• Aman King
    Aman King
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Are you an Agile Practitioner? Or are you responsible for Agile transformation?

    Organizations that have begun their Agile journey welcome the guidance of an experienced Agile Coach. But external guidance cannot continue indefinitely as the only way to scale Agile.

    If you are in an Agile team, are you prepared to take on the coaching role for other teams once your Agile Coach moves on?

    If you are a manager, are you looking at grooming in-house coaches to scale and self-sustain transformation?

    The transitioning of practitioners into coaches can be key to your Agile journey. Individuals get to build on their potential, while the organization becomes more self-reliant.

    This session explores my personal journey from practitioner to coach. It should help you too in taking that first jump into the role of a coach. I will share real-world examples of dealing with on-the-fly situations, and of preparing upfront where possible. I will recommend resources, and mention handy techniques that should be in a coach's toolkit. The session essentially provides a kick-start for first-time coaches.

  • Bhavin Kamani
    Bhavin Kamani
    Abinav Munshi
    Abinav Munshi
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

    Agile processes are the new order of IT implementations. These talk will elaborate on our experience and learnings during agile process implementation at Walmart. 

    We will touchupon following 3 key areas and our learnings that helped us scale agile in large enterprises.

    • Process Visualization - Our learnings related to visualization of existing processes and practices and how it helped us identify signals from noise

    • Product Backlog Elaboration - In a complex and large programs product backlog management and role of product owner needs to be revisited.

    • Team Working Agreement - This is particulary crucial for scaling agile as dependency management is one of the key aspects of enterpsie agile implementation.

    We will conclude with our key learning of how processes needs to be continuously evolved in large scale implementation.

  • Herry Wiputra
    Herry Wiputra
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    The term "cross functional team" has been made popular by the Agile movement. In cross functional team, we put people with different roles to work together for a common goal/purpose.

    I have seen this worked really well in many agile teams. People are no longer on silo and everyone have better understanding what each other's role is and consequently, what each other do. This leads to better self organising within the team.

    However, I strongly believe we can take this concept to the new level. The concept of cross functional team should be extended to not just the team but also to the individuals within the team. Scott Ambler wrote an essay on "Generalising Specialist". The term T-shaped developer was introduced by Mary and Tom Poppendieck in her famous book "Lean Software Development". By nature, people don't like to get out of their comfort zone, hence the tendency to keep working in area that they are familiar with. When leaders can create an environment where everyone is encouraged to learn, grow and make mistakes, amazing things can happen.

    In my experience leading teams, I have witnessed many transformations that enabled individuals to go beyond their traditional role, such as a manual QA assuming Scrum Master role, a BA doing deployment, a developer doing QA for a story, etc. Not only this enablement help develop the individuals to widen their horizon and skillset, it also helped the productivity of the team through better collaboration. When a team reach this stage, we no longer have problems such as "The QA has nothing to do because there are no stories to test", "The developers have nothing to do because the cannot keep up", "The deployment took longer than expected because the Ops person was not aware of the special configuration".

  • Liked Archana Joshi
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    How do I know if Agile is working for me or not? – An Executive’s Dilemma

    Archana Joshi
    Archana Joshi
    Sheshadri Shekhar
    Sheshadri Shekhar
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    As Agile coaches, several times when we talk to the Sr. Management in a company to taking agile to a bigger level and adopt it across their business units a common response we get is "I have seen agile working for our project teams. I am also in midst of an agile transformation where we are applying it in large programs. But how do I know the transformation is helping me achieve my goals at an organizational level. Our organization typically tracks executives on finance, people & delivery parameters. In an agile context, how do I ensure that I am on track with the executive-level dashboard (finance, people and delivery)?" As part of this session, we plan to share our experience of how "Balance Score Card" technique was implemented at one of the financial services company following agile. By using concept of balance score card we were able to map the agile goals with the IT organization goals and ensure that the agile methods were giving the desired results.

