Agile Transformation in Telco Guide

AGILE
TRANSFORMATION
GUIDE
FORTELCO

As ACM, we have been helping our clients inTelco throughout their Agile
Transformation journey for more than five years.Together with our clients, we created
lots of significant success stories and we want to share insides from our learnings.
ABOUT THE GUIDE
About Agile & Scrum
Roadmap for theTransformation
Pilot Step
Scaling Step
Transform Culture
Work With Us
Anchoring Actions
1
2
3
4
5
6
7

AGILE is;
Flexibility,
capacity and
the
capability of
rapidly and
efficiently
“adapting”
to “change”

Reference: www.jpsampige.wordpress.com

Agile
Approaches
Shorten TTM &
Delivers Value
Early and
Continuously as
a Flow

AGILE vs WATERFALL
AGILEWAY WATERFALLWAY
v Deliver Early & Frequently
v Transparent Progress
v Self Managed & Organized
v IncrementalValue & Risk
Management
v Embraces Change
v DeliversValue Only at the End
v Detailed Planning But Questionable
Progress
v Command and Control
v Phased ApproachWith an
Attempt to Know Everything at
the Start
v Change Prevention
v Continuous Learning
v Customer & Value Focused
v Learning is Secondary
v Timeline Focused

Communication level in your team
Decision making structure
Accountability level
Frequency of customer involvement
Face to face, open, frequent Mostly written, not frequent
Collaborative,as a team Top down,one man show
Personal responsibilityCommitment as a team
Frequently At the beginning & end
Score Yourself 15
NOTYET AGILEAGILE
Speed of handling change requests
Working output delivery frequency
At most in few weeks Takes more than 2 months
At most in few weeks Takes more than 2 months
Testing process Continuously throughout the
project
As a whole at the end
2
1
3
4
5
6
7

Analysis process
Authentication policies
Progress transparency
Learning & improvement culture
Detailed upfrontOngoing
Self organizing & correcting Bureaucratic
Measured and visible Sensational progress tracking
Frequently improving things Status quo is the habit
NOTYET AGILEAGILE
Score Yourself 15
11
10
9
8

PLANS ARE USELESS
INDISPENSIBLE
BUT PLANNING IS
Eisenhower

THE ROADMAP
Pilot Step
Scaling Step
Culture
Transformation
Step

AREYOU READYTO START?
PILOT STEP
Willingness business
Willingness, competent, dedicated team
A coach to support the team
A backlog of requests that can be delivered at most
in few weeks cycles
If allYES, then GO!
The pilot step is for experimenting the usage of Scrum/Kanban in
chosen team(s) to initiate the Agile transformation inside the
company.

Get a strong, high level sponsor1
2 Work with dedicated experts to train & coach the
team(s)
3 Create safe environment in which nothing disturbs
the pilot team(s)
Being successful within the pilot step is so crucial. So, before
starting the Agile transformation be sure that the following items
are all set.
INITIAL SUCCESS FACTORS
PILOT STEP

Achieve QuickWins to Create Interest & Motivation to Change1
Visionary type of people is easy to convince for a change.However,not all of
the people in the organizations are visionary,and there are pragmatists and/or
skeptics too. In order to be able to scale the transformation and be successful in
the long term, these pragmatists and skeptics should also buy-in the new
process and mindset. The best way to do so is to show them some real good
results right inside the on going current business.Therefore,focus on starting
few pilot teams and achieve quick,significant business results with them.
Throughout this step, focus on these three subjects;
PURPOSE
PILOT STEP

2 Explore Impediments for Bigger Transformation
For more than a decade, many cases and statistics have shown us thatAgile
methodologies can create significant results.Thus,the aim of the pilot step is
not to test Agile methodologies’success, but to see how we can work with
them to get better outputs.Agile methodologies trigger change in daily
routines,processes, organization structure and what is more, company
culture.Therefore,it is so normal to face some levels of resistance
throughout the pilot step and much more if continue to scale the
transformation.Facing and practicing with the impediments through the pilot
step is so valuable.See this as a chance to work on them before things go
wilder and plan your actions for specific cases. Remember, changing the ‘as is’
is hard and being experienced to guide the resistance is crucial. Pilot step is
the time for this practice.
PILOT STEP

