AGILE ASSESSMENT & COMPREHENSIVE TRAINING

Market moving toward smart devices for controlling building environments. This is new technology for the client. How will they approach the product delivery?

Challenges

  • Only experience building “traditional” products; No experience creating a smart product
  • Mechanical engineers, electrical engineers and software engineers work in separate silos
  • Each group completes their portion of product work and hands off to the next group
  • Integration of all product components occurs at end of product life cycle

Solutions

  • Create a single team consisting of architect, designer, mechanical engineers, electrical engineers and software engineers
  • Provide Agile training with a focus on the “growth mindset” and the power of innovation and experimentation
  • Provide training in Scrum, story writing and the value of incremental delivery

Benefits

  • Silos removed between mechanical, electrical and software engineers; Each discipline developed a more global view of the products.
  • Work with the business to define a smart environmental sensor module that can accommodate multiple types of sensors. The device can be controlled traditionally, via computer or mobile device.
  • The Minimal Viable Product was a base board designed with removable modules which allowed the introduction of controlling the building environment with a smart device
  • Extend the strength of the product through incremental product deliveries of new functionality:
    • Integrated temperature sensor
    • Integrated humidity sensor
    • Integrated pressure sensor

Challenges

  • Wired division felt left out of technology innovation
  • Business focused only on High Performing Teams
  • Resistance from Business
  • Some initial training was performed, but there was no comprehensive and ongoing training to overcome Plateau

Solutions

  • Performed an assessment to understand current product life cycle
    processes and the amount of change that can be accepted
  • Trained over 8,000 people across wireless and wired divisions. Target audience included PMO , PMs, BA, QA , Operations on The IT Side and trained Marketing , Compliance, Legal and Proposals teams for improved Business Agility
  • Stood up Agile Team with PO, SM and Agile Coach to maximize application of learning from training and build good habits upfront.
  • Used Agile coaches to support continuous development high performing teams

Benefits

  • Cut the Cycle time for project funding from long term of over 1 year to MVP funding to reduce sunk cost and achieve first mover advantage
  • Foster overarching Business Agility by on boarding Business functions in addition to IT
  • 9 out of 10 participants were immediately able to apply what they have learned
  • Identified 6 foundational practices (Product Owner, Chartering, Information Radiators, Daily Touch Point meetings, Collaboration Tools and Retrospective Reviews) to fit within existing life cycle which created a hybrid process of agility within the waterfall process
  • Introduced concepts of both Scrum and Kanban methodologies to provide flexibility for teams to work with appropriate framework

AGILE COACHING & SCALING

Leadership and customers were demanding product delivery in a shorter time period and more frequently.

Challenges

  • The organization only understood “waterfall” as a way to deliver products
  • Defining what is a Minimal Viable Product for delivery
  • Business Owners struggle to evolve role to Product Owner
  • Role of Program Management Office causes conflict with agile
  • Change behavior of dictating both the delivery date and product scope

Solutions

  • Perform assessment to identify agile capabilities and gaps
  • Created an Agile Evolution roadmap to build and foundation and incrementally improve the Agile implementation
  • Train organization (both IT and business side) in Agile Mindset and Scrum framework
  • Implement several “Proof-of-Concept” projects to learn and improve
  • Align existing processes to agile while maintaining highly regulated and secure environment

Benefits

  • Increase collaboration between the business and IT organizations
  • Accelerated time to market for financial products
  • Accountability and commitment from product delivery teams
  • Improved transparency between the IT and business organizations

 

Challenges

  • Wired division felt left out of technology innovation
  • Business focused only on High Performing Teams
  • Resistance from Business
  • Some initial training was performed, but there was no comprehensive and ongoing training to overcome Plateau

Solutions

  • Performed an assessment to understand current product life cycle
    processes and the amount of change that can be accepted
  • Trained over 8,000 people across wireless and wired divisions. Target audience included PMO , PMs, BA, QA , Operations on The IT Side and trained Marketing , Compliance, Legal and Proposals teams for improved Business Agility
  • Stood up Agile Team with PO, SM and Agile Coach to maximize application of learning from training and build good habits upfront.
  • Used Agile coaches to support continuous development high performing teams

