Technical and organizational support for the preparation and implementation of PI planning under very tight time and resource constraints.
The customer
The manufacturer of large-capacity vehicles was already undergoing an agile transformation of its vehicle development process, which was primarily being driven forward at its site in Germany. An internationally connected development site in Brazil was to be integrated into this transformation.
However, the organizational framework conditions at the Brazil site differed significantly from those in Germany:
- High cost pressure
- Reduced personnel capacity
- Simultaneously more complex portfolio
- Little experience with agile working methods at the ART level
The change in leadership at the senior management level prompted the decision to conduct an initial PI Planning (PIPE) at short notice. However, at that point in time, the organization was neither structurally nor culturally prepared for such an event. Roles were only partially defined, capacities were severely limited, and expectations regarding effort and change were unrealistic.
The customer's official goal was to increase speed and transparency in a complex e-mobility project. At the same time, there was an implicit desire to implement the SAFe® working method established at the German location in Brazil as well.
The KEGON solution
KEGON took on the technical and organizational support for the preparation and implementation of PI planning under very tight time and resource constraints. Specifically, the process involved:
- Contribution of in-depth SAFe® and transformation knowledge as well as experience from comparable large-scale events
- Technical support and content guidance for the managers involved (senior management level) while maintaining line responsibility
- Establishing alignment between transformation expectations from Germany and the organizational reality at the Brazil location
- Continuous clarification and correction of unrealistic assumptions (e.g., time requirements, understanding of roles, organizational prerequisites)
- Structuring and timing of the preparation phase (scheduling, milestones, preparatory work on content)
- Pragmatic qualification of the roles involved under considerable time pressure and limited availability of employees
- Moderation of key preparatory elements, including a prioritization workshop
- Organizational and content-related support for the implementation of the first PI planning
- Support for PI iteration and implementation of a second PI planning to stabilize the new way of working
Results/target
Despite very little preparation time and challenging conditions, key objectives were achieved:
- Successful implementation of the first PI planning at the Brazil site.
- Establishment of a common understanding of agile collaboration at the ART level.
- Practical clarification of roles, responsibilities, and dependencies in the context of a real planning event.
- After initial disorientation in the team breakouts, a high level of concentration on work and solutions developed.
- On the second day, the teams were able to coordinate and plan 16 features in a short period of time
- Visible experience of the effect of focused collaboration on site (“PI planning magic”)
- Positive feedback from participants regarding transparency, collaboration, and quality of results
- Emergence of a clear picture of the need for further development of the agile working method after PIPE
- Stabilization of the working method through support of the PI iteration and a second PI planning
Would you like more information or do you have any questions?
Feel free to contact us!
Irina Heck
Tel +49 611 20 50 80
irina.heck(at)kegon.de