  • Ravi Krishnan
    Ravi Krishnan
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    Organizations which have diverse functional units and technology portfolios (BI, Mobile, Web Application development, Web Design etc) following different methods cannot make an overnight or a sudden transformation to following a mature model of Agile method.

    These teams need to come up with a structured approach towards Agile adoption and transformation enabling the different teams to make a gradual progression towards the adoption of Agile in their projects and teams.

    We at Aditi Technologies realized this and came up with a Aditi Agile Transformation Maturity Model which provides guidance to the different project teams and functional groups on the transformation journey within their engagement. The salient points of the Maturity model include:

    * Agile Project Planning and Management Maturity Model - Traditional teams are used to tradition planning methods plan around the typical 3 constraints of Scope, Cost and Time. A transformation to a model where emphasis is on delivering the highest priority items is arguably one of the more difficult lifecycle areas of the transformation. The Agile Project Planning and Management maturity model provides guidance to such teams on moving from a managed team services model to a self directed and self managing teams services model.

    * Collaboration Maturity Model - Moving from a SLA driven environment to a collaborative environment is again a massive cultural mindset change for the different teams. The collaboration maturity model at Aditi for Agile engagements provides a framework for teams to start collaborating better in a gradual manner. Starting with a well defined collaboration model within the Agile sprints between the QA and Development teams leading to an end to end collaborative lifecycle involving the different stakeholders is the overall approach we have adopted at Aditi to improve the Collaboration within the lifecycle in a phase wise manner.

    * Agile Requirements Engineering Maturity Model - The Aditi AREMM provides the business and product ownership teams with a gradual migration approach from the traditional Business Requirements Document based Requirements Management approach to an Agile approach towards the same incorporating basic principles like story card based requirements engineering to a more collaborative and leaner approach incorporating starting principles such as Product Backlog and Story Cards and moving to more advanced models such as executable specification models prescribed by BDD.

    * Engineering Maturity Model - While there are well prescribed best practices and models within the Engineering phase for Agile teams, adopting an all at once approach can be fraught with danger for the teams especially given the constraints of a global delivery model such as staffing pyramid (practitioners at different levels of capability including graduate hire resources), the Engineering maturity model provides teams with a prescriptive model around adoption starting with relatively basic principles like refactoring to adoption of more advanced practices like TDD, BDD etc.  

    * Metrics - Based on the level of the maturity of the Agile adoption, Aditi has come up with prescription around metrics the teams could adopt. These are classified into different buckets using the MoSCoW prioritization principles.

    * Tooling - Aditi has come up with a well prescribed guideline for Agile teams in the adoption of tools across the lifecycle (Ex: for Collaborative lifecycle management, Continuous Integration, Build management, Code quality management etc) and has come up with bootstrap assets which teams can leverage to run with when they start the transformation.

    * Organization readiness - For an organization to embrace Agile, many of the current internal practices (Recruitment, Sales etc) and current infrastructure (Ex: Collaboration platforms, infrastructure) needs to scale up as well. A well defined maturity model towards transformation allows organizations to adopt a more phase wise approach towards these areas of transformation and helps the different business units to also scale up at a sustainable pace.

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

    Avinash Rao
    Avinash Rao
    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.

  • Liked Phani Bhushan
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    What made it happen - Successful Agile Adoption

    Phani Bhushan
    Phani Bhushan
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    A large-scale successful adoption of Agile involves not just a stronger drive and support from management but also far-reaching changes at the individual, team, and organizational level. This talk is about how we successfully implemented Agile practices at the team level and scaled Agile more broadly throughout the enterprise.

    This is a talk based on experience report of a successful agile adoption of a 1200+ employee Dutch company based out of Netherlands. This talk is focused on the learning’s/insights from initial adoption, scaling and continues path to sustaining improvements.

  • Bhavin Kamani
    Bhavin Kamani
    Abinav Munshi
    Abinav Munshi
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

    Agile processes are the new order of IT implementations. These talk will elaborate on our experience and learnings during agile process implementation at Walmart. 

