GUIDING YOUR OFFSHORE CLIENT FROM WATERFALL TO AGILE: what works and how

A Scandinavian client who had bad experience with offshoring came to our doorstep. He was somewhat skeptical about offshoring but was willing to take a second chance. We had to be vigilant right from the start, it was a learning experience, a new project a suspicious customer and a watchful management… how did we handle the situation? The obstacles experienced by the team are universal. They are applicable to any team attempting to convert a client from waterfall to Agile.

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How did we initiate the project - what was the way forward?

Were we cautions or did we plunge right in?

Did we play by the rules or did we make our own?

 The learning experience of this talk is a step by step directive of how the above challenge was undertaken. The audience will be introduced to four attributes identified by the team as the four pillars of offshore agile rollout, namely being resilient, being innovative, being pro-active and being cooperative. By the end of the session the audience will understand

(i)                 how to be resilient with the product owner, what are the essential practices

(ii)               the habit of being innovative, what needs to be incorporated

(iii)             the secret of pro-activeness, and taking control

(iv)             the importance of being cooperative, how to instigate productive discussions

Following this case study the audience will be able to apply the four pillars of offshore agile rollout to challenges faced with their own clientele.

 
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Outline/structure of the Session

A rough outline of the session is presented herewith:

  1. Explain the offshore value diagram - 3 min
  2. Outline the steps involved in the initiation of the project - 2 min
  3. Describe four major challenges faced when handling offshore customers and identify how the team overcame these challenges by applying the four pillars of offshore agile rollout20 min
  4. Discussion on the  four pillars of offshore agile rollout and their practical implementation - 10 min
  5. Summarise on how the  four pillars of offshore agile rollout helped convert the offshore customer from waterfall to agile - 2 min
  6. Q&A - 8 min

Learning Outcome

By the end of the session, the audience will be able to understand the concepts behind

  • initiating an offshore project, and carrying it forward smoothly
  • linking the top management with the operation management
  • applying the four pillars of offshore agile rollout to challenges faced with offshore customers
  • converting an offshore customer from waterfall method to agile

Target Audience

Organizational Agile Coaches, Product owners, Scrum masters, Developers

schedule Submitted 4 years ago

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comment Comment on this Proposal
  • Prashant Sagar
    By Prashant Sagar  ~  4 years ago
    reply Reply

    Hey Shamira,

     Few questions - your process timing does not add upto 45 mins? The discussion you are planning id going to be a group discussion or open forum for audience? Just wondering if sharing the customer's bad experience would help audiences understand of *not to do* things?

     

    • Shamira Dias
      By Shamira Dias  ~  3 years ago
      reply Reply

      Hey Prashant,

      Greatly appreciate your feedback.

       

      I have updated process time to add up to 45 mns

      This is open forum.

      Since I am going through problem ->  solution format, we will deffinetely go through "not to do" things.

       

  • Venkatraman L
    By Venkatraman L  ~  4 years ago
    reply Reply

    Hi Shamira,

    Out of the 4, the tricky one is "being innovative". How did you convince him at the early stages itself on showing innovations? Were they innovations in the product or process ? Can you help us understand more ? Also, "being cooperative" is anyways critical to a client - vendor relationship. Is there a reason to put them as one of the pillars?

     

    • Shamira Dias
      By Shamira Dias  ~  4 years ago
      reply Reply

      Hi Venkatraman,

      Greatly appreciate your feedback.

      I will give a one practical example what we did, to be innovative in the roll out. We came up with a table that we can map user stories to module wise components. This helped us, not to dupplicate requirements in user stories and maintain it in module wise(exisiting requirement management method with the customer). Another one we did to be innovative is we changed the retroepective methos every 3-4 sprints.

      This product was a user control system for specific business domian. One product has several dependencies from other teams. When we scalled the project  in offshore context we need to have many corporations among teams to be synch with other.

       

       

  • Sudipta Lahiri
    By Sudipta Lahiri  ~  4 years ago
    reply Reply

    Hi Shamira,

     

    While I understand that you might not want to give all the details, can you pls give us a sense of what the 4 pillars you are referring to? That will help us appreciate your submission better...

     

    Regards

    Sudipta

    • Shamira Dias
      By Shamira Dias  ~  4 years ago
      reply Reply

      Hi Sudipta,

      Greatly appreciate your feedback.

      I have incorporated a brief outline of the four pillars, Hope this is sufficient.

      Thanking you profoundly

      Shamira


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