtheScrumMastertoresolveimpedimentsandProductOwnertomaintaintheproductbacklog
• MentoredtheteamsduringSprintPlanning,DailyStandup,BacklogRefinement,SprintReviewandSprintretrospectivemeetings3. Retrospection
Whatever had been done by the company in the past and did not leadtoanyimprovementintheirbusinesswasdealtwithnow.Correctiveactionwastakentofixtheseprocessesandactivities.• ConductedcoursecorrectionsessionsforManagement/Technical/ScrumteamsontheAgileProcessFramework
• RefinementofAgileProcessFramework• Conductedtrainingsforknowledgegapsandskill
enhancements
4. ContinuationThecurrentactivities,proceduresandprocessesinthecompanythatwerebeneficialforthegrowthwerecontinuedwithandgivenaboosttobeabletomakeperformancebetter.• BaselinetheAgileProcessFramework• Conduct‘trainthetrainer’programsforProduct&Process
owners• CreateFAQsforprocess&toolssupport• Createknowledgebaseontheentireagiledeployment
About QAIWorld’s Leading Brands have Chosen QAI Time and Again
Contact DetailsQAI USA: 5728MajorBlvd,Suite602,Orlando,FL32819,USA Phone:+1-407-363-1111
www.qaiusa.com | www.qaiglobal.com | www.qaiglobalservices.com
QAI China: Suite120,T3Building,SouthDistrictofHi-TechPark,Shenzhen–518057,China Phone:+86-21-51314155
QAI Singapore: 391BOrchardRoad#23-01,NgeeAnnCityTowerB,Singapore-238874 Phone:+65-6225-8139
QAI Dubai: UnitNo:3O-01-1575Jewellery&Gemplex3, PlotNo:DMCC-PH2-J&GPlexSJewellery&Gemplex,Dubai,UnitedArabEmirates
QAI India: 1010-1012,AnsalTowers, 38NehruPlace,NewDelhi-110019,India Phone:+91-11-26219792,47776666
Setupin1994,todayQAIisamongsttheworld’stopthreefirmsintheenterprisewidedeploymentofprocessinitiativesthatcontributeto‘OperationalExcellence’.
QAI’smissionistofacilitateenhancedcompetitivenessinSoftware,BPOandotherknowledgeintensiveorganizationsthroughmultifacetedinterventionsintheareasofprocessimprovement,beitbusiness,engineering,peoplemanagementorIT,throughitsservicesinConsulting,TrainingandAdvisory.
Thisuniqueblendofservicesenablesclients,byusingoneservice,tobenefitfromourexperience,knowledgebase,networkandlearninginotherservices.
QAI’sholisticapproachtoprocessimprovementconsultationisbasedontheobjectiveofintegrationPeople,ProcessandTechnology,tohelporganizationsachievebreakthroughperformance.
QAIhelpsorganizationstoachievetheirbusinessgoalsbetter,fasterandcheaperbyfacilitatingoperationalexcellence,through:ProcessManagement,ProjectManagement,QualityManagement,ChangeManagement,HumanCapitalManagement,ITServiceManagementandInnovationManagement,thushelpingcompaniesintheworldovertoreducecycletimeincreaseproductionandimprovequalityofservicedeliveryandprocesses.
600+ CMMI® & P-CMM® end-to-endEngagements
50+ Ministries, Departments and Governments overseas have engagedQAItobuildindustrycapabilities
300+ CMM/CMMI® clients overtheyears.
500+ Six SigmaProjectsmentored
SomeofthetopFortune500Cos– GE, IBM, HP, Verizon, JPMC, Dell, Microsoft, Motorola, Intel clients.
World’sFIRSTFOURSVCv1.3ML5AppraisalsandtheAppraisalPartnertheyChose!
•FujistuchoseQAI
•XchangingchoseQAI
•AccenturechoseQAI
•CapGeminichoseQAI
QAIisthe #1 globally inthenumberofCMMI®V1.2/V1.3HighMaturityAppraisals(ML4/5)
Change ManagementChallenges• Adaptingtothenewwayofworkingwithoutaffectingtheongoingprojectdeliveries,timelines,targetsandqualityduringinitialsprintswastough
• Ensuringdisciplineinfollowingprinciplesofagilewasdifficult.Likeensuringdailyupdatesofartifacts,transparencyinhighlightingimpediments,co-ordinationbetweendevelopers&testers,etc.
• Lackofcapabilitiesforadaptingcertainpracticesofagilelikeentireteamestimating,selforganizing,creatinguserstories,etc.
• Duetore-organizationofteams,bonding/co-ordinationamongteammemberswasnotsufficient
• Requirementsofautomatedtestingandcodecoverageevolvedoveraperiodoftime,henceinadequateproductqualitymeasurements
Benefits/Value Delivered• Reduced project risksduetodailytrackingandretrospectiveactions
• Higher quality and lesser percentageofrework(orCOPQ)duetoautomatedunitintegrationtesting,continuousintegrationandconstantmonitoringofdailybuilds&coverage
• Improvedthetechnicaldepthandbroadenedthetechnicalcapabilitiesand understanding of team members
• Decreasedramp-uptimeofnewjoinees
• Timetomarketimprovementsintermsofscheduleslippageimprovedby20%inrelease3&4
• Productqualityoffeaturesmeetinguserneedsimprovedmorethan25%inlatersprints