Make ‘Go’ Decision3
A normal pilot step is about to last in 2-6 months with a decision to roll
out more Agile teams or do not.The major element that’s to effect the
direction of the decision is the results achieved through the pilot team(s).
So, as mentioned before,having significant results on productivity, speed,
time to market,business satisfaction and employee happiness help you to
continue and scale the transformation.Therefore,focus on success and
communicate achievements with all the parties inside the company on time.
Creating awareness and getting support of as much as people help you to
continue the transformation with an ease.The aim is to make the ‘go’
decision as fast as possible.When the change starts as a spark,being fast
and growing it through many other teams is the only way that can cause
the fire to start.
PILOT STEP

Focus on a project
which is suffering &
critical
Find willing team
members to be part of
the change
Select a project big
enough but not so
much (one team,3-8
months or focus on
demand type requests)Find business
representatives who
are open minded &
open to try something
new
One of the important issues is to select the right team(s) to start. Agile
teams needed to be established via considering the below items.
CRITERIAS FOR SELECTION
PILOT STEP

ACTIONS FOR PILOT
Anchoring Actions*
* These actions are necessary for a healthy pilot phase and good results.Please
find the details about the actions at the end of this document

CASE:VODAFONE TURKEY PILOT PHASE
Serious problems showed themselves with the decision to run the first pilot team. First of all, the
decision about in which business area the pilot team was going to be established had lots of question
marks since there were many projects and lots of different units running in parallel. Then, when all the
projects inside the IT had been explored, B type business demands, which are in size of under 50 days of
development, seemed to be a good start. B type demands were mostly outsourced to third parties and
also were not prioritized due to the on going technical transformation project for the nearly last one
year. Therefore, lots of business demands were on hold. In this regard, it was decided to begin with B type
CRM & Billing type requests. Running a pilot Scrum team for this type of requests would create a
significant business impact in the case of a successful implementation.
Second problem was finding the related team members to create a dedicated and cross-functional
Scrum team. It was challenging since there were limited number of in-house experts who can work on
these demands due to the outsourcing policy and these in-house experts were already so busy with
other projects at hand. Anyway, with the strong sponsorship of management for the pilot step,
establishing a dedicated cross-functional Scrum team was prioritized and the related in-house experts
quickly moved from their projects at hand.
Finally, the pilot team, whose name is Cheetah, size of seven, including the Scrum Master and the Product
Owner, had been formed in December 2013 and started to run bi-weekly Sprints.
PILOT STEP Reference: www.scrum.org

Teamwork andTransparency
In this pilot team, focus set on creating teamwork and enhancing transparency. The aim was to increase
the throughput rate together with the Kaizen approach based on teamwork and transparency.
Team Cheetah members were working co-located around a table inside a meeting room, which was
specially reserved for the team. Normally in the organization structure, developers and testers were
separated as different silos and therefore there was a very little direct communication and collaboration
between them. In this pilot team, they started to share everything inside their team room and begun to
learn working as a team. This strong communication and collaboration together with dedication and the
rhythm, quickly lead to a faster delivery as a result. As seen in the below graph, the Sprint velocity had
been nearly doubled just after the fourth Sprint and tripled at the end of their first three months.
On the other hand, enhanced transparency and improved planning increased the team motivation and
focus. Before, there was a little planning due to high emergency in business and a huge lost because of
context switch. Together with Scrum, prioritization that was being done by the Product Owner and
planning at the beginning of every Sprint, helped to reduce that chaos. For the team, knowing what to do
for the next 2 weeks also ensured team’s self-confidence. The business started to plan itself better after
few months and emergency rate decreased to zero (where, the aim is to have an emergency rate under
10%). Emergency rate shows the rate of emerged business requests that occur during a Sprint and

which are not planned at the beginning of the Sprint.
Team Cheetah, together with its teamwork, enhanced transparency and Kaizen culture achieved a
significant success for the pilot step.
Significant Cost Saving 3X Faster
2.4X Improved Itself Satisfied Business
Implemented 11 business requests were
projected to bring millions of annual cost
saving
At the end of its first 3 months of
transition,Team Cheetah started to
produce approximately 120 man / days of
work request in its each Sprint by
spending only around 40 man / days.
Team Cheetah started its journey with a
SprintVelocity of 75 points and reached
180 points at the end of its first 3
months.
Stakeholders of the team Cheetah were
satisfied with these results and started to
support wider range Agile transformation

