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Case Study: T-Mobile Agile Journey With
CA Agile Central
Bryan Nelson
AMT20S
AGILE MANAGEMENT
Digital Development Agile Practice Lead
T-Mobile
2 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
© 2017 CA. All rights reserved. All trademarks referenced herein belong to their respective companies.
The content provided in this CA World 2017 presentation is intended for informational purposes only and does not form any type
of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA.
For Informational Purposes Only
Terms of This Presentation
3 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
Abstract
T-Mobile’s Digital Development team is in the midst of an Agile Transformation
encompassing T-Mobile.com, MyT-mobile.com, MetroPCS.com and T-Mobile Mobile
App.
I’ll speak from our learnings over the past few years as we wrestled with how best to
scale (from a handful of Sprint Teams to almost 100) and the role CA Agile Central
(formerly Rally) and the Agile Success Program has played.
Bryan
Nelson
T-Mobile
Digital Development
Agile Practice Lead
T-Mobile Confidential
Agenda
§ In the beginning…
§ But Then
§ Key Take Aways, Q&A
§ Until
§ And now
§ What’s next
1
2
3
4
5
6
In the Beginning… Things were pretty good
MyT-Mobile.com
§ Digital Platform Migration, 3 years ago
§ Successful Greenfield Program with
dedicated, cross functional resources
§ 10~ Sprint Teams
§ Using Agile Central to author, execute stories
§ Limited application of Portfolio Management
But Then… It wasn’t so good
MyT-Mobile.com
§ Digital Platform Migration completed: Back to
working with Enterprise Waterfall system
§ Waterfall Projects Schedule (6-9 months)
§ Resources (Business, Dev, Test) aligned to
projects instead of teams
§ BRD’s translated to Stories vs. Product Feature
mindset
But Then… It wasn’t so good
MyT-Mobile.com
§ Backlog health, coordination amongst teams,
dependencies, etc. was a mess
§ Months to do each phase of requirements
definition and high level design
§ Timelines not based on capacity planning
§ Team morale was low
Until… We changed things
§ Re-aligned resources to Teams
(Product, Dev, Test)
§ Focused on Product Management
Roadmap via Features
§ Matured in our understanding/usage of
CA Agile Central Portfolio
– Portfolio Items
– Capacity Planning
– Release Tracking
§ Realized the underlying principles were
from SAFe and needed to learn more
Until… We changed things
§ Learned from others
– Coaching from CA Agile Success
Program (ASP). Huge help.
– Observed CA Agile Central’s Big
Room Planning Oct 2016
§ Learned more about SAFe
§ SPC4’s: Coaches
§ POPM: 120
§ SAFe for Teams: 100 Dev, Arch
§ SAFe for Executives:
Directors, VP
Until… We Changed Things
Q3: First Big Room Planning
§ Alignment between
Business, Technology
and Architecture
§ Clear vision and roadmap
for the Quarter
§ Identify and coordinate key
dependencies
Until… We Changed Things
Q3: First Big Room Planning
§ Address, mitigate or accept known risks
§ A committed set of team and program objectives with a plan
that can be achieved based on capacity in Agile Central
T-Mobile Confidential
Key Outputs: Capacity Plan
§ Feature allocations
by Team
§ Feature
Prioritization and
Capacity across all
Teams
T-Mobile Confidential
Key Outputs: Release Tracking
§ Feature Progress
§ Breakdown of
Features/Stories
by Team and
Sprint
§ Sprint Progress
§ Dependencies
§ Issues
T-Mobile Confidential
Wins from BRP
§ Teams have a much better understanding of the
Product context and vision for the quarter and
beyond (why their work matters!)
§ Much better alignment and morale between
Product, Architecture and Dev
§ Increased accuracy of commitments based
on capacity
§ Better coordination amongst teams (dependencies)
§ Culture of collaboration, innovation, and fun
quickmeme.com
T-Mobile Confidential
Learnings
§ 1st BRP at T-Mobile: Now have a template that
can be leveraged by other Teams/Programs
§ Lots of prep needed (Features ready, room,
agenda, food)
§ Leadership support and presence from
Product, Arch and Dev is essential
§ Training on BRP for various roles is crucial
(120 Digital Services Product, 110 Dev Teams,
Arch)
Ebaumsworld.com
What’s Next… Scaling
§ MyTMO Next steps
– Pull in downstream dependent teams (cut
across org silos) to deliver value quicker
§ Other Digital Dev Properties following
– T-Mobile.com
– T-Mobile App
– Frontline Systems (Retail, Care)
– Total: 75 Teams
What’s Next… Scaling
T-Mobile Digital Transformation
§ Led by Agile Studio Team
§ Leveraging Agile Central to scale
across the Enterprise
§ 3000 active users
§ 100’s of teams/backlogs
What’s Next… Scaling
T-Mobile Digital Transformation
§ Other large Programs using
Agile Central to provide
transparency and better
plan/execute their work (HR)
§ Customer Journeys in progress
§ Agile Central/Clarity integration
in progress
Key Take Aways
§ Agile Transformation is tough and a
long haul.
