Seven tales from an Ever-invigorating Agile Development Group

The constant quest in one’s mind to find Nirvana, of excelling the way we work, is never ending. Starting to do scrum is only the beginning of 'Being agile'. 'Being agile' attributes to constantly re-inventing and improving the way we develop software.

We would like to present a case study of a development group that has adopted agile, and not shied away from trying newer things to keep scrum adoption true to the spirit of agile. We would discuss seven most powerful initiatives we practised over last 6 years to keep our developers and business excited about being agile and maximizing business value delivered. These initiatives defined the way we constantly evolved, got the new joinees of this group into the culture of agility and ensured that we are relevant to the need of hour.

This talk would comprise of motives behind thinking about these initiatives, vision, road map as well as the way we executed them by engaging our whole development group. We would also like to highlight challenges we faced, and the benefits we derived out of these initiatives.

 
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Outline/structure of the Session

This is a case study of an Enterprise Development group that adopted Agile-Scrum in 2006. The enterprise development group is about 400 developers and the support group is another 100 odd engineers. It consists of several smaller scrum teams typically 25-30 at a time.

The way we do scrum has surely changed a lot over last few years and these changes have helped us sustain agility.

It involved how we scaled from a couple of smaller teams piloting a concept to broadcasting it to the whole group. Sustaining the agility while handling the constant churn of people typical of the IT Industry is another part of it. Some colleagues mature in Agile principles move on to pursue other interests in career while a load of newcomers whether rookies or experienced join the party only to start learning Agile and practicing. The initiatives we would speak about are all about how we sustain and scale thw culture of agility in such an environment.

It is this quest to constantly reinvigorate ourselves that marks our journey from Good to Great. In this talk, we would like to talk about the seven initiatives that defined and re-defined the way we work and be agile.

The initiatives broadly covered our focus areas of People-Process-Technology

  • People – Through initiatives circled around people development, we aimed to Involve and Engage people in this constant quest to achieve excellence in software development. These involved quite a few innovative events and games that kept the people excited about being agile.
  • Process – Revise and Refine process of using Scrum to be truly agile. This involved redefining the length of sprints and releases, revising roles on team, revisiting the way we involve our sponsors, re-energizing our retrospectives and so on.
  • Technology – A lot of focus on engineering practices, and Automation played an important role in complimenting and sustaining the scrum adoption in the Enterprise, freeing up the developers to concentrate on sprinting and churning out value to business.

We hope to pass on the infectious energy we derived out of these initiatives to the audience, so they could walk back with few ideas to try in their own development groups.

Learning Outcome

Key Takeaways for the Audience:

  • Learn from challenges, execution, and lessons learnt while thinking through and practising the seven ideas in our Enterprise
  • Walk away with ideas for reinvigorating the scrum implementation within their development groups
  • Share experiences on their journey of scrum, and discuss the challenges faced

Target Audience

Program Managers, Developers, Product Owners, Scrum Masters

schedule Submitted 3 years ago

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comment Comment on this Proposal
  • Ellen Grove
    By Ellen Grove  ~  3 years ago
    reply Reply

    This is a great proposal for what I think will be a lively and interesting session. My only question about it is how it relates to the Scaling Adoption Theme - is the Enterprise Development group a small team or a number of different teams?  If you could elaborate on this point it would help to determine which theme this topic might fit best under. 

    • Yashasree Barve
      By Yashasree Barve  ~  3 years ago
      reply Reply

      Thanks for your interest in the topic. 

      The enterprise development group is about 400 developers and the support group is another 100 odd engineers. It consists of several smaller scrum teams typically 25-30 at a time.

      My Proposal is about various things we did to keep up the quest of being agile. It involved how we scaled from a couple of smaller teams piloting a concept to broadcasting it to the whole group. Sustaining the agility while handling the constant churn of people typical of the IT Industry is another part of it. Some colleagues mature in Agile principles move on to pursue other interests in career while a load of newcomers whether rookies or experienced join the party only to start learning Agile and practicing. The initiatives we would speak about are all about how we sustain and scale thw culture of agility in such an environment.

      Hope this explains your question. Please let me know in case you have any other thoughts.

       


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