Enterprise Agile Adoption: An Organizational Change Management Journey.

location_city Bengaluru schedule Mar 26th 03:00 - 03:45 PM place Grand Ballroom 2

We represent the Agile Center of Excellence at our Organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

We plan to share our experience on the Organization Change Management initiative that we took up to drive Agility across the organization.  Our journey towards the derived vision and strategy to increase Agility in the system to thereby achieve:

  • Nimble simplified processes.
  • Ability to respond faster to change.
  • And most critical: delivering increased customer value.

This is a continuous improvement journey and we initiated:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
    • Bringing in change of G&O to align with Agile delivery
    • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Brining in systemic changes to ease Agile adoption
 
 

Outline/Structure of the Experience Report

  1. Initiation of the change management journey and the initial outcomes. [5 mins]
  2. Our derived OCM framework.  [5 mins]
  3. Initiatives under the OCM framework [30 mins]
    • Arriving at Vision and Strategy, communication mechanism across teams
    • Learning and development strategy:
      • Behavioral
      • Technical
    • Gamification : To make the learning process exciting
    • Enabling Flat team structure: Approach of “Pyramid” to “Hour Glass” Structure
    • Pilot: Career development framework initiative
    • Pilot: Performance change management
    • Systemic changes to ease Agile adoption.
  4. Q&A  [5 mins]

 

This was recently presented at the Agile India, Pune, Oct 2014 conference: http://www.slideshare.net/zaheerabbasc/enterprise-agile-adoption-an-organizational-change-management-journey

Learning Outcome

We plan to share our experience on HOW we went about our change management initiative to derive Agility in the organization, CHALLENGES faced in implementing them and how to OVERCOME them across following:

  • Structured multilevel communications of CHANGE to the teams.
  • Learning + Unlearning:  Structured Training and Development plans (Behavioral and Technical).
  • Bringing in Gamification as a tool to get millennial team members to learn quicker.
  • Approach to move from “Pyramid” Structure to “Hour Glass” structure to align with the flat team structure.
  • Pilot: Career Development Framework Aligned to Agile structure and roles.
  • Bringing in change of G&O to align with Agile delivery
  • Enabling Talent Fulfilment to align to the Agile roles and structure
  • Pilot: Performance change management- Holistic approach to drive appropriate behavior
  • Bringing in systemic changes to ease Agile adoption

Target Audience

Anyone on its Enterprise Agile Transformation journey; Agile Coaches;

schedule Submitted 5 years ago

Public Feedback


    • Liked Fred George
      keyboard_arrow_down

      Fred George - Enabling Emergent Technologies

      Fred George
      Fred George
      Consultant
      Fred George Consulting
      schedule 5 years ago
      Sold Out!
      60 Mins
      Keynote
      Intermediate

      The latest new, cool tool comes along. Will you be allowed to use it? Probably not! So how can you change that?

      This presentation looks at the introduction of new technologies at three companies, The Forward Internet Group in London (a start­up originally, now grown to 400+); MailOnline, the online version of the Daily Mail newspaper from London (a very old organization with an existing IT shop); and Outpace, a Silicon Valley startup.

      In both cases, Programmer Anarchy was introduced. This managerless process (not unlike GitHub in its value propositions) empowered the programmers to make technology choices and to freely experiment with new technology. In the case of Forward, massive growth and profits ensued. In the case of MailOnline, re­development of core systems into new technology has been launched, and expectations significantly exceeded.

      This presentation will touch on the various aspects of implementing Programmer Anarchy at MailOnline:

      • Team building through programmer training

      • Pilot project without managers, BA’s or dedicated testers

      • Reinforce the model with new HR structure emphasizing skills over titles

      • Create self­organizing teams of 5­8 developers (multiple such teams)

      • Charter teams with a specific project, and let them deliver

      • Avoid artificial schedule pressure

      The intent is to provide a possible roadmap to get your latest technical toys moved into production systems. 

    • Liked Prasad
      keyboard_arrow_down

      Prasad / Alok Uniyal - Speed 2 Value.. helping large Enterprise IT to be in the game..

      20 Mins
      Experience Report
      Advanced

      Technology has blurred the lines between the digital and traditional methods of dealing with a consumer of any Global Enterprises. The Business Process and IT is no more separate, in most of the industry verticals the Business is driven by IT.   Constant Innovation around IT has become the new normal to the Enterprises to meet rapidly changing consumer expectations and behavior dynamics.