§ Leadership support is crucial. Lead
by example.
§ Embedded Coaching is key for long
term success
§ Push forward and make progress.
Continuous Learning. Inspect & Adapt
scontent-a-ord.xx.fbcdn.net
Key Take Aways
§ How will your teams scale? What approach/framework will
you use? (SAFe, LESS, DAD, Srum of Scrums, Spotify, etc.
Agile Scaling Matrix)
§ What tool(s) will best help accomplish this (hint: sticky
notes probably won’t work for distributed teams). CA Agile
Central is one of the leading tools in the industry.
§ Who’s helping you? Coaches? Agile Success Program can
help with all of the above.
Q&A
T-Mobile Confidential
23 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
Stay connected at communities.ca.com
Thank you.
24 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
Recommended Sessions
SESSION # TITLE DATE/TIME
AMX168S The Business Agility Imperative 11/15/2017 at 1:45 pm
AMT41T
Case Study: Managing Complex Hardware & Software
Matrices in the Embedded World
11/15/2017 at 2:30 pm
AMT38T Achieving Success with Agile + Continuous Delivery 11/16/2017 at 2:30 pm
25 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
Must See Demos
Scaling
Business
Agility
CA Agile Central
Fuel Better
Plans &
Execute
Faster
CA Agile Central
Team-Level
Adoption to
Broad Scale
CA Agile Central
Track WiP
with Team
Board
CA Agile Central
26 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS
Agile Management
For more information on Agile Management,
please visit: http://cainc.to/CAW17-AM

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Case Study: T-Mobile’s Agile Journey with CA Agile Central

  • 1. Case Study: T-Mobile Agile Journey With CA Agile Central Bryan Nelson AMT20S AGILE MANAGEMENT Digital Development Agile Practice Lead T-Mobile
  • 2. 2 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS © 2017 CA. All rights reserved. All trademarks referenced herein belong to their respective companies. The content provided in this CA World 2017 presentation is intended for informational purposes only and does not form any type of warranty. The information provided by a CA partner and/or CA customer has not been reviewed for accuracy by CA. For Informational Purposes Only Terms of This Presentation
  • 3. 3 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS Abstract T-Mobile’s Digital Development team is in the midst of an Agile Transformation encompassing T-Mobile.com, MyT-mobile.com, MetroPCS.com and T-Mobile Mobile App. I’ll speak from our learnings over the past few years as we wrestled with how best to scale (from a handful of Sprint Teams to almost 100) and the role CA Agile Central (formerly Rally) and the Agile Success Program has played. Bryan Nelson T-Mobile Digital Development Agile Practice Lead
  • 5. Agenda § In the beginning… § But Then § Key Take Aways, Q&A § Until § And now § What’s next 1 2 3 4 5 6
  • 6. In the Beginning… Things were pretty good MyT-Mobile.com § Digital Platform Migration, 3 years ago § Successful Greenfield Program with dedicated, cross functional resources § 10~ Sprint Teams § Using Agile Central to author, execute stories § Limited application of Portfolio Management
  • 7. But Then… It wasn’t so good MyT-Mobile.com § Digital Platform Migration completed: Back to working with Enterprise Waterfall system § Waterfall Projects Schedule (6-9 months) § Resources (Business, Dev, Test) aligned to projects instead of teams § BRD’s translated to Stories vs. Product Feature mindset
  • 8. But Then… It wasn’t so good MyT-Mobile.com § Backlog health, coordination amongst teams, dependencies, etc. was a mess § Months to do each phase of requirements definition and high level design § Timelines not based on capacity planning § Team morale was low
  • 9. Until… We changed things § Re-aligned resources to Teams (Product, Dev, Test) § Focused on Product Management Roadmap via Features § Matured in our understanding/usage of CA Agile Central Portfolio – Portfolio Items – Capacity Planning – Release Tracking § Realized the underlying principles were from SAFe and needed to learn more
