• Harish Krishnaswamy
    Harish Krishnaswamy
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    The webMethods R&D division of Software AG (wM) produces industry-leading enterprise products focused on application integration, business process integration and B2B partner integration. This division with more than 450 engineers across 7 locations in the world embarked on the journey of adopting Agile and Lean Software Development practices in 2010.

    The Pain

    The wM business line consists of about 40 Scrum teams delivering more than 30 enterprise products that constitute the webMethods suite across 7 locations in the world. Circa 2007, the suite was a loose collection of multiple products individually developed by teams, many of which were brought together by M&As. It was a hard, painful challenge to integrate and test these products as a single suite and synchronizing major releases. The teams embraced Scrum as the development model - a useful first step but still far from guaranteeing predictability, high standards of quality and productivity at the suite level.

    The Challenge

    • Align multiple, small scrum teams distributed over many locations to one Suite Backlog. Focus them on delivering an integrated Suite by modeling an assembly line from a Lean Manufacturing system. The teams develop and contribute to a single value stream with continuous flow and deliver potentially shippable Suite Build Sets in predictable intervals (4-6weeks).

    • Retain the simplicity of the ‘Agile model’. Allow teams to grow at their pace. The teams work off their individual team backlogs, the suite complexities and priority conflicts largely hidden from them. They experiment with their processes, drive their own local changes and share the learning with the other teams.

     Success:

    Since embracing Lean and Agile practices, we have delivered three successful major Suite releases on time with measured quality. The customer situation has dramatically improved with steadily decreasing customer incidents, response times and hot escalations. More than a 100,000 automated regression tests  verify the suite and we have a potentially shippable Suite build set every 4-6 weeks guaranteeing the highest standards of quality. For faster value delivery, we are now transitioning to 6-monthly releases – the first of which is due to roll out in Q4 2013.

    In this Experience report, I focus on how we aligned scrum teams operating from Germany, U.S, Bulgaria and India to a single backlog, a continuously integrated Suite and a potentially shippable single build set delivered every 4-6 weeks. We will look at the challenges we faced, custom solutions and processes that we designed to realize the Single Suite Vision.

  • Liked Sudipta Lahiri
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    Capacity Planning for Dynamic Teams

    Sudipta Lahiri
    Sudipta Lahiri
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Fixed price (and fixed scope) projects dominate the offshore industry. These projects have offshore/onsite teams. They often have large team size (over 100s of people in one team).

    Agile thinking uses team velocity/ throughput and uses that to project an end date (Kanban system) or how much scope can be accomplished in a given time duration (number of sprints in SCRUM). They assume a stable team. However, this is not applicable for projects. They experience resource and productivity ramp-up issues. Often, resources keep changing as new projects come in. Projects do not have past velocity or throughput data. Extrapolating historical data from other similar projects, though possible, is inaccurate for multiple reasons.

    This talk is based on our experience of working with such project teams. They want to adopt agile methods. We show how they can adopt the Kanban Method and yet do: A) Initial Capacity Planning B) Assess the impact of scope creep to the project end date.

    The session assumes a basic understanding of the Kanban method.

  • 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%

  • Vinod Sankaranarayanan
    Vinod Sankaranarayanan
    Pravin Kumar Thakur
    Pravin Kumar Thakur
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    After more than 5 years of supporting the thetrainline.com platform, ThoughtWorks worked with The Trainline teams to transfer knowledge and context  back to the Trainline Teams.

    This methodology was co-created by ThoughtWorks and Trainline as a healthy sustainable and mature way to transfer knowledge. The transition itself was about a year long and involved multiple agile concepts around remote pairing, program MVP and above all, continuous delivery and non-disruption to business through the process.

    This presentation would take the audience through the experiences and learnings of the process. This session is co-presented by ThoughtWorks and Trainline (vendor and customer) and will provide an insight across multiple spectrums of delivery and business.

  • Liked Raja Bavani
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    A Principle-Centered Approach to Distributed Agile (OR) Distributed Agile: Ten Guiding Principles

    Raja Bavani
    Raja Bavani
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    The challenges in distributed agile can be seen under three broad categories viz., a) Communication and Coordination, b) Time Zone Differences and c) Issues related to People, Culture and Leadership Style. Successful teams consciously adhere to certain principles and it is their principle-centered approach that helps them face such challenges and deliver the best.

    Steven Covey wrote: "Principles always have natural consequences attached to them. There are positive consequences when we live in harmony with the principles. There are negative consequences when we ignore them. But because these principles apply to everyone, whether or not they are aware, this limitation is universal. And the more we know of correct principles, the greater is our personal freedom to act wisely." This is true in all situations of life and it includes application of agile methods in geographically distributed teams too.

