When it needed to scale the size of its delivery teams and improve its time-to-market, Telstra -- Australia’s leading provider of mobile devices, home phones, and broadband Internet -- jumped right into Agile. At a fundamental level, the Telstra story is about moving from Agile projects with just a few people to Agile programs with hundreds of people working on many different things.
Telstra started its Agile journey with five "wagile" teams, working on four projects in a mixed Agile/waterfall environment. It scaled up to 7 fully Agile teams, working on 24 concurrent projects under a single Agile Release Train, by applying Dean Leffingwell's Scaled Agile Framework® (SAFe.) SAFe gets a lot of attention in the Agile community, but at Telstra it became much more than a buzzword or strategy. SAFe helped this large telecommunications and mobile organisation transform its Enterprise Data Warehouse (EDW) practices and shape an Agile organizational culture -- all in a matter of months.
Telsta's results speak for themselves:
- Average delivery cycle time down from 12 month to 3 months
- 6x increase in delivery frequency
- 50% reduction in cost-to-deliver
- 95% decrease in product defects
- 100% of projects delivered on time and on budget
- Happy project sponsors
- Happy teams
The true value of Agile occurs at scale when all teams are rowing together in a strategic direction. This free excerpt from the bestselling book, Agile Business explores common challenges that organizations of all sizes face when scaling Agile across teams.