• Liked Balaji.M
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    Visualization and Agile Practices to the Rescue of Traditional Project

    Balaji.M
    Balaji.M
    Srinath Chandrasekharan
    Srinath Chandrasekharan
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    We are from Large Indian IT Services organisation where most of the projects follow traditional/waterfall ways of working and the mindset of the senior management is also used to this way of working for all project types (Application Maintenance, Minor Enhancement, Bug Fixing and L3 Analysis space), while these methods have their own shortfalls and projects suffer because of the methodology, many leaders still believe that by following tradtional process their problems would be solved. Through this experience report, we would like to share how Visualisation and Agile Practices rescued the waterfall project from depleting Customer Confidence and Quality of Service Delivery.

    The Project team of 9 members distributed at onsite and offshore was involved in maintenance / enhancement type of work for a large Investment Bank with several new features being implemented as change requests. Team’s responsibility starts from Analysis to Deployment into Production for the work comes in ad-hoc manner. The issues and challenges by project teams were

    • Longer duration to complete the change requests and ensuring an on-time delivery
    • Low Customer Satisfaction and Quality of Deliverable.
    • Proactively manage application issues despite higher experience of team.
    • Low employee morale
    • Lack of senior management participation and constant fire fighting with the customer.

    Project team focused on 3 areas

    Business/Client IT team

    • Prioritize the change requests by highest business/end user value (Input Cadence)

    • ‘Drive’ the development efforts to incrementally deliver

    Teams

    • Focused on speed in delivering change request by eliminating waste

    • Focused on enhancing knowledge sharing by Collaboration using Visualisation Boards and daily stand up meeting

    • Focus to Deliver right at First Time

    Management

    • Focus on the value stream (cycle time)

    • ‘Drive’ Continuous Improvement (Kaizen)

    • Manage impediments , making blockers visible

    Within 3 months of time after team started adopting the Visualisation and Agile practices the teams and senior management could see the improvement in the areas of 

    1. Increase in Balance Score Card scores from 4 to 6.5 and many areas scored 7.0/7.0
    2. Productivity improvement by 25%

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  • Liked Balaji.M
    keyboard_arrow_down

    Visualization and Agile Practices to the Rescue of Traditional Project

    Balaji.M
    Balaji.M
    Srinath Chandrasekharan
    Srinath Chandrasekharan
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    We are from Large Indian IT Services organisation where most of the projects follow traditional/waterfall ways of working and the mindset of the senior management is also used to this way of working for all project types (Application Maintenance, Minor Enhancement, Bug Fixing and L3 Analysis space), while these methods have their own shortfalls and projects suffer because of the methodology, many leaders still believe that by following tradtional process their problems would be solved. Through this experience report, we would like to share how Visualisation and Agile Practices rescued the waterfall project from depleting Customer Confidence and Quality of Service Delivery.

    The Project team of 9 members distributed at onsite and offshore was involved in maintenance / enhancement type of work for a large Investment Bank with several new features being implemented as change requests. Team’s responsibility starts from Analysis to Deployment into Production for the work comes in ad-hoc manner. The issues and challenges by project teams were

    • Longer duration to complete the change requests and ensuring an on-time delivery
    • Low Customer Satisfaction and Quality of Deliverable.
    • Proactively manage application issues despite higher experience of team.
    • Low employee morale
    • Lack of senior management participation and constant fire fighting with the customer.

    Project team focused on 3 areas

    Business/Client IT team

    • Prioritize the change requests by highest business/end user value (Input Cadence)

    • ‘Drive’ the development efforts to incrementally deliver

    Teams

    • Focused on speed in delivering change request by eliminating waste

    • Focused on enhancing knowledge sharing by Collaboration using Visualisation Boards and daily stand up meeting

    • Focus to Deliver right at First Time

    Management

    • Focus on the value stream (cycle time)

    • ‘Drive’ Continuous Improvement (Kaizen)

    • Manage impediments , making blockers visible

    Within 3 months of time after team started adopting the Visualisation and Agile practices the teams and senior management could see the improvement in the areas of 

    1. Increase in Balance Score Card scores from 4 to 6.5 and many areas scored 7.0/7.0
    2. Productivity improvement by 25%