    This session is to present the ten principles and elaborate 3-4 principles learned through experience in working with project teams and interactions with industry experts, and applied for more than a decade. These ten principles are above and beyond agile manifesto and agile principles. These are related to areas such as context-specific methodology, tools for productivity improvement, infrastructure for communication and coordination, knowledge management, focus on quality, inclusion, collaborative governance, automation, technical debt management, iteration progression and ensuring early success.

  • Liked Ravi Kumar
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    Evolutionary Approach for Maturing Agile Adoption in IT Services

    Ravi Kumar
    Ravi Kumar
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Change is a necessity and fact of organization sustenance and survival. Some changes are quite disruptive while others evolve gradually. Agile when compared to the many of the other models is radical and requires some fundamental shifts both in culture and traditional management practices. The Indian IT Services industry is at the crossroads of change with a heavy influx of agile projects in the recent past. Effective change in the context of agile with a heavy baggage from the past makes it harder. Business still has to continue and projects must be executed; so how do we go about an effective agile adoption/transition.

    This talk will try and look into the complexity and inhibitors of successful agile adoption in a typical large IT Services organization and questions the viability of certain agile methods such as Scrum and XP. We will explore why evolutionary methods such as Lean/Kanban are better fit and the necessity for evolutionary software development such as emergent design as a core premise for delivering Professional Software Development Services. Finally we also challenge the current status quo that is detrimental to a meaningful agile adoption and suggest few positive changes with Agile IT Services Manifesto.

  • Liked Abhilash Chandran
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    Retrospectives with large projects and (or) multiple teams

    Abhilash Chandran
    Abhilash Chandran
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Retrospectives are the one of the most integral components of any agile methodology.  In scrum a retrospective is typically done after each sprint. This process is simple if team is small or only one team is working on a product. The problem starts increasing exponentially when many teams work on a single product. All the teams have ideas to improve the process and production.  One team may have an entire opposite idea of another. How to bridge this gap?

    Last project executed across different teams (onsite & offshore) and different departments was not a great success. How to learn from the past failures and apply it to future projects?

    In this discussion, I will be talking about some the points which can be easily followed in such scenarios. 

    Why did we did this?

    Normally in a scrum environment we have a single team with Product Owner; they do the retrospectives within team. Team identifies the issues and work on them. Many team falls into this category. It is pretty simple

    Let’s complicate this further.

    • A big product with 10 scrum team
    • Each Team has different PO

    Apart from these main stake holders there are many others who are interested in the success of this application

    • Sales team
    • Documentation team
    • UI design team
    • Architecture and performance team

    In such a scenario, a retrospective at team level will be effective only at granular level. But it leaves a gap in few areas; it helps to bring all the teams together for one big retrospective

    • Apply the improvements made at each team level to the whole program
    • A team's retro action item against the process followed by another team can be discussed at a higher level to find an optimal solution
    • Sometimes two team's retrospective action items may be contradictory. This gathering may point a third solution
    • Sr Product owners and manager will get all the teams together. A common focus and improvement plan can be shared across teams.
    •  All team gets to know about the key concerns at the program level and with other teams.
    • Ultimately it gave a feeling of one big family.

    My experience

    Last large retro organized in our group was a big success. The sales team & architecture team had many ley lessons to take back from this meeting.  Many issues were bought out which could have been solved with better co-ordination across team.  Concrete action plans were made by team for the subsequent release.  Some of the key findings were shared across other program teams also.

  • Liked Vinodhini
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    Robotic Warehouses, Alien Domain, Offshore developers, Visionary customer : Saved by agile

    Vinodhini
    Vinodhini
    Thushara Wijewardena
    Thushara Wijewardena
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Here is a case study of how agile outsourcing can be practically applied even when the business domain is very complex and alien to offshore teams.
    The example is a project in which Exilesoft provided for a leading Norwegian producer of Robotic warehousing solutions. The project involved transforming their legacy application, produced using multiple suppliers and methods, into a newly cast application solution. This project also had its own share of typical challenges.

    • Lacked definitive and reliable documentation,
    • Domain knowledge was limited to a few very busy individuals,
    • Development and redeployment could not interrupt attention to current customers,
    • Complexity was high and design was fragmented, and
    • Focus heavily invested on current product and customer support

    These limitations along with the lack of understanding of agile methods strongly suggested the use of a method adaptive in nature, and not heavily vested in large inflexible legacy elements.
    We commenced the engagement with two pivotal elements; client awareness (agile orientation) and a roadmap of committed involvement. To lay credibility this had to be backed up with proven result delivery in the very early stages. It allowed for flexible adaption, and the creation of an atmosphere that fostered client interest.

