• Liked Prasad
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    Speed 2 Value.. helping large Enterprise IT to be in the game..

    Prasad
    Prasad
    Alok Uniyal
    Alok Uniyal
    schedule 2 years ago
    Sold Out!
    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 KK Sure
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    First Amongst Equals - Can UX be there?

    KK Sure
    KK Sure
    Sheril Jebasingh
    Sheril Jebasingh
    schedule 2 years ago
    Sold Out!
    20 mins
    Case Study
    Intermediate

    Traditionally, in software development, user experience (UX) wasn't valued as much as developing of the software itself. But this has changed rather radically. However, creating an enriching user experience in an agile fashion is still challenging. Most of the agile engineering practices in use are around building software but seldom address UX. When building a product in an agile fashion, UX in an incremental fashion becomes important.

    In this talk, we will present our experience of creating UX in an incremental fashion for a virtual wallet. We will also talk about the different challenges we faced such as, educating various stakeholders on the value of incremental UX, building collaboration between developers and experience designers and abstracting design components, along with the solutions we devised to tackle these challenges.

  • Liked Avinash Rao
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    The Double Helix Model for Lean Agile

    Avinash Rao
    Avinash Rao
    schedule 2 years ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    We are living through a winter of discontent in the Enterprise IT space serviced by IT services organizations.

    Agile is no longer new; Agile projects which are running effectively are being asked to be efficient; at the same time, cost efficient projects are being asked to be more Agile (with Agile meaning different things to different stakeholders). In the minds of clients, the words Agile and Lean have become synonymous with effective and efficient IT services delivery. Long seen as two parallel ways of work, we are now being asked to do both. Does ‘Lean Agile’ – which is becoming fashionable with some clients - exist, and what does it look like?

    The authors of this session come at the problem from opposite directions. Avinash’s starting point is a tightly managed traditional project burned by a (past) failed Agile implementation, that nonetheless needs to deliver the value Business is demanding; Jay runs a large successful Agile program that the customer is now demanding efficiencies from. We came together to create the Double Helix, a model to implement Lean Agile.

    Before the implementation of Double Helix, our structures existed in traditional forms - a Hierarchy in case of projects that thought themselves efficient. and for agile, a Scrum structure within a deeply entrenched structure based on designations and seniority. By implementing the Double Helix, we overlaid this structure with Planning teams that cut across designations (from the program manager to entry level trainees) and Execution teams that are mainly peer-level (all managers, all leads, for example). Power shifts from a experience and role basis to the basis of contribution to the respective planning and execution teams. As we will show, this is very similar to the Lean organizations that Japanese manfacturers have adopted. 

    Our measurements reflect this change. Our efficiency measures indicate the progress made in reducing waste (57% of the project work was non-value add, in the example presented, reduced to 20%) and effectiveness measures show the RFT (Right First Time) and also use feedback from the end-users (defects / fresh Function Point delivered) to measure how effectively the program is delivering value. 

    We will share how tooling was used to idiot-proof (Poka Yoke) development, especially during steep ramp ups - reducing the time for a new entrant to be productive in a mission critical development project from 45 to 30 days.

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