TIPS
DOs DONTs
v Start small with few teams up to
5
v Focus on creating teamwork and
transparency within pilot teams
v Focus on delivering quick win
& communicate that well
v Get a high level strong
sponsorship
v Create willingness dedicated
teams
v Work with long Sprints
v Be a flaccid Scrum
v Keep away from business
v Look for perfection
v Start without an experienced
guidance
PILOT STEP

Significant achievements through the pilot & happy
business stakeholders accordingly
1
2 Strong,high level sponsor is still on board
3 Awareness & interest inAgile in your organization
other then pilot team(s)
Before starting to scale and spread the Agile transformation be
sure that the following items are all set.
SCALING STEP

Rollout NewAgileTeams As Much As Possible1
Status quo is the biggest enemy in the transformation journey, there is not any
chance to stop and take a breath for a while.Otherwise,the speed of the
transformation may decrease and this may harm the possible bigger success.
The fire of change needs to be fed with new initiatives.On the other hand,
rolling out new teams in new business units is an important chance to show
everyone thatAgile mindset is really able to create a sustainable,long term
success.This will help to get more interest and more sponsors into the process.
Spread the word strongly inside your organization and establish
new Agile teams as much as possible. Prove that the positive results
achieved in pilot was not a chance but a sustainable and scalable
success. Throughout this step, focus on these four subjects;
PURPOSE
SCALING STEP

2 Establish Autonomous Unit(s)
As Peter Drucker said‘culture eats strategy for breakfast’.The newly growing
Agile culture needs to be protected to make it survive without any danger.
Therefore,where possible,create a new organizational unit that is aligned with
the related business organization structure.So,this new unit must be able to
deliver an end to end value directly to its stakeholders.There needs to be
multiple Agile teams inside that autonomous organizational unit.This unit is
Agile as a whole which means,it is managed in an Agile mindset and it has no
teams other then Agile teams.Also, think this unit as a experience center with
a Agile body of knowledge that creates a role model through the remaining IT
organization.
SCALING STEP

Speak About Achievements & Experiences As MuchAs Possible3
Talk to people and tell them what you are doing.People tends to afraid of the
unknown.So, make Agile transformation process visible.Continuously talk
about the purpose of the transformation and how it is going on,talk about the
next steps of the transformation.Make everyone be aware of the process and
tease the interest.
Grow Internal Change Agents4
Neither your Scrum Masters nor your autonomous units can lead all the
transformation efforts by themselves.Getting support from external coaches
is a must through out the whole process. However, to accelerate the
transformation an internal unit of coaches and change agents is also a must.
Remember that external coaches cannot commit for all instead of you.These
internal agents are the key to manage the network power inside and canalize
the efforts to the right direction together with the external experts.
SCALING STEP

ACTIONS FOR SCALING
Anchoring Actions*
* Actions described for pilot phase are still effective & crucial in this step too.
Besides them,the new actions figured out above are necessary for a healthy
scaling phase and good results.Please find the details about actions at the end of
this document

CASE:VODAFONE TURKEY SCALING PHASE
After a successful pilot step, the sponsorship for Agile transformation got stronger and scaling the
transformation via increasing the number of teams had been started. The target had been set as the
transformation of configuration management team, which deals with the C type business demands.
On the other hand, new teams came with new problems. One of the most serious problem was finding
more dedicated team members (especially testers). Testers were working separately under testing unit and
dealing with lots of projects at the same time. So, the first thing was to move some of the testers near to
developers and create cross-functional,dedicated and co-located Scrum teams.
Another problem was to find trained, capable new Scrum Masters. At that time, there was only one Scrum
Master working with the team Cheetah. But, for the new Scrum teams there was a need for more Scrum
Masters. Therefore, after organizing foundation level Scrum trainings for all the new team members,
external Agile coaches started to work with some of the team members who were willing prospects to be
a Scrum Master.
Finally, the entire configuration management unit turned into four Scrum teams, sized between six to eight,
in addition to this, another Scrum team which is dealing with the business demands for online channel had
been established.So,in total, the transformation had grown to six separate Scrum teams.
Teamwork,Transparency and Standardization
SCALING STEP Reference: www.scrum.org