    During this session, we will take the audience through a small video clipping of such a warehouse. We will elaborate how the customer and offshore developers worked together using agile in a highly integrated team collaboration model to achieve success within a very short time frame.

    The session will cover the following key areas:

    How such projects can be initiated

    - What type of team model and contract type we used

    - How we did the agile transformation with the customer

    - How the roles were assigned between offshore and onshore team members

    - To improve remote collaboration the tools and techniques we used

    - Techniues learned to get teams up to speed with the new domain

    - As we go along, the process changes we identified and implemented to make things work better.

    - Agile engineering practices and team dynamics that helps in such situations

  • Liked Balaji Ganesh N
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    Using Lean in Application Development to achieve competitive advantage and customer delight

    Balaji Ganesh N
    Balaji Ganesh N
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Executing add-on Application Development (AD) projects end to end is quite challenging. More so, if the same is executed under risk-reward model. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. 20 to 25 percent don’t provide ROI and up to 50 percent require material rework. 

    With competitive pricing and cut throat competition eroding margins and denting market share, cost of delivery reduction with best in class quality has become an imperative for any service company in the IT outsourcing space.

    This case study shares the experience of an AD project (team size 40) in the Insurance domain completed over a period of 9 months (including warranty phase), with a geographic spread across 4 different locations. The team had end to end responsibility right from requirements gathering to System Integration Testing. The add-on functionality developed was rolled out to 5 states spanning 2 different releases. The team leveraged LEAN Six Sigma techniques (DSM, OA, Visual Controls, Mistake Proofing) for culture building, effective change management, early feedback, rework reduction through effective in-process defect reduction and doing things right the first time, resulting in increased customer goodwill, reward payments, enhanced business and high employee satisfaction. The project was flawlessly executed under the risk reward model with best in class quality, maintainability and scalability within the specified schedule.

  • Ebin John
    Ebin John
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.

    We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.

    I would like to share the way we have changed our transformation pattern after learning about the impact of the culture. Will discuss about the best practices as well as challenges we face now.

  • Liked Carlos Lopes
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    Multiple projects, different goals, one thing in common: the codebase!

    Carlos Lopes
    Carlos Lopes
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Are you developing new functionalities into branches? Have you ever experienced the pain of merging the changes into trunk? The so called "merge hell" is one of the first and probably the most important smell that tells you've been abusing of your source control manager branching capabilities and, most likely, hurting your productivity and your code quality as well. In order to move towards a continuous delivery approach, the practice of trunk based development suggests ways to avoid this type of issues among others like inconsistent feature sets, code that stays in an undeployable state for a long time, regressions introduced by semantic differences that arise during those joyful merging sessions, integration surprises with the other features, and the like. Even if you are not a developer on your team you will benefit from the examples and techniques presented.

  • Liked Pooja Wandile
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    Meeting the challenges of agile principles: An offshore Scrum Master perspective

    Pooja Wandile
    Pooja Wandile
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    The 12 agile principles lay the foundation for a successful agile team and deliver a product that meets customer satisfaction. Every principle is an absolute necessity to build great software and great teams. While these principles have stood the testimony of time over a decade now, much has changed the way we build and deliver software, especially from an offshore perspective. Adoption of agile methods does not simply imply a framework or a process implementation, but it goes beyond that.

    In this talk, I share the experience of a Scrum Master, who in hindsight, look at the challenges such as lack of trust, micro management, lack of technical excellence, managing stakeholder’s expectations etc. and the impact on team’s performance. This is the result of ignoring agile values and principles which could have been avoided. Lastly, we look at the actions taken by the team and Scrum Master to turn on the challenges into a win-win situation for both onshore and offshore teams and become one of the successful agile teams.  

     

  • Liked Gopinath R
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    3Cs for Agile Project Success - Critical Success Factors & Proven Practices

    Gopinath R
    Gopinath R
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Agile methodologies are gaining wider acceptance in Software Development and Testing due to its inherent values like Accelerate Time to Market, Eliminate Waste and flexible to adapt changes quickly. Agile practices emphasis on effective communication, collaboration and customer involvement for addressing the challenges in developing the product in dynamic business environment due to fast changing requirements. The co-location of project teams and high customer interaction throughout the project helps in achieving effective communication, team and customer collaboration.

