Using Lean in Application Development to achieve competitive advantage and customer delight

Executing add-on Application Development (AD) projects end to end is quite challenging. More so, if the same is executed under risk-reward model. According to an IBM study, only 40% of projects meet schedule, budget and quality goals. 20 to 25 percent don’t provide ROI and up to 50 percent require material rework. 

With competitive pricing and cut throat competition eroding margins and denting market share, cost of delivery reduction with best in class quality has become an imperative for any service company in the IT outsourcing space.

This case study shares the experience of an AD project (team size 40) in the Insurance domain completed over a period of 9 months (including warranty phase), with a geographic spread across 4 different locations. The team had end to end responsibility right from requirements gathering to System Integration Testing. The add-on functionality developed was rolled out to 5 states spanning 2 different releases. The team leveraged LEAN Six Sigma techniques (DSM, OA, Visual Controls, Mistake Proofing) for culture building, effective change management, early feedback, rework reduction through effective in-process defect reduction and doing things right the first time, resulting in increased customer goodwill, reward payments, enhanced business and high employee satisfaction. The project was flawlessly executed under the risk reward model with best in class quality, maintainability and scalability within the specified schedule.

 
 

Outline/structure of the Session

Through this session, I intend to share our learning on the challenges faced by Application development projects and how the Lean levers can be used to deliver best in class quality within the required timelines for quantum improvements.

Context Setting: Project brief, Business context and challenges faced.   [3 mins]

Experience Sharing: Sharing details of the approach towards identification of the business problem, addressing the same through the usage of various Lean tenets like Visual Controls, Design Structure Matrix, Orthogonal Arrays and Mistake Proofing. [10 mins]

Benefits: Dwell on the benefits to the team, customer and the organization. [2 mins]

Recommendations / Q&A: Summarize the best practices from the given scenarios, interact with the audience on their experiences in similar contexts [5 mins]

Learning Outcome

The aim of this case study is to "talk the walk" on how LEAN practices can be leveraged to deliver projects ahead of time with the best in class quality to create a WOW factor for the customer, team and the organization. Will get into specifics of how LEAN was used to achieve effective change management, mistake proofing and early feedback resulted in a 33% increase in productivity in the development phase, 69% reduction in overall defects and an overall effort underrun of 10% in addition to a customer bonus.

Target Audience

LEAN or Agile practitioners, coaches and project / program managers

Requirements

White board, projector, markers

schedule Submitted 3 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Ravi Kumar
    By Ravi Kumar  ~  3 years ago
    reply Reply

    Hi Balaji,

     

    Many of the conference attendees are requesting presentation slides. We find that your proposal on http://confengine.com/ is not updated with your session slides. Request you to kindly update the same.

     

     

    Thanks and regards,

     

     

    Ravi

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Hi Ravi,

      I have updated the link to the slides.

      Apologies for the delay.

      Regards,

      Balaji

  • Naresh Jain
    By Naresh Jain  ~  3 years ago
    reply Reply

    Thanks Balaji for your proposal. This certainly appears to be an interesting case study. Would you have slides available so we can go into more details on this topic? Also I like the fact that you are focusing on 4 key concepts (Visual Controls, Design Structure Matrix, Orthogonal Arrays and Mistake Proofing) in your case study. I would suggest to reduce the time on intro and other topic and primarily focus on these 4 topics so they can fit inside the 20 mins slot.

    Also I request you to edit your proposal and move it to the Distributed/Offshore Agile theme. It fits well under that theme.

    Lastly request you to share a video where we can see you present either this or any other topic. The video can be a simple a 5 mins clip recorded on a smart-phone.

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Hi Naresh,

      Thanks for your feedback.

      I will share the slides in the next few days (by Monday - Sep 16 2013) and also make the other changes suggested.

      Can you please let me know where the slide deck and video should be uploaded.

      Regards,

      Balaji

       

      • Naresh Jain
        By Naresh Jain  ~  3 years ago
        reply Reply

        Thanks for the prompt response Balaji. You can upload the slides on Slideshare, Dropbox or any other file sharing platform. Same thing with the video, YouTube, Vimeo, etc. Once you upload your slides and video, just edit your proposal and add the links in the respective sections.

        • Balaji Ganesh N
          By Balaji Ganesh N  ~  3 years ago
          reply Reply

          Hi Naresh,

          Good morning.

          I have updated the proposal with the details of the video and the slide sets.

          Regards,

          Balaji

  • Tathagat Varma
    By Tathagat Varma  ~  3 years ago
    reply Reply

    Hi Balaji - In my mind, lean is pretty mainstream, so I would like to understand what was the uniqueness of your implementation, sya, in terms of the problem or the constraints, or the solutions devised, etc. Also, it will help if you can share links to your previous talks on this (or even other topics).

    -TV

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Hi TV,

      Thanks for your feedback.

      My response is given below:

      The uniqueness is in terms of solution devised (used DSM and OA tools in conjunction with other mainstream tools) to deliver a AD project with significant improvements compared to previous similar releases and the business outcome it helped achieve.