For the new Scrum teams, it was determined to focus on three areas to improve productivity: teamwork,
transparency and standardization.
Teamwork and transparency were same as it was in the pilot step. In addition to these areas a third focus
area set for standardization with the purpose of creating working standards in order to enhance quality.
All of the teams started to experience teamwork through Scrum practices like co-location, daily stand up
meetings, committing to a Sprint goal as a team and etc. Being team, working all together, self-
organization and dedication resulted in two times of productivity increase.
On the other hand, in order to enhance transparency and trigger Kaizen, basic yet powerful metrics had
been established.All of the teams followed these common metrics, which are;
Productivity Metrics Quality Metrics
• Number of Delivered Business Demand
• SprintVelocity
• Commitment vs DONE ratio
• Emergent Demand Ratio
• Defect Rate
• Customer Complaints

Throughout the Sprints, all of these metrics were tracked and announced by the Scrum teams to their
stakeholders. By this way, it was aimed to create awareness about the results in both Scrum teams and the
business side. While creating awareness via transparency, the data out of these metrics showed significant
reductions. As a side effect, achieving awareness about these reductions also created motivation inside the
teams.
The main reasons for these significant improvements can be summarized as a result of teamwork,
increased commitment and standardization efforts for establishing a working standard.
Scaling to Autonomous Unit
After achieving the above success figures, the number of Scrum teams had been increased to eight.
However, just increasing the number of teams was not enough since a more significant change was calling;
establishing an autonomous unit. The need for such an autonomous unit, where knowledge for creating a
sustainable advantage is rapidly disseminated,can be explained as follows:
• Protecting the new Agile culture and growing it without any outside disturbance,
• Building an experience center with a body of knowledge,
• Creating a role model unit to support Agile adoption through the remaining IT organization

As a result, Agile Solutions unit was officially established inside the Vodafone TR IT organization structure.
This unit was structured totally align with business by having mainly two types of teams, which are focused
on whether consumer side demands or enterprise side demands. This organizational unit is running totally
in line with Agile and Scrum values with its six Scrum teams and more than its 30 members.
Autonomous Unit Structure Achievements

TIPS
DOs DONTs
v Create common standards among
different teams
v Go for autonomous units to
protect & grow Agile culture
v Grow your people, invest in
Agile mindset
v Continue to focus on creating
transparency inside the teams &
between the business and teams
v Align with business
v Forget
that
this
is
a

transformation
of
culture
and
it

will
be
hard
v See all of these just as new
rituals and not more
v Rush
and
lose
control
while

scaling
v Underestimate
the
power
of

capable
Scrum
Masters &
externalAgile coaches
SCALING STEP

Current teams are still achieving significant
achievements, there is not any critical fallback
1
2 Sponsors in all levels of the organization, very high
interest in the enterprise, especially in C levels
Congratulations, you did it!You should have lots of experiences
since you came till this step. However, this step is the most
challenging one because it is about changing your organization’s
culture. Before starting to work on culture, be sure that the
following items are all set.
TRANSFORM CULTURE

Reference: www.bluebirdchic.com

AGILEVALUES
RESPECT
TRANSPARENCY
People are doing always
the best they can do at
any given time.Always
support your people.
Make progress visible
and alwayssupport
radical visibility.
Problems can be solved
all together if there is
an awarenessabout
them.
OPENNES
Communicate clearly
and sincerely.Always
be open to new ideas
and suggestions.
Support being
different.
COURAGE
Courage to be
transparent, to say no,
to be open, to try the
new, to safe fail, to
change.
FOCUS
COMMITMENT
Focus on the important
in everything you do.
Be committed to your
team, to the product, to
your company