     In an outsourced or offshore Software development, teams are geographically distributed to develop products in a collaborative and cost-effective manner by better utilization of global talents. Adopting agile methodologies helps in better ROI by developing quality products as per changing market needs in short span. Adopting Agile in global software development shall pose few challenges due to wider geographical distance, time zone differences, and cultural aspects and so on.

     

    This paper presents 3Cs – Communication, Collaboration and Customer Involvement as Critical Success Factors that need to be considered while implementing Agile for Global Software Development. It also details proven practices to address the challenges due to distributed agile software development. This paper is based on Author’s experience in executing Outsourced Product Development engagements using Distributed Agile Methodologies for co-creating Telecom products

  • Liked Ravi Kumar
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    Evolutionary Approach for Maturing Agile Adoption in IT Services

    Ravi Kumar
    Ravi Kumar
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Change is a necessity and fact of organization sustenance and survival. Some changes are quite disruptive while others evolve gradually. Agile when compared to the many of the other models is radical and requires some fundamental shifts both in culture and traditional management practices. The Indian IT Services industry is at the crossroads of change with a heavy influx of agile projects in the recent past. Effective change in the context of agile with a heavy baggage from the past makes it harder. Business still has to continue and projects must be executed; so how do we go about an effective agile adoption/transition.

    This talk will try and look into the complexity and inhibitors of successful agile adoption in a typical large IT Services organization and questions the viability of certain agile methods such as Scrum and XP. We will explore why evolutionary methods such as Lean/Kanban are better fit and the necessity for evolutionary software development such as emergent design as a core premise for delivering Professional Software Development Services. Finally we also challenge the current status quo that is detrimental to a meaningful agile adoption and suggest few positive changes with Agile IT Services Manifesto.

  • Liked Raja Bavani
    keyboard_arrow_down

    A Principle-Centered Approach to Distributed Agile (OR) Distributed Agile: Ten Guiding Principles

    Raja Bavani
    Raja Bavani
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    The challenges in distributed agile can be seen under three broad categories viz., a) Communication and Coordination, b) Time Zone Differences and c) Issues related to People, Culture and Leadership Style. Successful teams consciously adhere to certain principles and it is their principle-centered approach that helps them face such challenges and deliver the best.

    Steven Covey wrote: "Principles always have natural consequences attached to them. There are positive consequences when we live in harmony with the principles. There are negative consequences when we ignore them. But because these principles apply to everyone, whether or not they are aware, this limitation is universal. And the more we know of correct principles, the greater is our personal freedom to act wisely." This is true in all situations of life and it includes application of agile methods in geographically distributed teams too.

    This session is to present the ten principles and elaborate 3-4 principles learned through experience in working with project teams and interactions with industry experts, and applied for more than a decade. These ten principles are above and beyond agile manifesto and agile principles. These are related to areas such as context-specific methodology, tools for productivity improvement, infrastructure for communication and coordination, knowledge management, focus on quality, inclusion, collaborative governance, automation, technical debt management, iteration progression and ensuring early success.

  • Liked Abhilash Chandran
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    Retrospectives with large projects and (or) multiple teams

    Abhilash Chandran
    Abhilash Chandran
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Retrospectives are the one of the most integral components of any agile methodology.  In scrum a retrospective is typically done after each sprint. This process is simple if team is small or only one team is working on a product. The problem starts increasing exponentially when many teams work on a single product. All the teams have ideas to improve the process and production.  One team may have an entire opposite idea of another. How to bridge this gap?

    Last project executed across different teams (onsite & offshore) and different departments was not a great success. How to learn from the past failures and apply it to future projects?

    In this discussion, I will be talking about some the points which can be easily followed in such scenarios. 

    Why did we did this?

    Normally in a scrum environment we have a single team with Product Owner; they do the retrospectives within team. Team identifies the issues and work on them. Many team falls into this category. It is pretty simple

    Let’s complicate this further.

    • A big product with 10 scrum team
    • Each Team has different PO

    Apart from these main stake holders there are many others who are interested in the success of this application

    • Sales team
    • Documentation team
    • UI design team
    • Architecture and performance team

    In such a scenario, a retrospective at team level will be effective only at granular level. But it leaves a gap in few areas; it helps to bring all the teams together for one big retrospective

    • Apply the improvements made at each team level to the whole program
    • A team's retro action item against the process followed by another team can be discussed at a higher level to find an optimal solution
    • Sometimes two team's retrospective action items may be contradictory. This gathering may point a third solution
    • Sr Product owners and manager will get all the teams together. A common focus and improvement plan can be shared across teams.
    •  All team gets to know about the key concerns at the program level and with other teams.
    • Ultimately it gave a feeling of one big family.

