Solution

The transformation kicked off in supervision of the company's transformation head, and initial rounds of assessments were conducted at various levels and locations.

As an outcome of assessments, multiple findings were identified and shared with the company. The primary outcomes of assessment indicated need for changes in;

• Enterprise Structure

• Roles and Responsibilities

• Concept to Cash Flow

• Tools and Methods in Practice

• Analysis, Design, Implementation, Verification and Production Process

• Release, and Deployment Process

Additionally, existing processes were document driven and the system had long queues & cycle time, slow response, and lack of collaboration within & beyond the teams. Planning and Management of critical resources like 3D printer, simulator etc. had multiple coordination issues, on the other hand cross team dependency between Hardware, Software, Firmware, Compliance, Production and other teams had multiple challenges.

Change implementation started with planning the transformation into multiple waves, each of that wave covering a major unit of the overall enterprise.

• As part of the transformation process, a set of top priority programs under the value streams were identified, structured and launched to start using new ways of working

• Post that step, multiple batches of customised training were conducted for teams, management, leadership and executives on respective subjects’ knowledge, roles & responsibilities

• First executive, leadership and management teams were trained on core principles, values, and practices of Lean-Agile, and to lead & mentor the change for their respective teams

• Later, teams were trained on core concepts of Agile, Scrum, Kanban and Scaling Agile at enterprise level

• Based on the context, teams were coached to implement Scrum and/or Kanban methods

• As the next step, hand holding of each team started through coaching on a day-to-day basis

• Product Manager and Product Owners were coached on Portfolio management, creating Portfolio & Product vision, roadmap, prioritisation, writing ‘feature, epic & user story’, sizing and cross team release planning

• Team members were trained and coached on Kanban concepts like Kanban System, Kanban Boards, Limit WIP, and Scrum ceremonies like Sprint Planning, Daily Scrum, Sprint Review, Retrospective etc

• Also program and teams were coached to define metrics, implement RallyDev ALM tool and other collaboration tools

As the first wave succeeded new units and projects (waves) were included incrementally into the transformation, and additional coaches were embedded to coach these new waves to implement the practices and gain maturity in implementing Scrum, Kanban and DevOps.