ACTIONS FOR CULTURE
Anchoring Actions*
* Actions described for pilot & scaling phases are still effective & crucial in this
step too.Besides them, the new actions figured out above are necessary for a
healthy cultural transformation and sustainable results.Please find the details
about actions at the end of this document

CASE:VODAFONE TURKEY CULTURETRANSFORMATION
First step as piloting and second step as scaling were successfully implemented till now. Currently, the
next step is to grow and empower Agile Solutions via succeeding in new significant achievements in
order to create more interest for a bigger, enterprise wide change. If it can be succeeded with creating
that interest,internal unit of coaches will be the lead for the remaining transformation.
Empower & Grow the Agile Solutions
Agile Solutions unit is positioned as a role model for change & success inside the company. Agile solutions
should be empowered and grown before starting to expand this culture inside the whole IT and
enterprise.
In order to do that, now it is time to focus on three improvement areas inside the Agile Solutions. These
areas are; transparency,empowering the Scrum Masters and communication.
Transparency focus area is about planning actions to improve Agile Teams’ transparency in order to be
able to better align & communicate with business. For example, moving Scrum boards from windows to
wall created ease of use and comfort. Status reports that summarizes team performance metrics are
sent by team for every sprint. Furthermore monthly progress report which summarize KPI’s status is sent
by Agile Solutions unit helped to improve transparency between IT and business unit and customer
complaints are evaluated over business surveys.As in this example, there are many more new actions
TRANSFORM CULTUREReference: www.scrum.org

planned for the near future like defining new team metrics, working on a new type of performance
assessment,creating automatic dashboards.
The other focus area is empowering the Scrum Masters that is about improving Scrum Master skills in
order to enable a learning organization that continuously improves itself. In terms of this, a special training
program is planning to start soon in the near future.
Lastly, another focus area is communication since it is all about change and communication for leading
this change, managing the perception is very important. Therefore, communication and experience
sharing between Scrum teams, communicating frequently with business teams for better alignment and
etc. are in the plans for the near future.
In parallel with these empowerment actions on three focus areas, growing the skills and responsibilities of
the Agile Solutions is also important. In the near future, Scrum teams are being planned to gain new skills
in order to decrease their external dependencies. Also, focus on automation and leading the innovation in
IT is yet another important aspect of the growth since enhancing productivity and quality are still the
main parts of the strategy. By all these improvements, the purpose is to grow Agile Solutions unit as the
single responsible of all the C & B type business demands, which in total accounts for the 60% of the all
demands in IT.

Enterprise Adoption
Agile Solutions is currently leading the change inside Vodafone TR and creating a knowledge base with its
experiences and success stories achieved. On the other hand, the change is limited only inside some part
of the IT, Network and Operations for now. However, because of the achieved success and the current
interest, it can be predicted that soon this change will spread across all of the IT and also to the other
units of the enterprise. In that case, Agile Solutions will be a good example of change but it cannot lead
all these new efforts by itself. That's why; a separate, dedicated team of internal change agents is going to
be needed soon. This internal unit of coaches and change agents will be leading the enterprise agility
transformation while working together with external consultants. The responsibilities of this internal unit
of coaches can be summarized as follows:
• Grow Agile culture enterprise wide
• Establish body of knowledge & standards
• Support Scrum Masters and their teams
• Rollout new Agile teams
So,basically the transformation inVodafoneTR IT is on going and is started to spread among the whole
enterprise.

TIPS
DOs DONTs
v Be Lean
v Grow your internal Agile experts
besides collaborating with
external consultants and coaches
v Focus on Agile management
mindset, the company should live
with agility
v Create lots of policies to follow
and formulate being Agile
v Stop learning
v Tolerate old habits and work with
people who are old school at
heart
v Get support from HR, remember
that this is all about people
v Under estimate power of cultural
values and practices
TRANSFORM CULTURE

As ACM, we areAgile experts at
heart.We started our journey 8
years ago and till now we had the
chance to support more than 100
companies in their Agile
Transformation journey world wide.
We are ready to assist you to
succeed in your own Agile
transformation via our unique
transformation approach and
anchoring actions. We are willing to
hear your experiences and grow
Agile culture all together.
WORK WITH US
SEED
PILOT
SCALE
TRANSFORM