    My experience

    Last large retro organized in our group was a big success. The sales team & architecture team had many ley lessons to take back from this meeting.  Many issues were bought out which could have been solved with better co-ordination across team.  Concrete action plans were made by team for the subsequent release.  Some of the key findings were shared across other program teams also.

  • Liked Caleb Brown
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    A Distributed Scrum Challenge: How We Turned Certain Failure into Success

    Caleb Brown
    Caleb Brown
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

    What happens to a software product when its development is moved from Seattle to Chennai, its team is cut down to four people, and it is given to a first-time product owner located on the other side of the world from his team? Against the odds, and using Scrum and Agility, Nithya Thirugnanasundaram and Caleb Brown not only rose to the challenge, they doubled product sales and increased the renewal rate from 47% to 92%. In this experience report, you will learn the specific practices Nithya and Caleb used to overcome challenges such as communication, quality, tasking, interruptions – and never having met face-to-face. You will leave understanding the Agile practices that led this team to success, including having a strong commitment to practicing Scrum, being able to see completed work, and reviewing the UATs, as well as the vital roles played by the Scrum Master and Product Owner. 

  • Liked Gopinath R
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    3Cs for Agile Project Success - Critical Success Factors & Proven Practices

    Gopinath R
    Gopinath R
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Agile methodologies are gaining wider acceptance in Software Development and Testing due to its inherent values like Accelerate Time to Market, Eliminate Waste and flexible to adapt changes quickly. Agile practices emphasis on effective communication, collaboration and customer involvement for addressing the challenges in developing the product in dynamic business environment due to fast changing requirements. The co-location of project teams and high customer interaction throughout the project helps in achieving effective communication, team and customer collaboration.

     In an outsourced or offshore Software development, teams are geographically distributed to develop products in a collaborative and cost-effective manner by better utilization of global talents. Adopting agile methodologies helps in better ROI by developing quality products as per changing market needs in short span. Adopting Agile in global software development shall pose few challenges due to wider geographical distance, time zone differences, and cultural aspects and so on.

     

    This paper presents 3Cs – Communication, Collaboration and Customer Involvement as Critical Success Factors that need to be considered while implementing Agile for Global Software Development. It also details proven practices to address the challenges due to distributed agile software development. This paper is based on Author’s experience in executing Outsourced Product Development engagements using Distributed Agile Methodologies for co-creating Telecom products

  • Liked Maris  Prabhakaran
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    Unity in diversity - ScrumMaster/AgileCoach in Indian IT service company

    Maris  Prabhakaran
    Maris Prabhakaran
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    India is culturally, linguistically and ethnically diverse culture and it is an amalgamation
    of these diverse sub-cultures.IT service companies having offices in diverse culture
    in India (Delhi,Chennai,Bangalore,Hyderabad,Cochin,Pune) have multicultural Challenges for
    Agile coach/Scrum master.

    + Distributed global team and client culture also added with challeging complex environment.

    What are the challenges faced in IT service companies by scrum master and Coach?

    How smart the Scrum Master/Coach have to be,to coach and train the team for the different
    cultural context.

    Will share Different technique and methods used to motivate the team for multicultural team.

    This session will provide challenges and  the sussessful technique implemented in Indian IT services industry  will be shared.

  • Liked Chandan
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    Agile kills Quality? Innovation? but Speed

    Chandan
    Chandan
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    Agile software process helping organization to speed of delivery(Execution Speed) with right solution but how about quality and creativity?

    my Business managers says - "We need to come up with a product in shorter cycle time?time to market has to reduce "

    Some group has decided that many features simply must appear in the next cycle, even though they are conflicting or there is a real resource problem, be it human or machine.Strong personalities are pushing for everything right now, and there seems to be no way around having to deliver it even though these requirements were just delivered and the true scope is not known.

    This situation are common and freqent in the organization.
    Team members are working on sprint after sprint and producing work product.How much time team is focusing for refactoring about the product and its quality.


    With distributed agile team, developers are scattered geographically, separate location and test team are from India ,how to resolve quality problem? with the "follow sun" concept in development process for faster to market the product how to resolve quality issue? how much time team is able to spend on creative and innovative solution when who team focusing is on speed of execution?

  • Liked Prashant Sagar
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    Fixed FAIL Projects - Failure guaranteed!

    Prashant Sagar
    Prashant Sagar
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    After having seen multiple projects fail, I was intrigued to research on if there are any patterns to avoid. 

    Customers dint clearly define what they value most and Vendors dint ask.

