schedule 12:30 PM - 12:50 PM place Grand Ballroom 2

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)

 

 
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Outline/structure of the Session

  • Agile Maturity Assessments
  • People Factor and the role of HR
  • Agile Adoption (the transition of the T shaped model to the E shaped model)
  • Agile Tooling and innovation in tooling


 

Learning Outcome

  • Agile Maturity Assessments - How to mature it effectively.
  • People Factor and the role of HR - How HR can play a great role in Transformation.
  • Agile Adoption (the transition of the T shaped model to the E shaped model) - Skill development of teams and Individuals
  • Agile Tooling and innovation in tooling - Innovative way of dealing with Challenges.

Target Audience

Executives, Agile evangelists, Agile coaches

schedule Submitted 2 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Naresh Jain
    By Naresh Jain  ~  1 year ago
    reply Reply

    Hi Anand,

    Thank you for sharing this case study. I'm sure the participants would have a great learning experience.

    Since this is a case study from Philips, IMHO you should co-present this with someone from Philips. This will also ensure the necessary permission are in place to present this case study.

    • Anand Murthy Raj
      By Anand Murthy Raj  ~  1 year ago
      reply Reply
      Hi Naresh,
      Hope the preparation for the conference is going great. I understand from Philips that there is some confiscation on who will present the Philips transformation story. I would like to mention that Philips story will be shared by Philips only. Accenture will not get involved in this.  

      It looks like there has been some confusions since the last three days. Can you please call me on +91 9845707457 and we can close this. 

      I have also copied Sundaresan who is a full time Philips employee who will present the paper. 



      Regards,

      M R Anand SPC, SA, PMI-ACP®,CSP®​,C​SM​​®, PSM-I®, PMP® ,ITSM,



      On Sun, Nov 1, 2015 at 10:58 PM, Agile India 2016 <info@confengine.com> wrote:
      Dear Anand Murthy Raj,

      Your proposal Philips - Enterprise SAFe Transformation Journey has received a new comment from naresh-jain

      Hi Anand,

      Thank you for sharing this case study. I'm sure the participants would have a great learning experience.

      Since this is a case study from Philips, IMHO you should co-present this with someone from Philips. This will also ensure the necessary permission are in place to present this case study.


      Visit https://confengine.com/agile-india-2016/proposal/1740#comments to respond to the suggestion OR simply reply to this email (Please make sure, you delete the previous comment's content from the email before replying.)

      Regards,
      Agile India 2016 Team
      naresh@agileindia.org
      https://confengine.com
      You are receiving this email from ConfEngine on behalf of Agile India 2016. Thanks for using ConfEngine's Conference Submission System.
      Click here to unsubscribe from all email updates from ConfEngine.

    • Anand Murthy Raj
      By Anand Murthy Raj  ~  1 year ago
      reply Reply

      Hi Naresh, Yes Jagadeesan, Sundaresan <sundaresan.j@philips.com> will co present with me. He is a full time Philips employee and working at a capacity of Program Manager for the Agile transformation program.

       

      • Naresh Jain
        By Naresh Jain  ~  1 year ago
        reply Reply

        Hi Anand, I don't see his name added as co-presenter to the proposal. Can you please update that?

        • Anand Murthy Raj
          By Anand Murthy Raj  ~  1 year ago
          reply Reply

          Yes I have added his name as well. Please check and confirm.

  • Ravi Kumar
    By Ravi Kumar  ~  1 year ago
    reply Reply

    Hi Anand,

    Thanks for the proposal. Going over the proposal I find there are too many of the challenges and the learning outcomes that is being focused. My fear is that this is tending towards a generic talk of embracing SAFe and the challenges etc. There are few points in the outline that is interesting 

    • Agile Maturity Assessments
    • People Factor and the role of HR
    • Agile Adoption (the transition of the T shaped model to the E shaped model)
    • Agile Tooling and innovation in tooling

    Do you think it is better to focus on the above higlighting specifics of what was implemented and how it benefited in 20 mins and present this as an experience report?

     

    Thanks,

    Ravi

    • Naresh Jain
      By Naresh Jain  ~  1 year ago
      reply Reply

      Hi Anand,

      As per Ravi's suggestion would you be able to present this as a 20 mins experience report focusing on 3-4 key areas? (We've a jam-packed schedule already and hence the ask.)

      • Anand Murthy Raj
        By Anand Murthy Raj  ~  1 year ago
        reply Reply

        Sure We will present it in 20 mins.