Benefits

  • Cut the Cycle time for project funding from long term of over 1 year to MVP funding to reduce sunk cost and achieve first mover advantage
  • Foster overarching Business Agility by on boarding Business functions in addition to IT
  • 9 out of 10 participants were immediately able to apply what they have learned
  • Identified 6 foundational practices (Product Owner, Chartering, Information Radiators, Daily Touch Point meetings, Collaboration Tools and Retrospective Reviews) to fit within existing life cycle which created a hybrid process of agility within the waterfall process
  • Introduced concepts of both Scrum and Kanban methodologies to provide flexibility for teams to work with appropriate framework

Google and Apple were moving into the market segment. Leadership decided that time to market for products needed to be reduced and customer satisfaction needed to be increased.

Challenges

  • Current time to market for products was 18 months
  • Customers were not satisfied with the number of products being delivered to market
  • The number of product defects found by customers was viewed as too high
  • Current product development life cycle was a traditional “waterfall” and using phased gates

Solutions

  • Create a vision for change; Adopt Agile approach for product development life cycle
  • Establish an Agile Transformation Group – manage implementation with a small team of people with Passion, Expertise, Credibility and Authority
  • Establish a value stream and training program
  • Launch pilot agile team
  • Inventory learnings from pilot and stand up additional agile teams within value stream
  • Extend agile to other value streams across three continents and 60+ teams
  • Customer satisfaction measurement program was adopted

Benefits

  • Reduced time to market for products to 6 months
  • Accelerated continuous delivery providing products and features more frequently to the market
  • Improved Top 10 Customer satisfaction and loyalty
  • Enhanced Executive buy-in to Agile through significant improvement in transparency of projects and product delivery
  • Co-located most teams for operational efficiency across 3 continents
  • 90% of teams transformed to high performing

MOBILE & WEB DEVELOPMENT

Customers were becoming more dissatisfied with the amount of effort and time wasted to order a product through different methods i.e. phone, email, paper napkins, …

Challenges

  • Cumbersome and time-consuming ordering process for sales staff and customers which could take days to a week to fulfill
  • Build mobile app for use in both iOS and Android systems as well as a Web based application
  • Great resistance from the business side which did not understand the proposed application use and value

Solutions

  • Apply Agile Mindset and Scrum methodology to deliver product incrementally which allowed business side to understand product value
  • Implement with Flutter/Dart for single code base to maximize and reduce maintenance
  • Design an application that is self-serve for the customer

Benefits

  • Reduce order process for customers from eleven steps to two steps which translates from multiple days to minutes
  • Application runs on mobile and web (compatible with all browsers)
  • Successfully demonstrated benefits of building a product using agile concepts and incremental delivery

DEV OPS & QA AUTOMATION

Using Agile techniques successfully, but teams had hit a plateau and were not becoming higher performing. Additionally, product quality was inconsistent from team to team. Project was the integration of JIRA and ZEPHYR into software development workflow to support Continuous Integration (CI) and Continuous Delivery (CD).

Challenges

  • Inconsistency use of CI and CD throughout teams and product lines resulting in a great variation in time to market for products
  • Inconsistent use (or non-existent) of automated testing within the software development life cycle resulting in inconsistent quality of products

Solutions

  • Integration of JIRA and ZEPHYR into software development workflow to create …
  • Standardizing Test case format and Structure
  • Configuring JIRA with sprint cycles, releases and build numbers
  • Creating test cycles in ZEPHYR and assign test scenarios to test cycles
  • Planning System Integrations Testing, User Acceptance Testing and Production Testing cycles
  • Implemented automation testing components to augment delivery
  • Scenario based test management and user interface
  • Test data management for test scenarios in different environments
  • Test scenario replay for generating test data in various formats for applications
  • Data compare
  • Test results management
  • Test scenario execution status dashboard

Benefits

  • Increased productivity of teams and moved toward becoming higher performing
  • Deliver product faster to market with a higher and consistent quality
  • Cost savings

LOCATION

1755 Park Road, Suite 200
Naperville, ILĀ  60563 USA
info@agilen2n.com
630-926-6778