• Liked Anand Murthy Raj
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    Philips - Enterprise SAFe Transformation Journey

    Anand Murthy Raj
    Anand Murthy Raj
    Sundaresan Jagadeesan
    Sundaresan Jagadeesan
    schedule 1 year ago
    Sold Out!
    20 mins
    Case Study
    Advanced

    About the company

    Philips is a healthcare multinational company that focuses on building complete health care products and solutions for emerging markets, in addition to developing solutions and products for global markets, across the three sectors Healthcare, Lighting and Lifestyle. Using the expertise of its nearly 2000 engineers in Bangalore and aligning the marketing and sales teams the campus is responsible for creating and rolling out a complete set of products that include a whole host of solutions for global customers. It also contributes to global solutions in critical health care component development for connected consumer devices and renewable energy.

    Executive Summary

    Beginning of 2014, an external survey brought out the issues wrt time to market and code quality. Taking the survey results positively, the Leadership embarked on an Agile/SAFe journey with pilot projects. The results were amazing and with the currently learning from the pilots, the organization is running 25+ deployments within. The journey has started and Agile release trains are delivering periodic value to our customers at defined frequencies.

    Background Objective/Challenge

    Product quality, consistent & predictive delivery and quicker time to market are the key challenges the organization is trying to address today. Continuous Innovation is constrained due to the above issues and hence there is need to find a new way of product development which can meet the dynamic business needs, foster people engagement and deliver meaningful products to the world.

    Target

    ScaledAgile has been used as a framework for product development across the organization global. The whole organization is undergoing a transformation from waterfall way of working to the SAFe agile way of working and roadmap is till 2019.

    Agile Initiative

    The Framework used for the transformation can be summarized into 4 major steps

    1. Develop products in the Agile way with focus on Basic Agile practices (Scrum)
    2. Establish Product Ownership with focus on Enabling Scaling aspects (SAFe practices)
    3. Establish a release pipeline with continuous integration (supported by Automation)
    4. Adopt a DevOps Culture with focus on Continuous delivery (to production environment)


    This includes a comprehensive diagnosis of the various business processes, agile practices and behavior, engineering practices, delivery maturity and recommendations for the transition. A coaching and tooling plan is also an outcome of the diagnostics.

     Measurable Impact

    • Predictable Releases to customers (hitting the market with features every three months with features and business criticial bugs with less than 2 weeks with all the regulatory compliance)
    • Capitalization
    • Feature planned vs Feature delivered per program increment > 80%lose
    • Defect reduction co t 45%
    • Team velocity – Baseline vs actual.
    • Very high sense of ownership and high levels of engagement

    Transformation team Profile

    Global team

    • Agile Capability program manager -1 FTE
    • Agile Deployment Program Management – 1 FTE
    • Communication expert – 1 FTE (Today we are 0/1)
    • Coordination - 1 FTE
    • Enterprise Agile Coaches – 16 (Today we are 9 /16)

     

  • Liked Kamlesh Ravlani
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    Large Scale Product Development with Large-Scale Scrum - Case Study

    Kamlesh Ravlani
    Kamlesh Ravlani
    schedule 1 year ago
    Sold Out!
    45 mins
    Case Study
    Intermediate

    Organizations are frequently embarking on large scale product development initiatives involving hundreds, sometimes thousands of team members. Scale brings in additional complexity, non-linear behavior and risk making top-down and plan driven approaches ineffective and useless.

    In this session Kamlesh Ravlani will discuss a case study of developing a product with multiple teams spread in two sites implementing Large-Scale Scrum (Less) elements.

    Large-Scale Scrum is Scrum applied to many teams working on one product. LeSS is well balanced between empirical process control and defined elements to work with 2 to 8 teams. LeSS enables scaling the value delivery by descaling the organizational structure and optimizing the whole system.

    We'll discuss, how did the teams organize their work and accelerate value delivery? How did leaders contribute value? Which experiments worked and which ones didn't?

    PS: Interested participants are encouraged to visit https://less.works/less/framework/index.html and familiarize themselves with the LeSS Framework before the session. We will not cover the LeSS Introduction in this session, rather we'll directly jump in to the case study.