        • Naresh Jain
          By Naresh Jain  ~  1 year ago
          reply Reply

          Thanks. Please update your proposal accordingly.

    • Anand Murthy Raj
      By Anand Murthy Raj  ~  1 year ago
      reply Reply
      Hi Ravi,
      I have uploaded the PDF for your reference. let me know if this meets your expectations.

      Regards,

      M R Anand SPC, SA, PMI-ACP®,CSP®​,C​SM​​®, PSM-I®, PMP® ,ITSM,

    • Anand Murthy Raj
      By Anand Murthy Raj  ~  1 year ago
      reply Reply
      Hi ravi,
      Yes we can focus on that. I will upload the document today and share the link.

      Regards,

      M R Anand SPC, SA, PMI-ACP®,CSP®​,C​SM​​®, PSM-I®, PMP® ,ITSM,


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    “When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

    The metrics of flow provide a comprehensive, analytics driven methodology for agile development at scale. By capturing real-time flow metrics and by using powerful analytical tools such as the Cumulative Flow Diagram (CFD), Cycle Time Scatterplot, and Monte Carlo Simulations one is able to more effectively manage the complexity associated with very large scale software development. Better management of complexity ultimately leads to better predictability.

    Further, these metrics provide transparency at all organizational layers. At the team level the metrics provide real-time information and act as a catalyst for continuous improvement; and at retrospectives the teams will always have the most accurate, critical and objective information upon which to base any action. For Scrum Masters and the team the metrics provide insight and levers to pull. This level of visibility is crucial to decision making as most organizations and teams can perform multiple types of work across varied layers of work-units.

    Similarly, at the enterprise and/or program level the metrics provide the transparency required to effectively manage complex and geographically distributed development and maintenance environments. One is able to track progress, productivity and pro-actively act on systemic issues such as infrastructure concerns, resource capacity, cross-team dependencies, and integration.

    Flow metrics are the most effective means to manage to predictable outcomes in an inherently uncertain field. The use of Scatterplots and Monte Carlo Simulation based on real historical metrics eliminates any need for subjective estimation. At all levels of an organization, these metrics provide much higher levels of confidence and more realistic projections.

  • Liked Harshal Pandit
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    Harshal Pandit - Visualizing the Big Picture in Agile project

    Harshal Pandit
    Harshal Pandit
    SAP Consultant
    Crest
    schedule 1 year ago
    Sold Out!
    20 mins
    Experience Report
    Intermediate

    As a Business Analysts, often we have to work in the two worlds of Business and Technology.These are the two vast fields with multiple areas that the BA is expected to keep an eye on.

    But once your project grows bigger, teams start to get lost in big bunch of user stories and then it gets harder and harder for everyone to see the same big picture of your project

    From my past experience I find the biggest difference between being an Agile BA and a BA working in waterfall is the scope of the requirements we create. Before I'd work on the requirements for the whole system and get sign off on the whole thing (Blueprints). Now that I am working on a Agile project in Scrum team, I get the Epics for scope before the project starts, but then everything's explored in the span of the 2/3-week sprints.

    We may take an epic and break it down into several stories, but We are only getting detailed requirements for the next 2 or 3 weeks.  It is rather challenging to be thinking small, but also thinking about the whole process or even  about the organization as a business analyst of a particular project.

    Sometimes it can be easy to get lost in the middle of iterations and forget about the big picture of the final product. I would say that is a real fight you have to figure out how to win with the correct balance of sprints and overall project deliverables in Agile project as a business analyst.

    So if you are also facing a same issue of poor visualization of big picture in your agile project then join my session to know how we have tackled this issue and able to visualize the big picture.

  • Liked Ragunathan Pattabi
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    Ragunathan Pattabi / Rajesh Yanuganti - Pair Programming - Myth Busters!

    20 mins
    Talk
    Intermediate

    Calvin and Hobbes

    “If a task takes 1 hour; it takes 2 hours in pair programming.”
    “This fix is needed urgently; it is better done alone to save time.”
    “It is good only for complicated tasks; there is no need to pair program on simple tasks.”

    These are some of the statements you may be hearing around you from experienced developers to even managers. Sadly, there is lack of understanding of dynamics that make pair programming a key agile engineering practice. This, in turn, resulted in lack of its acceptance in teams adopting agile methodologies. Our mission is to dissect the myths around pair programming which brings continuous learning, productivity, quality, and the joy of collaboration to countless developers every day.