Thinking Beyond :: Marry Agile and DevOps for Phenomenal results

DevOps is not a person or a task or a defined role. It is a transition of mindset and culture which ensures more collaboration to build better quality software quickly and reliably. Agile and DevOps can no longer exit is Silos. They need to have a strong partnership for overall success as we move towards cloud.


Its more of 3 key points

1. Collaboration of People

2. Convergence of Process

3. Creation & Exploitation of To o l s

We have been working in DevOps model for last 2 years. Would share the transitioning challenges and gaps. Also the first hand experience on

- How the culture and thought process got transitioned.

- Quality and metrics details

- How tools supported this collaboration

Our next vision to improve it further.


Outline/Structure of the Talk

Following topics would be covered briefly during next 20 min

1. Agile and DevOps - Best Pratices to bridge the gap

2. Common traits of Agile and DevOps. Still why does DevOps supersede when it comes to overall velocity and goal

3. Change in mindset :: Development does not end with release. It is about continuous feedback and improvement

4. Embracing flexibility

5. Agile and DevOps should go hand in hand. How?

Learning Outcome

How to plan and move towards transitioning towards DevOps culture.

Why should a decision be taken to move to DevOps

What are the gaps in Agile implementation

Target Audience

Sr. Executives, PO, SM, Managers

schedule Submitted 4 years ago

Public Feedback

comment Suggest improvements to the Speaker
  • Shiv Sivaguru
    By Shiv Sivaguru  ~  4 years ago
    reply Reply


    I also feel that there are multiple messages in the short session. If you can look at highlighting one key message for senior executives - for example, what are some of the metrics that would matter in the DevOps context for the senior executives and some that may not be relevant [say - a phase containment metric], it may be something that they can implement.

    Or, what is expected of senior executives to encourage and sustain this culture


  • Steve Ropa
    By Steve Ropa  ~  4 years ago
    reply Reply

    Hi Ritu,  I agree with you absolutely about the 3 points.  I worry that it would be difficult to cover all three in a single 20 minute session, but I am mostly wondering how to get the executive to come to a session like this.  As an executive, how will I gain the most from your talk?  What might be a description of your premise that would resonate enough to get them to come into the room?





    • Ritu
      By Ritu  ~  4 years ago
      reply Reply

      Thanks Steve for going through Abstract and the queries.

      20 min, I feel is just enough to grab executive attention if the data is well summarized with a evidence of success which has been achieved through various best practices.

      This indeed is more for executives as these changes can never be triggered bottom up. This session will be more like mind share for

      - Best practices to hire right

      - Increase productivity 3X

      - Leadership culture changes starting from top

      What executive gain are 1. Some key ideas to go back research about; 2. Tested best practices not only for dev teams but also for support teams. 3. Very simple but important steps to improve overall mindset and move towards DevOps.

      DevOps is more of buzz word now a days. This has existed for years but has now become more relevant in Cloud phase. We are going back in days of 1980s of Mr Krishnamurthy who led SAIL to success. No cloud or DevOps but culture and midnset required is same. We are just learning and reskilling ourselves to imbibe challenges around.

  • Joel Tosi
    By Joel Tosi  ~  4 years ago
    reply Reply

    Hi Ritu,

        Thanks much for your submission.  Is this a new session for you?  I looked at your slides and they were for another topic.


    For your talk, I am missing the connection to the executive level.  Help me understand why they are interested in this?



    • Ritu
      By Ritu  ~  4 years ago
      reply Reply

      Hi Joel,

      Yes this is a new session. Slides:; I had pasted to give reference to old forums related to agile where I have presented. Looks like I attached them in wrong section.

      Slides for topic DevOps and Agile is not posted here. Only abstract is available.

      Very much for executives. Theya re the ones who define the culture and mindset. DevOps is more about culture then anything. Complete structure of hiring, training, leadership mentoring needs to change with DevOps.

      Do let me know if you have further comments

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    The rationale which is normally heard to opt for Agile transformation is

    - High predictability of result

    - Higher productivity


    The failure rate of software projects in waterfall was always very high. Industry started moving towards Agile and its variants.

    What does Agile do? It makes team work in model to reduce uncertainty and increase probability of success. The way a team reacts to Risks shows it appetite to respond take failures.

    Now since we all know about agile and its working philosophy, the time is to optimize the key areas to get effective results.

    Effect Risk Management is what I would like to talk. I would like  to share a model which we have used in variety of projects over last 5 years and has really helped us.


    Risk Management in Agile and DevOps

    - Continues process.

    - The outcome of all rituals is identification of risks [Daily Stand ups, Planning mts, Retrospectives]

    - How through this tools, we converted Risks into impediments wherever required and helped add certainty to Risk

    - Leadership teams primary role was Impediment removal and Risk identification

    Risk tracking is equally important like User Story tracking and closure. We normally tend to overlook this and add Risk to overall project success.


    I shall share a mindset, how we should always be on look out for Risk and work towards its mitigation.


    "If you don't invest in Risk Management, then does not matter which business you are doing, it is a risky business"




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    SCRUMming: “The Photosynthesis of Agile TREES (SCRUM Teams) for Software Development”

    Photosynthesis is one of the nature’s most sustainable production lines, the minuscule sugar/glucose Factory, by utilizing the energy of the Sun along with inputs of water and carbon dioxide

    Similarly SCRUMming act as “working software” factories , with well defined/refined Product Backlog(derived from Vision/Strategic Themes), along with right Agile cultural mindset and Enablers(Practices/Tools)

    Carbon is chemical backbone for Photosynthesis, like Culture for SCRUMming.

    And Team (TREEs) gets it from the Environment, surroundings, values embraced and the principles followed, around and within the organization. It is one of the most important ingredients for Agile team to function efficiently and transform into high performing teams (the photosynthesis efficient Trees/plants).

    The Correlations:

    Photosynthetic organisms are the primary producers of SUGAR on the planet. They also produce oxygen gas as a byproduct and thus serve as the foundation of life providing food and oxygen for the complex food webs.

    Scrum Teams/Scrum is one of primary holistic approaches/framework to produce working software for complex Projects. They also produce O2 “Operational efficiency” and “Optimized Whole” as byproduct and thus serve as the foundation for High performing Teams and Optimized Organizations for complex Market Needs (Projects)




    Agile/Scrum Teams


    Team Members


    Coordination and Collaboration




    Source of Requirement(Stakeholders, end User, Non-functional)


    Strategic Themes, Use-cases, Ideas

    Visible light

    Product Backlog


    Working Software


    ByProduct(Operational Efficiency and Optimized Whole)

    Calvin Cycle


    Food for thought

    “The Trees that are slow to grow bear the best fruit”

    Build a strong team foundation. Even as per Tuckman’s model, let the team go through the various stages of “Forming, storming, norming, and performing” to get the best results, resulting into high performing agile teams.

    “Don’t cut down the TREEs”

    Don’t break the scrum Teams, as reaching performing stage is difficult if the scrum teams are cut or their make-up shifts a lot, as when a change is introduced teams reach back to forming stage to start over again and adapt to the change.

    “Storms make Trees take deeper roots”

    Let the team struggle, fail small and storm, to “inspect and adapt” and “continuously learning and improving”, this leads to strong team foundation.

    “Be Eco friendly, Save Trees and let them GROW !!”

    Build and preserve the environment/culture for SCRUM teams (trees) and let them GROW!!

    “Love the trees until their leaves fall off, and then encourage them to try again next year.”

    Letting the teams fail small and encourage them to learn and adapt, instead of penalizing them.


    The C4 plants (C4-pathway), the High performing agile Teams …..