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The leader role in large-scale agile development LARS-OLA DAMM Ericsson AB, Sweden. Agenda. Context Personal background Ericsson The leader role Challenges Are appointed leaders still needed in an agile environment?. SWEDEN. Roles at Ericsson. Coaching agile impl. Industrial

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slide1
The leader role in large-scale agile development

LARS-OLA DAMM

Ericsson AB, Sweden

agenda
Agenda
  • Context
    • Personal background
    • Ericsson
  • The leader role
    • Challenges
    • Are appointed leaders still needed in an agile environment?
slide3
SWEDEN

Roles at Ericsson

Coaching

agile impl.

Industrial

Ph.D. student

Manager of

agile teams

Working in

agile teams

Sw. developer

2007

2011

2001

2014

ericsson
Ericsson

>40 percent of the world's mobile traffic passes through Ericsson networks

>100000 employees

Fifth largest software company in the world ($ revenue from software)

Quick facts

organization overview 1 3 system view
Organization overview (1/3)System view

System teams

Portfolio management

Total

~20 domains

~1000 developers

~10 locations on 3 continents

domain X

domain Y

= Cross-functional development team

organization overview 2 3 domain view
Organization overview (2/3)Domain view

Domain architect team

Support teams, e.g.

environment automation,

deployment preparation

DOS (Domain Operative Steering)

Line manager

Chief architect

Feature development teams

Program manager

QA manager

organization overview 1 3 team view
Organization overview (1/3)Team view

QA forum

PO forum

Architect forum

development flow domain level
Functional/non-functional

regression testing

(continuous)

Release candidate*

Development flow (Domain level)

Feature GO

Unit/integration test failed OR

Manual review rejected

“Push review”

“Commit”

Check out

Release branch

Development/maintenance branch

Check in

Deployment prep.

*New market release done every 6 weeks

agenda1
Agenda
  • Context
    • Personal background
    • Ericsson
  • The leader role
    • Challenges
    • Are appointed leaders still needed in an agile environment?
leadership challenges
Leadership challenges

Ensure customer knowledge

Give teams purpose/vision

Handling

underperformers

Sustainable pace

Delivery commitments

Career paths/job titles

Process alignment

Performance appraisals

Salaries/rewards

Transparency

Benchmarking

agenda2
Agenda
  • Context
    • Personal background
    • Ericsson
  • The leader role
    • Challenges
    • Are appointed leaders needed in an large-scale agile environment?
slide18
Respect

Trust

benchmarking
Benchmarking
  • Example:
alignment
alignment
  • Reflections:
  • Align on outcomes, not how to achieve outcome
  • Have a delegated process for cont. improvement of aligned things
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