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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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

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