Large systems integration projects form a large majority in typical corporate IT departments. With growing agile methodology adoption and its proven success rate in small / mid – sized projects there is a strong interest in case studies where teams have scaled Agile for XL size project execution

Such large integration projects warrant natural complexities and teams rely on scaling existing agile practices to be able to up their game. As these projects are high risk / high value candidates, it is critical that project teams deliver them smoothly while rallying various stakeholders involved.

This session would describe how agile principles can be elastic enough to help teams achieve just that!

It describes exactly which agile principles have helped me (more than others) to influence my Product Owner-ship on my big, fat COTS application product tied to many upstream / downstream systems and even more stakeholders

 
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Outline/structure of the Session

  1. Define complex projects – this would set context of specific business environment I am referring to
  2. Describe complexities involved – to explain why complex projects are not simple
  3. How agile helps – this part of the session would highlight which agile practices are influential and should be customized to fit specific needs of such mega – projects
  4. Why agile helps – to describe why, really, are said agile principles able to find relevance in such complex business environment

Learning Outcome

  1. What are typical traits of XL sized integration projects
  2. How various stakeholders involved have varied stakes invested in such programs
  3. Influences of conflicts / power struggles due to competing priorities from different departments on project team
  4. How agile practices, that are successful with small teams, can be scaled up to find success in such complex business environment
  5. Why are these agile principles so successful

Target Audience

Product Owners, Scrum masters. Team working on large, complex integration projects

schedule Submitted 4 years ago

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  • Ellen Grove
    By Ellen Grove  ~  4 years ago
    reply Reply

    This looks like an interesting experience report, and I liked your slides from your early presentation on rocking the PO role.  Can you provide a little more context here about the size/complexity of your XL sized project?  Thanks!

    • Amoli Upadhye
      By Amoli Upadhye  ~  4 years ago
      reply Reply

      Sure Ellen.

      My project is an ERP product upgrade and its primary goal is to ensure users and business enjoy the benefits of investments made. For eg - shorter process closures, easier reconciliation of data, better reporting, lesser customization etc.

      Size -

      Business users are primarily located in US, Germany and India

      It has a staff of ~ 50 back-office users using it 12 X 5

      We have a development team of 10 developers working actively on bug fixes / production critical items

      Almost all of our portfolio budget is allocated to this project

      Complexities -

      1. Too many stakeholders - makes it difficult to have one communication plan / user acceptance mechanisms

      2. Has multiple upstream and downstream applications tied to it - it means our interfaces gotto absorb new functions / enhancements introduced to them

      3. No one single person has enough knowledge to provide all the requirements we need - thus, PO team is introduced

      Hope this helps. Thanks - Amoli


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