    Who do you blame?
    Customers find it easy to blame Vendors while Vendors fall back on the signed documents and dont shy away either from the blame game. 

    When both Customers and Vendors are losing, why are we not changing our game?

    Learn from one person's experience to avoid burning hands, missing projectd deadlines, missing requirements and to avoid going through exhaustive mud slinging litigations.

     

     

  • 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%

  • Harish Krishnaswamy
    Harish Krishnaswamy
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    The webMethods R&D division of Software AG (wM) produces industry-leading enterprise products focused on application integration, business process integration and B2B partner integration. This division with more than 450 engineers across 7 locations in the world embarked on the journey of adopting Agile and Lean Software Development practices in 2010.

    The Pain

    The wM business line consists of about 40 Scrum teams delivering more than 30 enterprise products that constitute the webMethods suite across 7 locations in the world. Circa 2007, the suite was a loose collection of multiple products individually developed by teams, many of which were brought together by M&As. It was a hard, painful challenge to integrate and test these products as a single suite and synchronizing major releases. The teams embraced Scrum as the development model - a useful first step but still far from guaranteeing predictability, high standards of quality and productivity at the suite level.

    The Challenge

    • Align multiple, small scrum teams distributed over many locations to one Suite Backlog. Focus them on delivering an integrated Suite by modeling an assembly line from a Lean Manufacturing system. The teams develop and contribute to a single value stream with continuous flow and deliver potentially shippable Suite Build Sets in predictable intervals (4-6weeks).

    • Retain the simplicity of the ‘Agile model’. Allow teams to grow at their pace. The teams work off their individual team backlogs, the suite complexities and priority conflicts largely hidden from them. They experiment with their processes, drive their own local changes and share the learning with the other teams.

     Success:

    Since embracing Lean and Agile practices, we have delivered three successful major Suite releases on time with measured quality. The customer situation has dramatically improved with steadily decreasing customer incidents, response times and hot escalations. More than a 100,000 automated regression tests  verify the suite and we have a potentially shippable Suite build set every 4-6 weeks guaranteeing the highest standards of quality. For faster value delivery, we are now transitioning to 6-monthly releases – the first of which is due to roll out in Q4 2013.

    In this Experience report, I focus on how we aligned scrum teams operating from Germany, U.S, Bulgaria and India to a single backlog, a continuously integrated Suite and a potentially shippable single build set delivered every 4-6 weeks. We will look at the challenges we faced, custom solutions and processes that we designed to realize the Single Suite Vision.

  • Liked Sudipta Lahiri
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    Capacity Planning for Dynamic Teams

    Sudipta Lahiri
    Sudipta Lahiri
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    Fixed price (and fixed scope) projects dominate the offshore industry. These projects have offshore/onsite teams. They often have large team size (over 100s of people in one team).

    Agile thinking uses team velocity/ throughput and uses that to project an end date (Kanban system) or how much scope can be accomplished in a given time duration (number of sprints in SCRUM). They assume a stable team. However, this is not applicable for projects. They experience resource and productivity ramp-up issues. Often, resources keep changing as new projects come in. Projects do not have past velocity or throughput data. Extrapolating historical data from other similar projects, though possible, is inaccurate for multiple reasons.

    This talk is based on our experience of working with such project teams. They want to adopt agile methods. We show how they can adopt the Kanban Method and yet do: A) Initial Capacity Planning B) Assess the impact of scope creep to the project end date.

    The session assumes a basic understanding of the Kanban method.

  • Vinod Sankaranarayanan
    Vinod Sankaranarayanan
    Pravin Kumar Thakur
    Pravin Kumar Thakur
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    After more than 5 years of supporting the thetrainline.com platform, ThoughtWorks worked with The Trainline teams to transfer knowledge and context  back to the Trainline Teams.

    This methodology was co-created by ThoughtWorks and Trainline as a healthy sustainable and mature way to transfer knowledge. The transition itself was about a year long and involved multiple agile concepts around remote pairing, program MVP and above all, continuous delivery and non-disruption to business through the process.

    This presentation would take the audience through the experiences and learnings of the process. This session is co-presented by ThoughtWorks and Trainline (vendor and customer) and will provide an insight across multiple spectrums of delivery and business.

  • Ebin John
    Ebin John
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    This is a talk about how to identify and differentiate between Transformation and Adoption. Many change agents and companies are using this term interchangeably. This talk is a sincere effort to bring out the subtle difference between the two.

    We will also discuss about some advantages and disadvantageous of Adoption and Transformation. We will also look at some criteria to select a suitable model that can work for you. The discussion will be mainly based on Schneider model and impact of organization culture on change management.