If you do not have any Agile
experience yet and wondering about
how being Agile can help you…We
are ready to start the spark together
with you.
We can organize workshops & seminars;
about‘what is Agile’,‘howAgile can help you in your challenges’,and ‘how
to transform’.All of these can help you to trigger the interest for change
inside your organization.
SEED

Lets start together!
We can support you onsite
If you do not have anyAgile experience,we can help you to kickoff the pilot
step.
Throughout your pilot, scaling or culture transformation step we can work
together with you and share our knowledge with you.
Lets start it!You obtained the initial
conditions by convincing your people
and ready to go.We are ready to go
together with you too.
PILOT

IT,operations, network, hr,marketing, sales?
If you have Agile teams in some business areas and want to scale it to other
units of the business, we can cooperate with you to do that.
You already haveAgile teams in your
organization but need help to spread
the word to other business functions.
Lets do it together.
SCALE
We can support your Scrum Masters &Agile Coaches
For a sustainable and successful change you need to have strong servant
leaders that will guide you through the journey.We can help you while
empowering your own Scrum Masters or Agile Coaches inside your
organization.

You are on the way to be an Agile
Enterprise, we can help you to trigger
the Agile culture in a Lean way. Lets do
it together.
TRANSFORM
Its all about a new culture
Creating a sustainable culture takes time.But we can share our experiences
to boost the transformation.

ACTION DETAILS
In order to spread the transformation, it is important to continually
establish new Agile teams and turn the organization into team
structure.Via finding a willing, dedicated and competent team, willing
business, and a backlog of requests new Agile teams need to be established. ‘AgileTeam
Rollouts’ action is about finding these new potential teams and starting the process.
Afterwards, the new teams need to get support via ‘Agile Coaching’ action defined as follows.
Every new Agile team should get a two days foundations level training in order to
get the Agile vision and the details of the process. In this case, it is important to
run a certified, world wide well known course like the PSF of Scrum.org and push
the attendees to receive the certification. Certification target helps to strengthen the
commitment for the transformation.

Every team has to pass through four cycles until they become performing in
harmony. Forming, Storming, Norming, Performing. Before reaching efficiently
performing stage, teams need to adopt Agile practices and transform the
regular rituals to habits.Throughout these process teams need coaching.On their Agile
transformation journey, lots of support needs await them like urgent issues to be handled,
decision moments of extraordinary situations, boosting self organization, creating transparency,
learning to work as a team, creating a Kaizen culture, etc.
Just at the beginning of a new team kickoff, it is crucial to work with the
team on the metrics to be tracked. Metrics are for enhancing
transparency and for helping the team find its way to improve itself.
Start with basic metrics like Sprint velocity, Committed & Done ratio, Emergency rate, defect
rate, happiness metrics, etc.Then, if needed, evolve them throughout the process working
together with the team.
ACTION DETAILS

A sustainable and successful Agile transformation needs its
own internal change agents besides external experts to lead the
change company wide. Scrum Master Empowermentis a long term,
predominantly practical program to adopt Agile mindset and values, to develop and
improve coaching and leadership skills. Trainings and workshops take place bi-weekly and
lasts after 20 occurrence.
Habits of the old way of doing business is a major impediment
through out the Agile transformation. Gaining new habits in Agile
approach,taking rapid actions, reaching the level of self organizing
teams, culture of constantly improvementand proactive decision
making, will demand and enforce moving out from the organizational comfort zone. Once a
transition has begun, it has to be inspected regularly in order to prevent old school
practices. ’Agility Check-up’ includes monitoring the transition in team level and making
suggestions based on observations and collected metrics. Check-ups applied not only in
accordance with Agile Manifesto rules and principles at a high level but also from
the Agile framework specifics’ point of view(Scrum,XP, Kanban, Lean etc.). Results of the
team level audits are reported. In addition to that, every check-up is being recorded in
order to better inspect the progress in the mid and long term.
ACTION DETAILS