      More connected consumers, automated processes, and sophisticated analytics place unprecedented demands on IT functions. Many Enterprises are struggling to cope, and they seek to deliver on new demands by adding piecemeal elements to their existing operations. This is easier said than done. Reinventing the IT function at Global Enterprise requires far-reaching changes, from talent to infrastructure, tools, delivery models, partnership model.

      This experience report  brings strategy of 2 speed IT, through which Infosys helped its Global top 10 clients to 'renew' its IT related to Digital & Mobility space using Agile as a key lever.

      This session gives you experiences, practical on the ground challenges, stakeholder and vendor complexity and approach and journey towards Speed 2 value. Also I am pairing with Alok Uniyal who is senior leader at Infosys and a CIO coach who helped 50 plus clients to transform their IT organization in last 20 years.

    • Liked Zaheerabbas Contractor
      keyboard_arrow_down

      Zaheerabbas Contractor / Musarrath Jabeen - The Challenges of an Offshore Agile Coach in a Large Scale Agile Transformation across Distributed teams.

      60 Mins
      Experience Report
      Advanced

      We represent the Agile Center of Excellence at our organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

      As part of this initiative we have partnered with various customers on the large Agile transformation journey. As part of this journey scaling across distributed team becomes one of the most critical factors for the success of this transformation.

      We plan to share our experience on how critical it is for such transformation to get the perspective of outsourced teams and imbibing their need as part of the overall roadmap.

      This brings into picture the critical role that is played by the set of offshore Agile Transformation Office which will drive the change charter at offshore in alignment with the overall transformation roadmap:

      • Aligning Agile Maturity :

      Align with the client organization on definition and implementation plan for Agile Maturity Framework, Transformation roadmap, Governance and Change Management of the offshore teams across various partners

      • Competency Enablement:

      Ensuring common competency enablement for distributed teams and senior leadership across various partners to drive common Agility charter.

      • Agile Transformation Change Agent:

      Realignment of internal People, Processes and technology to support the transformation

      • Continuous Improvement and Sustainability of Agile Maturity:

      Ingrain the sustainability model across teams for the achieved Agile Maturity and continuously improve upon that.

      Based on above charter we would like to share following challenges faced by the Offshore Coaches and the approaches taken by them to identify the enablers to resolve the same:

      • Team Landscape: Multiple types of geographically separated teams (Onshore Centric, Offshore Centric, Near shore and Equally Distributed) and the associated challenges.
      • Release based coaching approach to improve the maturity of 130+ scrum teams across 5 LOBs and 20+ Release Trains, continuously improve and sustain the same.
      • Alignment to industry renowned scaling framework and the initial hurdles to implement it across location to derive the end business goal. Challenges around collaboration and infrastructure enablement across platform centric teams to enable them into Value Stream based approach.
      • Common Coaching Methodology across the geographical distributed teams to ensure the uniformity of Agile execution and associated challenges i.e.  Pair Coaching 
      • Behavioral Coaching i.e. One team coaching for the entire set of team across locations
      • Coaching focused on the DevOps

       

       

       

    • Liked Zaheerabbas Contractor
      keyboard_arrow_down

      Zaheerabbas Contractor / Madhu Madhanan - Gamified Simulation: Learning mechanism to be an impactful Scrum Master

      45 Mins
      Demonstration
      Intermediate

      We represent the Agile Center of Excellence at our organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.

      We realized that while the external Scrum Master Certification trainings or our internal certification training would help ingrain the knowledge of a Scrum Master; However we found it extremely crucial that there needs to be some mechanism to ensure the candidates should understand the on ground situations/challenges and various behavioral scenarios that they would face wherein they need to take certain decision accordingly.

      We used the gamification concept to capture our past experiences in various engagements wherein we had encountered multiple situations/challenges faced by the Scrum Masters.  This would help the newly onboarded trained Scrum Master to improve upon their decision making thought process. The concept would also have a scoring mechanism which would give them chance to improve upon their existing competency.

      The gamification would focus on:

      1. Problem solving in the given situation
      2. Facilitation skills
      3. Process Concepts
      4. Stakeholder relationship
      5. Building high performance teams
      6. Building Early warning system
    • Liked Ramaswamy Lakshminarasimhaiah
      keyboard_arrow_down

      Ramaswamy Lakshminarasimhaiah - Agile implementation in projects involving SAP

      45 Mins
      Talk
      Intermediate

      Implementation of SAP projects are possible in Agile way. But it is not that straight though. It requires adopting a little different approach, to be successful in Agile. This session attempts to build on the experience gained in the implementation of SAP projects following Agile. The session deals about the challenges faced and the solutions provided during different phases of Agile implementation. The presenter wants to share his experience on the implementation of SAP projects, following Agile.