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TheFutureinMotion
“Astrategicapproachtoagiletransformationinthe
automotiveindustry”
ContinentalEngineeringServicesBCProcessManagement
ContinentalEngineeringServices
WEARE…
PROFILE
?Anengineeringandtechnologyprovider.
?Aonestopshop–fromtheideatotheproduct.?Agatewaytohighvolumeautomotiveproducts.
?Morethan2,800experiencedengineers&specialists.?Developersofthetechnologyforfuturemobility.
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ContinentalEngineeringServices
OURCORETOPICS
?Network&Architecture.
?Electrification&EmissionReduction.
?ADAS&AutonomousDriving.?Chassis&BrakeTechnology.
?HumanMachineInterface&Connectivity.?Digitalization,IT&DataSolutions.
?SoftwareDefinedVehicle.
?NewMobilityEcosystem.?AcousticSolutions.
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Howwilla
carlook
likein10
to15yearsfromnow?
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Yourorganizationorproject
wantstoprovidebetter
VALUEtocustomerinthisVUCAworld?
YouthinkgoingAgilecouldhelp.Wheredoyoubegin?
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Leadership/ManagementSupport
Vision,Mission,Values
CultureandMindset
ChallengeStatusQuo
TransparentCommunication
Openness
Governance
Process
DecentralizeDecision
MakingProcess
EnableTeams.BuildTrust
SettingChange
inMotion
AgileRolesandResponsibilities
CommitmenttoCHANGE
OrganizationStructureandGovernance
Tools
People
ITInfrastructure
SupportingInfra
CoachingandEmpowerment
Engage;Enable;Empower
ContinuousDeliveryPipelineChangeAgents
ContinuousImprovementChangeCatalyst
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WHY
CorePurpose,ValuesMission,Vision
Startwiththe“WHY”
Motivation
WHAT
Whatwillbeouroutcomes?Whatdoweseektoachieve?
HOW
Themethods,practices,frameworksHowdowewanttoworkinthis
transformativephase?
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Incomplex
environments,whatwillhappenisunknown.
Whathasalready
happenedmayhelpin
makingbetter
decisions.
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Public
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Engage.Analyze.Define.
VisionandTransformationApproach
?Whatistheendstatevisionorgoalfromthistransformation?
?Whatisthetransformationapproach?
ProductandServiceAnalysis
?Howcomplexistheproduct/servicethat
isbeingdelivered?
the
?WhatVALUEdoesitbringto
customer?
?Whatisthecorestrategy?
?WhataretheValueStreams?
?Howfrequentlydoesthecustomerwantreleases?
ChallengesandDecisionMaking
?Whatarecurrentchallenges?
?Whatiscurrentdecision-makingprocessandtimeline?
OrganizationalandTeamStructure
?HowbigistheProjectTeam/Organization?
?Whatistheteam’sAgileMaturitylevel?
?WhatisthecurrentOrganizationalStructure?
Understandyourecosystem,currentsetup,andexistingchallengestodefinetheFUTURE.
CreateTheUnbreakableBond
STRATEGICPLANNING
AGILITY
AdaptabilityResilienceSustainedSuccess
Strategyandagilityarenotmutuallyexclusiveforces;whencombined,theyformanunbreakablebond.
ThinkBig(strategize);ActSmall(beAgile).
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CESBCProcessManagement?ContinentalAG
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AgilePlanningHorizons
Stakeholder/CustomerInvolvement
LessGranularity
HighLevelVision;BusinessGoals1-3years
Features,Releases,DevelopmentApproaches6-9monthsforecast
Focusingonreleases&releasespecificfeatures2-3months
Short-termplan;Sprint-wise2-3weeks
Daily
Top-Down
High
Stakeholder/CustomerInvolvement
Bottom-Up
HighDevelopmentTeamInvolvement
MoreGranularity
AgileTeams
ProductVision
ProductRoadmap
ReleasePlan
SprintPlan
DailyPlan
Aprocessoranapproachisneededtosynchronizebetweenthetop-downandbottom-upapproaches.
Ex:InScaledAgileFramework,thishappensinPIPlanning.
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NeedForChangeAgents
Start
LackofaclearStrategy
Fearofchange
Agile
Transformation
InsufficientSupport
OrganizationalResistance
InanAgileTransformation,there
willbevariouschallenges.TosuccessfullynavigatethemweneedAgileChangeAgents.
value
MisunderstandingAgile
focusoncustomersand
Lackof
“AgileChangeAgentsdrivethetransformations.Theactasacatalystforchange.”
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SelectingTheRightFramework
Factors
toconsider
SAFeScrum
?OrganizationalGoalsandObjectives
?OrganizationalCulture
?ReleaseFrequency?ManagementStyle
?CustomerandMarket
Requirements
?ResourceAvailability?Cadence
SoS
XP
?TeamandOrganizationalSize?TeamDistribution
?Project/ProductComplexity?ExistingProcess
?CurrentChallenges
?IndustryandTypeofWork?AgileMaturityLevel
“Frameworksarelikebuildingblocksforinnovation–choosewisely,adaptfearlessly,andleveragetheirpowertoelevateyourvision.”
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AgileInfrastructureSetup
Transparency
Communication,
Collaboration
Quality
Assurance
MetricsandReporting
?AgileMetrics?QualityMetrics
?CustomDashboardsandReports?Ex:eazyBI,PowerBI
ToolsandTechnology
?ProjectManagementTools(ex:JIRA,Confluence)
?DevelopmentandVersionControlSystems(ex:GIT)
AutomationandContinuousIntegration
?CI/CDPipelines
?AutomatedTesting
?Ex:Jenkins,Selenium,Jmeter
TeamCollaborationandCommunication
?CollaborationPlatforms?VirtualMeetingTools
?DocumentationsandKnowledgeBase
?Ex:MSTeams,Slack,Zoom,Confluence,IBMJazz
Efficiency,Productivity
Therearevariousparameters(likecompatibility,scalability,integrationcapabilities,easeofuse,customizability,
supportforautomation)thatneedsconsiderationwhentooling.
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WorkBreakdownStructure
?TicketTypes/Transitions?TicketHierarchy
?PlanningPeriod/Cadence?TicketLinks
?TicketContent
PROJECT
ISSUE
Cancel
C
InProgress
FIELDS
TRANSITIONSCREEN
C
DONE
Ok
WORKFLOW
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FlexiblevsRigidity
?TeamshavetheautonomytodecideoneverythingfromWBS,workflows,timing,duration,collaborationmodeetc.
?CompleteCustomization:Teamshavetheflexibilitytoconfigureasdesiredinthetools(likenewfields).
?Customizablebyproject/teams–twoprojectmayfollowentirelydifferentworkflows/
strategies.
?Pro:AutonomousTeams.
?TeamshaveautonomytodecideonWBS,timing,duration,collaborationetc.
?Teamshavelimitedflexibilitytoconfigureasdesiredinthetools(likenewfields).
?Organizationprovidesthebasicframeworktobefollowed.
?Changesrequiredarecontrolledand
approvedbyspecialteams.
?Pro:SynchacrosstheOrganization.
?Cons:Teamscannothavecompleteautonomy.
WBSFlexibilityOption
Flexible
Controlled.
?Cons:PoorSynchacrossOrganization.
“ContinuousImprovementisbetterthandelayedPerfection”
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Individualsand
Interactionsoverprocessesand
tools.
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Start.Learn.Adapt.Achieve.
BuildingAgility
7
Performance/TeamMorale
ContinuedSuccess
6
perio"
5
4
Somethingischanging
3
PositiveStart
2
1
Learn
CHAOS
0
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