  • 10. Until… We changed things § Learned from others – Coaching from CA Agile Success Program (ASP). Huge help. – Observed CA Agile Central’s Big Room Planning Oct 2016 § Learned more about SAFe § SPC4’s: Coaches § POPM: 120 § SAFe for Teams: 100 Dev, Arch § SAFe for Executives: Directors, VP
  • 11. Until… We Changed Things Q3: First Big Room Planning § Alignment between Business, Technology and Architecture § Clear vision and roadmap for the Quarter § Identify and coordinate key dependencies
  • 12. Until… We Changed Things Q3: First Big Room Planning § Address, mitigate or accept known risks § A committed set of team and program objectives with a plan that can be achieved based on capacity in Agile Central
  • 13. T-Mobile Confidential Key Outputs: Capacity Plan § Feature allocations by Team § Feature Prioritization and Capacity across all Teams
  • 14. T-Mobile Confidential Key Outputs: Release Tracking § Feature Progress § Breakdown of Features/Stories by Team and Sprint § Sprint Progress § Dependencies § Issues
  • 15. T-Mobile Confidential Wins from BRP § Teams have a much better understanding of the Product context and vision for the quarter and beyond (why their work matters!) § Much better alignment and morale between Product, Architecture and Dev § Increased accuracy of commitments based on capacity § Better coordination amongst teams (dependencies) § Culture of collaboration, innovation, and fun quickmeme.com
  • 16. T-Mobile Confidential Learnings § 1st BRP at T-Mobile: Now have a template that can be leveraged by other Teams/Programs § Lots of prep needed (Features ready, room, agenda, food) § Leadership support and presence from Product, Arch and Dev is essential § Training on BRP for various roles is crucial (120 Digital Services Product, 110 Dev Teams, Arch) Ebaumsworld.com
  • 17. What’s Next… Scaling § MyTMO Next steps – Pull in downstream dependent teams (cut across org silos) to deliver value quicker § Other Digital Dev Properties following – T-Mobile.com – T-Mobile App – Frontline Systems (Retail, Care) – Total: 75 Teams
  • 18. What’s Next… Scaling T-Mobile Digital Transformation § Led by Agile Studio Team § Leveraging Agile Central to scale across the Enterprise § 3000 active users § 100’s of teams/backlogs
  • 19. What’s Next… Scaling T-Mobile Digital Transformation § Other large Programs using Agile Central to provide transparency and better plan/execute their work (HR) § Customer Journeys in progress § Agile Central/Clarity integration in progress
  • 20. Key Take Aways § Agile Transformation is tough and a long haul. § Leadership support is crucial. Lead by example. § Embedded Coaching is key for long term success § Push forward and make progress. Continuous Learning. Inspect & Adapt scontent-a-ord.xx.fbcdn.net
  • 21. Key Take Aways § How will your teams scale? What approach/framework will you use? (SAFe, LESS, DAD, Srum of Scrums, Spotify, etc. Agile Scaling Matrix) § What tool(s) will best help accomplish this (hint: sticky notes probably won’t work for distributed teams). CA Agile Central is one of the leading tools in the industry. § Who’s helping you? Coaches? Agile Success Program can help with all of the above.
  • 23. 23 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS Stay connected at communities.ca.com Thank you.
  • 24. 24 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS Recommended Sessions SESSION # TITLE DATE/TIME AMX168S The Business Agility Imperative 11/15/2017 at 1:45 pm AMT41T Case Study: Managing Complex Hardware & Software Matrices in the Embedded World 11/15/2017 at 2:30 pm AMT38T Achieving Success with Agile + Continuous Delivery 11/16/2017 at 2:30 pm
  • 25. 25 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS Must See Demos Scaling Business Agility CA Agile Central Fuel Better Plans & Execute Faster CA Agile Central Team-Level Adoption to Broad Scale CA Agile Central Track WiP with Team Board CA Agile Central
  • 26. 26 COPYRIGHT © 2017 CA. ALL RIGHTS RESERVED#CAWORLD #NOBARRIERS Agile Management For more information on Agile Management, please visit: http://cainc.to/CAW17-AM