  • Liked Prasanna Kumar Jagannathan
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    Scaling Agile via the Spotify Model - A Case Study

    Prasanna Kumar Jagannathan
    Prasanna Kumar Jagannathan
    schedule 1 year ago
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    45 mins
    Case Study
    Intermediate

    Spotify model is widely known model for scaling agile to get to fast releases and to promote creativity and innovation. In this session, we discuss about how Spotify model has been adapted outside Spotify in a major organization wide transformation to agile.   The session begins with a brief overview about the Spotify model. Then we discuss about the case study of implementing Spotify model across three continents in an onshore-offshore model.

    Spotify model encourages team independence from outside forces to promote new ideas. It encourages a marketplace of ideas to float in the organization so that the best ideas can be generated from the bottom instead of the top. Any dependencies between teams are well known by public contracts.

    We will discuss, how the team structure changed along with their responsibilities? How the change in the software team affected the organization?  How did leaders contribute value? Which changes were successful and what were not? What were the effects on software development team itself?

    PS: Participants can learn more about Spotify model at the link http://ucvox.files.wordpress.com/2012/11/113617905-scaling-agile-spotify-11.pdf

  • Liked Gopinath Ramakrishnan
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    Laying A Strong Foundation for Agile Transformation

    Gopinath Ramakrishnan
    Gopinath Ramakrishnan
    schedule 1 year ago
    Sold Out!
    20 mins
    Experience Report
    Beginner

    Success of an Agile Transformation depends a great deal on how effectively it gets initiated.
    This experience report presentation will discuss a 5-Step approach deployed for successfully initiating an Agile Transformation engagement at a client location.
    The practices that ensured effective identification and execution of two pilot projects will be shared.
    We will also talk about how using a customized version of  Comparative Agility™ Assessment  Framework, the impact of the Agile way of working on these pilot projects was measured.

    The impact of Agile on pilots was presented in terms of quantified measures (metrics) of benefits and areas of improvements to the leadership team. The results were encouraging enough for them to continue with the Agile Transformation exercise by bringing the rest of the projects in the organization into its fold.

  • Raghu Kashyap
    Raghu Kashyap
    Anu Balasubramanya
    Anu Balasubramanya
    schedule 1 year ago
    Sold Out!
    45 mins
    Case Study
    Intermediate
    Its been a long journey for Agile in Product Development or support areas. There are well established organizations where the usage of Agile has been remarkable and Orbitz is one of those places.
    Why don’t we hear as much in the BI space when it comes to Agile? This is probably attributed to the ad-hoc nature of BI projects and fluid nature of End Goals. We over the last few years tried to change this perception and leverage the goodness and effectiveness of being Agile in the BI space. BI is so vast that there are different areas where you can bring in the principles and process of Agile. We are incorporating XP, Scrum and Kanban principles to transform the way we do development and support our businesses. We were also successful in incorporating CI within the BI area using tools such as Jenkins, Stash and Git.
    Broadly classifying the BI projects either into Migration or New Development, we could categorize the Characteristics and Challenges faced in BI projects in terms of Business Stakeholders, Budget, Team Composition, Know-How and Execution time. Based on these factors, identifying the right framework of Agile was the key. This helped in zeroing on tools, techniques, methods etc of Agile philosophy and enabled successful completion of projects.
  • Liked Vineed Mathew
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    How to become business agile in a corporate stage-gated product development environment

    Vineed Mathew
    Vineed Mathew
    schedule 1 year ago
    Sold Out!
    20 mins
    Case Study
    Intermediate

    Getting teams to do agile is a beginning; getting it scaled to enterprise is progress; becoming agile at the portfolio and business level is success. How do we get pass the team level to program management level. Scaling agile frameworks comes to the rescue. Or do they ? Many product companies are tied down by stage gate processes coming from the era of Cooper's product development aproaches. They are good and are needed. But they can be an obstacle if they hamper business agility. 

    Understanding the purpose and spirit of stages, gates and milestones are key to aligning with Agile. Often they are linked to project management controls and the need for marketing to be sure of meeting target dates. But these become counter productive if its still a scrum-fall at the ends. Since regulated industries still require stage-gated approaches to conform to constraints in their QMS and business needs, agile principles and the stage gate need to exist side by side.

    In this experience report, you will get to learn how the advantages of stage gates can be leveraged while at the same time achieving the goals of agile in an effective way. This is not agile at the team level where we have teams executing agile, but at the product development - portfolio level. How are the efforts and releases coordinated and orchestrated keeping in mind the constraints of stage gates and milestones.

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