    We will touchupon following 3 key areas and our learnings that helped us scale agile in large enterprises.

    • Process Visualization - Our learnings related to visualization of existing processes and practices and how it helped us identify signals from noise

    • Product Backlog Elaboration - In a complex and large programs product backlog management and role of product owner needs to be revisited.

    • Team Working Agreement - This is particulary crucial for scaling agile as dependency management is one of the key aspects of enterpsie agile implementation.

    We will conclude with our key learning of how processes needs to be continuously evolved in large scale implementation.

  • Aman King
    Aman King
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Are you an Agile Practitioner? Or are you responsible for Agile transformation?

    Organizations that have begun their Agile journey welcome the guidance of an experienced Agile Coach. But external guidance cannot continue indefinitely as the only way to scale Agile.

    If you are in an Agile team, are you prepared to take on the coaching role for other teams once your Agile Coach moves on?

    If you are a manager, are you looking at grooming in-house coaches to scale and self-sustain transformation?

    The transitioning of practitioners into coaches can be key to your Agile journey. Individuals get to build on their potential, while the organization becomes more self-reliant.

    This session explores my personal journey from practitioner to coach. It should help you too in taking that first jump into the role of a coach. I will share real-world examples of dealing with on-the-fly situations, and of preparing upfront where possible. I will recommend resources, and mention handy techniques that should be in a coach's toolkit. The session essentially provides a kick-start for first-time coaches.

  • Liked Amoli Upadhye
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    Scale up Agile - Cheers to complex, systems integration mega - projects!

    Amoli Upadhye
    Amoli Upadhye
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    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

  • Herry Wiputra
    Herry Wiputra
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    The term "cross functional team" has been made popular by the Agile movement. In cross functional team, we put people with different roles to work together for a common goal/purpose.

    I have seen this worked really well in many agile teams. People are no longer on silo and everyone have better understanding what each other's role is and consequently, what each other do. This leads to better self organising within the team.

    However, I strongly believe we can take this concept to the new level. The concept of cross functional team should be extended to not just the team but also to the individuals within the team. Scott Ambler wrote an essay on "Generalising Specialist". The term T-shaped developer was introduced by Mary and Tom Poppendieck in her famous book "Lean Software Development". By nature, people don't like to get out of their comfort zone, hence the tendency to keep working in area that they are familiar with. When leaders can create an environment where everyone is encouraged to learn, grow and make mistakes, amazing things can happen.

    In my experience leading teams, I have witnessed many transformations that enabled individuals to go beyond their traditional role, such as a manual QA assuming Scrum Master role, a BA doing deployment, a developer doing QA for a story, etc. Not only this enablement help develop the individuals to widen their horizon and skillset, it also helped the productivity of the team through better collaboration. When a team reach this stage, we no longer have problems such as "The QA has nothing to do because there are no stories to test", "The developers have nothing to do because the cannot keep up", "The deployment took longer than expected because the Ops person was not aware of the special configuration".

  • Liked Sharad Julka
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    Performance Appraisal For An Agile Team

    Sharad Julka
    Sharad Julka
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate
    Our affection with Bell Curve has been for long. 
    -It is (one of) the most "natural" scheme(s) of evaluating
    and judging performance of an employee in an enterprise.
    -It provides a fair view of the employee performance level
    of all employees to the management.
    -However, in an Agile world, where everyone in the team is expected
    to exercise equal responsibility and accountability,
    does Bell Curve PMS act as a hindrance?
    -Does it motivate a few and demotivate others?
    -Is it the right tool to use?
    -Is it used in the right manner?
    -Does it affect the performance of a highly productive and efficient team?
    -Do we have a choice?
  • Liked Monica Gupta
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    Agile - The next logical step in the evolution of Project Management and Organizational Transformation

    Monica Gupta
    Monica Gupta
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Project management as we know is a science that is evolving and maturing. Agile provides the next step of advancement in this arena. The topic will discuss how Agile practices have now reached a level of maturity and can be an agent of organizational transformation. These practices can now be applied to other fields and the same benefits can be reaped as we experienced in Software Development.

