Structuring Enterprise Agile in a Traditional Delivery Organization
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:
- 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?
- Change budgeting and resource cycles from yearly cycles to smaller sprint aligned measures.
- 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.
Outline/structure of the Session
The session will be structured into two halves of roughly equal time, and will present real-world examples to address:
Managing Delivery with Agile:
- What are the benefits and pitfalls for delivery managers? How do traditional Dev / QA structures along with Deployment and Configuration Management need to change?
- What are the fear-driven impediments that must be addressed?
- For those used to a hierarchy, how can non-authoritative communication, and collaboration while not being in the team be introduced, without the fear of losing control?
- Slotting roles like Architects, UX designers and how to manage them, given that the traditional appraisal and reward systems in large IT services companies will not change simply because the project moves to Agile.
Transformation of offshore organizations into Agile:
- Mindset changes needed in all managerial positions of delivery organizations
- Coaching needed for first line managers and team leads
- Pulling a team together to succeed with Agile.
Better understand the challenges that can be expected when moving to Agile in IT services companies, as well as take away approaches and examples to manage the transition successfully.
This session will be of interest to anyone from IT services who is or will be moving from waterfall to Agile.
schedule Submitted 3 years ago
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Planning For and Delivering Quality in Large Scale Enterprise Agile DevelopmentAvinash Rao
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Success in large enterprise software development depends on delivering capability and Qualities as much as functionality. In larger programs, given that Agile makes it easy to develop functionality quickly, building Qualities like performance and resilience in enterprise Agile needs deliberate and focused effort and planning.
Traditionally, Agile development tended to be smaller, contained (geographically as well as in size), allowing for Quality to be in built and monitored every iteration in the delivery of Agile projects. As Agile goes mainstream and more enterprise programs and IT development is Agile, more attention needs to be paid to the –ilities that will determine success or failure in the Enterprise.
Based on experiences from a geographically distributed, multi-year, multi-vendor 30+ million USD Agile product development that the author program manages, this session highlights the vulnerable areas that impact Agile Quality in large enterprise programs:
- 'We'll figure it out as we go along' Architecture;
- Evolution in corporate security and IT governance guidelines;
- The Agency problem between the needs of the business and the representatives of the business;
- The temptation to build functionality quickly to demonstrate progress.
For each area of vulnerability, the session will provide guidance and ways and means to manage the risk of lowered Quality.