      LEAN was a game changer in the way it was used to change customer perception in a positive manner.

      Regards,

      Balaji

  • Nitin Ramrakhyani
    By Nitin Ramrakhyani  ~  3 years ago
    reply Reply

    Balaji,

    Can you respond to Joel's question. Will you be able to quantify the benefits Lean practices brought to the project where you implemented it? I suggest you elaborate on the business problem you were facing and also give a perspective of the size of the project ( Team Size/ Duration etc). The learning outcomes also seem a bit inadequate to draw audience attention. If you can incorporate the about points that the proposal will weigh in much more.

    Can you point us to any related slidedeck/ blogpost regarding the the experience that you intend to share? Also, I suggest you tag this to 'Beyond Agile' theme as it seem to be more aligned to it.

    Thanks,

    Nitin Ramrakhyani

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Thanks for the feedback, Nitin.

      Will work on the proposal as per your suggestion.

  • Joel Tosi
    By Joel Tosi  ~  3 years ago
    reply Reply

    Hi Balaji,

      Would you be able to do this session in 20 minutes?  I find 45 minute case studies tend to provide more of a story than learning.

     

    Best,

    Joel

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Hi Joel,

      Thanks for your feedback.

      I believe 20 minutes would be a bit on the shorter side.

      However, 30 minutes should be a not too long or too short kind if time frame for the case study presentation 

    • Balaji Ganesh N
      By Balaji Ganesh N  ~  3 years ago
      reply Reply

      Hi Joel,

      Thanks for your feedback.

      I believe 20 minutes would be a bit on the shorter side.

      However, 30 minutes should be a not too long or too short kind if time frame for the case study presentation 


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    How did one of Australia's leading financial services organisation become the biggest Agile transformation story in the Southern hemisphere and what did we learn?

    The Suncorp Group leads in general insurance, banking, life insurance, superannuation and investment brands within Australia and New Zealand. The Group has 16,000 employees and relationships with nine million customers. It is a Top 20 ASX listed company with over $93 billion in assets.

    In 2007, we embarked on our Agile journey of cultural change. In this talk we will cover the strategy taken, the roadblocks we came across, the mistakes we made and the achievements along the way.

    You will learn how to tackle an Agile transformation, what to do and what NOT to do, where to start and what to expect and most of all what impact it will have, both negative and positive.

    Today Suncorp are seen as market leaders in Agile and are known globally for the Agile Academy http://www.agileacademy.com.au/agile/ which was designed for both staff and also the external market.

    The role of the Agile PMO, how to get infrastructure to work Agile, what about all those legal challenges, the cultural differences and the resistance to change? These are some of the learning we will share.

    There were challenges and successes and in this honest Aussie presentation will share with you both the highs and the lows.

  • Liked Chakravarthi Rajan V
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    Collaborate towards customer success through Lean in IT Service Delivery

    Chakravarthi Rajan V
    Chakravarthi Rajan V
    schedule 3 years ago
    Sold Out!
    20 mins
    Case Study
    Intermediate

    Supporting applications in IT Service delivery is modeled around providing service to the customer within acceptable resolution time and in a consistent way. However in this process oriented approach there is a limited touch point with the end user and business value creation is not always prioritized.

    I had an opportunity to work closely with this distributed delivery team in implementing the improvement charter using Lean techniques wherein the team serviced customer deliverables faster and in a predictable manner. Faster turn around time of service requests and resolution of P3 incidents helped in addressing business user needs as well as channelize effort saving towards creating value / business benefit to the customer.

    Focus of the team was to use some of Lean tenets like VSM, Go See Yourself, Automation and Visual control to bring in 50% improvement in cycle time of service requests and P3 incidents as well as reduce variation

  • Liked Rituparna Ghosh
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    Driving Continuous Improvement for Excellence through Lean Agile

    Rituparna Ghosh
    Rituparna Ghosh
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Despite being a CMMI Level 5 company, in the early 2000 business exigencies prompted Wipro to look towards a sustainable continuous improvement drive.  Wipro started it Lean-Agile transformation initiative way back in 2004-05. In the initial days, the euphoria of a new subject helped in the adoption. The evangelists came from the ranks and their success stories helped us in broadbasing the initiative. In the past decade or so the organization has grown 5 fold – not to mention the increase in the complexity of operations. The early adopters and evangelists too were not in a position to take ahead the journey. They often took up different roles either within the organization or externally. Knowledge became tribal in nature without there being a continuous cycle for continuous improvement. 

    This is a live case study of how the organization took ahead the transformation initiative and breathed fresh life into it, in an environment which was much more challenging. We built a cadence of Continuous Improvement by

    1. Adopting a SuHaRi model of Inform-Perform-Transform  
    2. Aligning the roles and responsibilities to aid Continuous Improvement
    3. Building a rewards and recognition programme for increased participation
    4. Involving Senior leadership to drive the cultural change by aligning policies and principles
    5. Measuring engagement and effectiveness – not only in terms of measurable metrics, but also in terms of intangible benefits