    I would like to share the way we have changed our transformation pattern after learning about the impact of the culture. Will discuss about the best practices as well as challenges we face now.

  • Liked Carlos Lopes
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    Multiple projects, different goals, one thing in common: the codebase!

    Carlos Lopes
    Carlos Lopes
    schedule 3 years ago
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    45 mins
    Talk
    Intermediate

    Are you developing new functionalities into branches? Have you ever experienced the pain of merging the changes into trunk? The so called "merge hell" is one of the first and probably the most important smell that tells you've been abusing of your source control manager branching capabilities and, most likely, hurting your productivity and your code quality as well. In order to move towards a continuous delivery approach, the practice of trunk based development suggests ways to avoid this type of issues among others like inconsistent feature sets, code that stays in an undeployable state for a long time, regressions introduced by semantic differences that arise during those joyful merging sessions, integration surprises with the other features, and the like. Even if you are not a developer on your team you will benefit from the examples and techniques presented.

  • Liked Balaji Ganesh N
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    Using Lean in Application Development to achieve competitive advantage and customer delight

    Balaji Ganesh N
    Balaji Ganesh N
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    Executing add-on Application Development (AD) projects end to end is quite challenging. More so, if the same is executed under risk-reward model. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. 20 to 25 percent don’t provide ROI and up to 50 percent require material rework. 

    With competitive pricing and cut throat competition eroding margins and denting market share, cost of delivery reduction with best in class quality has become an imperative for any service company in the IT outsourcing space.

    This case study shares the experience of an AD project (team size 40) in the Insurance domain completed over a period of 9 months (including warranty phase), with a geographic spread across 4 different locations. The team had end to end responsibility right from requirements gathering to System Integration Testing. The add-on functionality developed was rolled out to 5 states spanning 2 different releases. The team leveraged LEAN Six Sigma techniques (DSM, OA, Visual Controls, Mistake Proofing) for culture building, effective change management, early feedback, rework reduction through effective in-process defect reduction and doing things right the first time, resulting in increased customer goodwill, reward payments, enhanced business and high employee satisfaction. The project was flawlessly executed under the risk reward model with best in class quality, maintainability and scalability within the specified schedule.

  • Liked Vinodhini
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    Robotic Warehouses, Alien Domain, Offshore developers, Visionary customer : Saved by agile

    Vinodhini
    Vinodhini
    Thushara Wijewardena
    Thushara Wijewardena
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    Here is a case study of how agile outsourcing can be practically applied even when the business domain is very complex and alien to offshore teams.
    The example is a project in which Exilesoft provided for a leading Norwegian producer of Robotic warehousing solutions. The project involved transforming their legacy application, produced using multiple suppliers and methods, into a newly cast application solution. This project also had its own share of typical challenges.

    • Lacked definitive and reliable documentation,
    • Domain knowledge was limited to a few very busy individuals,
    • Development and redeployment could not interrupt attention to current customers,
    • Complexity was high and design was fragmented, and
    • Focus heavily invested on current product and customer support

    These limitations along with the lack of understanding of agile methods strongly suggested the use of a method adaptive in nature, and not heavily vested in large inflexible legacy elements.
    We commenced the engagement with two pivotal elements; client awareness (agile orientation) and a roadmap of committed involvement. To lay credibility this had to be backed up with proven result delivery in the very early stages. It allowed for flexible adaption, and the creation of an atmosphere that fostered client interest.

    During this session, we will take the audience through a small video clipping of such a warehouse. We will elaborate how the customer and offshore developers worked together using agile in a highly integrated team collaboration model to achieve success within a very short time frame.

    The session will cover the following key areas:

    How such projects can be initiated

    - What type of team model and contract type we used

    - How we did the agile transformation with the customer

    - How the roles were assigned between offshore and onshore team members

    - To improve remote collaboration the tools and techniques we used

    - Techniues learned to get teams up to speed with the new domain

    - As we go along, the process changes we identified and implemented to make things work better.

    - Agile engineering practices and team dynamics that helps in such situations

  • Liked Anuradha Gajanayaka
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    Some say they do Scrum to be agile ...

    Anuradha Gajanayaka
    Anuradha Gajanayaka
    schedule 3 years ago
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    45 mins
    Experience Report
    Intermediate

    In the challenging context of offshore Agile Software Development, not everything in the book would work. In this experience report, I would like to discuss how the teams can tailor the current so called standard Agile methodologies/practices (within the guidelines of the Agile Manifesto), yet become successful in deliveries.