Being a servant leader, a successful Scrum Master is challenging.Each Scrum
Master must be supported with advanced level Agile & Scrum trainings like
Scrum.org’s PSM course besides the ‘SM Empowerment Programme’ . Being a
Product ownership is crucial for high value creation.In Agile, product delivery has
a totally new mindset, it is a paradigm shift. Therefore,each Product Owner must
be supported with advanced levelAgile & Scrum trainings like Scrum.org’s PSPO
course besides the ‘PO EmpowermentProgramme’.
Scrum Master will be a new career path in your organization so that it is needed to be
recognized as an official role and needed to be invested in.
Technical excellence is key to quality and long term sustainable
productivity. Therefore Agile developmentteams need to continue to
enhance their engineering skills and learn Agile engineering practices like
‘test driven development’,‘design patterns’,‘refactoring’,‘clean code’,‘code review’,
‘continuous integration’ and‘unit testing’. Workshops in these topics take place monthly
and these trigger knowhow sharing inside the organization and help grow the technical
excellence .
ACTION DETAILS

Agile product delivery requires a paradigm shift. The value an agile
team is able to create strongly depends on the direction that
Product Owner guides through. Product Owner Empowerment
As a extended version of‘Agility Check-Up’which is a team level
assessment,‘Agility Check-Up Plus’ is an unique assessment that is
Programme is a long term, practical program to adopt Agile mindset and values to
develop value driven focus.Trainings and workshops take place bi-weekly and lasts after
20 occurrence.
Maturity of Roles
Maturity ofTeamwork
Maturity of Inspect & Adapt
Maturity ofTransparency
Maturity of Business Alignment
Maturity of Learning Organization
Results of the team and managementlevel audits are reported. In addition to that, every
check-up is being recorded in order to better inspect the progress in the mid and long
term.
performed in both team and organizational level to get improvement actions via assessing
levels of Agile teams & organizations in 6 different perspectives:
ACTION DETAILS

This refers to the autonomous unit that is described in scaling step.Where
possible, creating a new organizational unit that is aligned with the related
business organization structure and that is able to deliver an end to end
value directly to its stakeholders is a good practice to protect the Agile culture.There
needs to be multiple Agile teams inside this kind of an autonomous organizational unit
which runs in totally Agile mindset.
Changing the way people works in organization means culture alteration
in long term and needs to be monitored, assessed and managed by the
organization itself to help to reach strategic goals. Agile Studio should be
part of the organization to make transformation sustainable while the cultural shift
happens.Agile Studio is the Internal Agile Coach Unit which assists organization while
adopting and sustaining Agile approaches by ensuring that the Agile mindset, values
and processes implemented properly.Agile Studio is also the Center of Agile Excellence
which provides all the information, support and work for organization’s continues
improvementby removing impediments, creating transparency, embracing empirical approach,
finding out the strategic new areas and rolling out new teams. Agile Studio is the change agent
for the cultural transformation organization wide.
ACTION DETAILS

‘Agile Studio’ is the change agent of the whole organization whereas‘Agile
ServantsTeam’ is the solution provider team for an autonomous unit like ‘Agile
Solutions’. This team consists of the managersof the unit and the related Scrum
Masters.They together work iteratively to enhance the Agile culture inside
their unit and solve the impediments that the teams inside faced with and could not solve
by themselves.
TheValues Practices Map can be considered as the whole of
your company’s values and the practices whereby these values
can be applied within the relevant unit.This map is a clear
expression of setting out the interactions between values and relevant practices by the
employeesof the organization itself. In this way,the entire framework can be summarized in
a simple and short way, shared, committed and then practiced by the employeeswho
created it.
ACTION DETAILS

Classical performance evaluation needs to be changed into a Lean
and Agile way. Todays performance evaluation practices are not
transparent enough, not so much realistic, not helping people to grow
And resulting with a lot of waste of work force.Together with the Agile Transformation, the
roots and the process of performance tracking needs to be revised into a totally new way.
This action is all about creating a new performance system based on Lean and Agile.
What do managers do in an Agile organization in which teams self organize?
Basically they coach,guide and support the teams.Therefore,classical micro
managementstyle needs to be replaced by a new Agile way of management.
This requires to support managers to gain the Agile reflex and coaching skills to lead the
culture.
ACTION DETAILS

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Agile Transformation in Telco Guide

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