  • Liked Anil Rao. M
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    Balancing between Project Manager and Scrum Master roles in large scale Agile/Scrum based software development engagements

    Anil Rao. M
    Anil Rao. M
    schedule 3 years ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

     This would be an experience and POV sharing session on how in offshore heavy, large scale distributed Agile/Scrum based engagements, teams deal with

     

    • Challenges encountered in dealing with a co-existent Project Manager and Scrum Master roles
    • Balancing between living by the Manifesto, established Project Management practices, and the hard reality of life
  • Liked Zaheerabbas Contractor
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    Qualification of Emerging Roles for the Success of Agile Transformation

    Zaheerabbas Contractor
    Zaheerabbas Contractor
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Advanced

    In the era of highly competitive environment it has become critical for business to monitor the emerging trends and closely collaborate with IT through continuous feedback mechanism.

    While pursuing to adopt modern execution approach like Agile which brings in the best of industry lightweight processes and engineering practices, IT companies have stepped up their efforts towards achieving Agility and this has resulted into new and evolving roles in the teams.

    Through this paper we touch upon: As the organization gears up towards Agility to achieve the desired business objective, it becomes important to align with the evolving roles and the related responsibilities. The success also depends on how effectively we can seamlessly transform the existing roles (most of the time very hierarchical) with the new roles. 

     

  • Liked Kalyanasis Banerjee
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    Large agile transformation applying Kotter's change leadership strategy

    Kalyanasis Banerjee
    Kalyanasis Banerjee
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Beginner

    Link: http://wikireedia.net/wikireedia/index.php?title=Kotters_8_steps_for_implementing_strategy

    Kotter's change leadership framework was established almost 2 decades back. This paper highlights how the same steps helped a structured, waterfall company to start adopting agility to improve time to market. 

    That there is a need for a change was understood when we started. We formed a team that created the sense of urgency.

    We established a common vision ... a simple & easily understandable one.

    We created a framework which can help people understand what does agility means. The framework was created keeping the existing constraints & process (CMMi-5) in mind.

    We worked with an existing team to pilot, proved it works, made a case study and then showcased it to other teams to give an example. This answered the FAQ … does it work for me ? This helped other teams to overcome the fear of uncertainty.

    This created the bottom-up curiosity acres the organisation, in almost every team. They all had a different question now … how can I apply this ? This started the actual transformation.

  • 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
  • Liked Harish Achappa Kallira
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    Beyond Agile: Enterprise agility by prioritising business value

    Harish Achappa Kallira
    Harish Achappa Kallira
    schedule 3 years ago
    Sold Out!
    90 mins
    Experience Report
    Advanced

    What does it mean to transform core IT systems and deliver new business capabilities through IT during the transformation. 

    Transformation programmes have multiple goals and many stakeholders - and as the journey starts, all stakeholders need to aware of the goals and agree on the priority in which they need to be met. This drives the perception of value that is delivered by projects.

    We would like to share our experience and learnings based on the framework that we evolved in helping stakeholders identify goal priorities and perceived value of projects from two core systems transformation programmes.

    We will also be talking about challenges in bringing together stakeholders;  agreeing on approaches, relative quantification of project value, selecting the next most valuable project from a pipeline and their impact on the overall transformation.

     

  • Liked uday
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    Experience Report - Scaling Agile to Enterprises using SAFe for Yahoo Media

    uday
    uday
    schedule 3 years ago
    Sold Out!
    45 mins
    Experience Report
    Intermediate

     

    Addressing the complexity of building enterprise-class software systems is always a challenge.  I would like to present my experience report on Scaling Agile for Yahoo Media and how SAFe addressed some of the challenges and complexity.