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:

  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.

 

 
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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.

 

Learning Outcome

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.

Target Audience

This session will be of interest to anyone from IT services who is or will be moving from waterfall to Agile.

schedule Submitted 4 years ago

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  • Ravi Kumar
    By Ravi Kumar  ~  4 years ago
    reply Reply

    Hi Jayathirtha,

     

    Thanks for submitting your proposal.

     

    The topic is good is I am sure many especially from the IT Services comapny will show interest. That said, going through the process section which outlines the challenges there is not much on the 'How' aspect for the change. It will be good to see a revised proposal with few changes that you have incorporated that has aided in changing traditional delivery into agile.

    It will help if you can share presentation/links on articles, blogs on this topic if any.

     

    Best regards,

     

    Ravi

    • Jayathirtha Rao
      By Jayathirtha Rao  ~  3 years ago
      reply Reply

      Hi Ravi, updated with scenarios and specific items that we will address.

      thanks, Jay

  • Raja Bavani
    By Raja Bavani  ~  4 years ago
    reply Reply

    Dear Jaythirtha,

    The intent of your proposal is clear. However, it needs more data points or specifics. Is this about aligning existing organizational structures?  Or is it more than that?  What are the one or two issues or challenges for which you are going to provide solutions that worked well?  Is there a case study, presentation, article or blog on this?

    You have pasted from abstract into  process section. You can remove this duplication. Let it be crisp. Call out the two or three or four factors that you would like to focus in this session. That will help reviewers and program committee members.

     

    Regards,

    Raja 

     

    • Jayathirtha Rao
      By Jayathirtha Rao  ~  3 years ago
      reply Reply

      Hello Raja, updated proposal to remove duplication as well as have provided scenarios for which we will present solutions from experience. thanks, Jay


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    Avinash Rao - Planning For and Delivering Quality in Large Scale Enterprise Agile Development

    Avinash Rao
    Avinash Rao
    Program Director
    Mindtree UK
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    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.