    In the session, I would like to discuss some of the agile practices the audience is using and then discuss the challenges they face when it comes to Agile Offshore Development. Then I would like to draw my experience on offshore software development projects where we successfully used Agile concepts and demonstrate how to customize those standard methodologies/practices within the Agile Manifesto Framework.

  • Liked Pooja Wandile
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    Meeting the challenges of agile principles: An offshore Scrum Master perspective

    Pooja Wandile
    Pooja Wandile
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    The 12 agile principles lay the foundation for a successful agile team and deliver a product that meets customer satisfaction. Every principle is an absolute necessity to build great software and great teams. While these principles have stood the testimony of time over a decade now, much has changed the way we build and deliver software, especially from an offshore perspective. Adoption of agile methods does not simply imply a framework or a process implementation, but it goes beyond that.

    In this talk, I share the experience of a Scrum Master, who in hindsight, look at the challenges such as lack of trust, micro management, lack of technical excellence, managing stakeholder’s expectations etc. and the impact on team’s performance. This is the result of ignoring agile values and principles which could have been avoided. Lastly, we look at the actions taken by the team and Scrum Master to turn on the challenges into a win-win situation for both onshore and offshore teams and become one of the successful agile teams.  

     

  • Liked Aruna Rajapaksha
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    Remote Pair Testing

    Aruna Rajapaksha
    Aruna Rajapaksha
    schedule 3 years ago
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    20 mins
    Experience Report
    Intermediate

    Pair testing with onshore team members enrich the quality outcome and naturally transfer the domain knowledge to offshore teams effortlessly. This practice helps to sustain clients by providing superior quality outcome for their investments.

    Best practices of distributed testing, modern tools and technologies for communication, mitigating cultural gaps, language barriers and time zone differences are subjects itself to discuss in detail.

  • Liked Jayathirtha Rao
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    Structuring Enterprise Agile in a Traditional Delivery Organization

    Jayathirtha Rao
    Jayathirtha Rao
    schedule 3 years ago
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    45 mins
    Experience Report
    Advanced

    Indian IT services companies have built large organizations that are aligned to delivering projects with waterfall or similar methodologies. While Agile clearly delivers value to clients, it is important to ensure that delivery managers understand the benefits of Agile as well as have a roadmap to change their current structures to Agile.

    In large programs, we are increasingly seeing a conversion of waterfall teams to Agile. What does this mean for delivery managers who have successfully run their teams in waterfall mode? This is an important question to address else we will encounter (as we already do in many cases) resistance to Agile adoption from delivery management.

    In this session we will provide examples of how we have addressed the problems related to this conversion, including:

    -       How to recognize anti-patterns in an organization

    -       Handling matrix based management that leads to more leads and less deliverables (waste)

    -       Dealing with teams that build it, hand off and don’t support it

    -       Typical service company culture of rotating the best people out, and leaders who should look at results but look at interim tracking instead.

    We will provide real life scenarios covering:

    1. Typical distributed agile with multiple vendors – BAs with vendor 1, Dev in their own sprints with vendor 2, QA in their own sprints with vendor 3 – how can you do a vertical slice across a project rather than silos?
    2. Change budgeting and resource cycles from yearly cycles to smaller sprint aligned measures.
    3. Change metrics to output based on business value for tracking a program and portfolio, lower metrics should be for the team to measure progress and make improvements.

     

  • Liked Manish Sinha
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    Building High Performance Distributed Scrum Teams

    Manish Sinha
    Manish Sinha
    schedule 3 years ago
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    45 mins
    Experience Report
    Intermediate

    (anonymous)

    Working with distributed teams is a necessity driven by globalization and outsourcing in today’s business world. Being effectively agile with these distributed teams is always a challenge. The challenges multiply when such teams consist of team members from different cultures working thousands of miles apart. Organizations are required to have teams that perform despite of challenges faced by such teams. They need to adapt to stay in business. But to get ahead in business, only adaptation doesn’t
    help, they need innovation as well.
    The session doesn’t cover any theoretical part of Agile but an “all practical”
    approach that has been tried, tested and verified. This session talks about how challenges with distributed teams can be transformed into opportunities for building high performance Scrum teams in distributed environment. The session shares best practices and lessons learnt with execution of Scrum in highly distributed team covering over seven different locations across geographies.
    The session will closely look at common challenges faced by distributed Scrum teams and how a simple restructuring of such teams can resolve many of these challenges. The session will put forward effective ways of building high team synergy in a cross cultural environment. The session will also cover few simple ways of using Lean techniques to identify potential improvement areas and to make impactful improvements.