Where does agile gets its agility?Satish Kamat
schedule 1 year agoSold Out!
While we have been dilly dallying moving to agile practices over last few years, early this year we decided that our small product team needs to be fully agile over next 6 months. The last 12 months of transformation has helped us all see whether Agile is as agile as it is made out!
We saw 40-50% increase in team velocity over waterfall for the same team!
Waterfall focuses on a release that spans across define, design, develop and verify to develop multiple features in an almost assembly line manner. Agile divides the features into user stories (as if sub-feature) and each of these user stories is defined, designed, developed and verified within one or more iterations by a dedicated scrum team. We discovered that this difference between waterfall and agile manifests to accelerate velocity through four sources.
These sources created a transformation, that we had not planned earlier. As we have expanded agile implementation from one team to now 5 teams, focusing on these sources of agility to preserve them is turning out to be key to scaling. This we think is the key to scaling enterprise for agile.
Feasibility Study: Implementing Agility In Strategic Technology Managementgaurimohan
schedule 1 year agoSold Out!
Research Statement: To investigate the feasibility of defining and executing Strategic Technology Management using Agile (for IT Services of companies) to maximize the business value by delivering innovative products, increase productivity and derive high ROI(Return of investment).
As an IT Operations Manager, Agile Transformationist and Coach for IT programs/projects adopting Agile as a software development model, I observed and witnessed some of the most crucial and evident benefits of the Agile Methodology : HighROI , Faster business value, time to market, increased productivity and Agility in execution: All contributing to a globally distinguishable success for the project.
While discussing Organizational IT Strategy, and Strategic Technology Management with some Senior Managers, and going through subjective material, I observed that STM enabled Organization Strategy for IT was executed by management into broad steps of:-
1) Strategy definition 2) Execution. I also observed that if the two steps sprawled over a period of 6 months, then the risk of missing out new upcoming user requirements in between (having impact due to IT and any new concerns) and any intermediate change in technological trends was at a very high risk of getting missed out. I realized that one reason was that while defining the strategy, whatever base information and business vision management took into consideration as the base point was not getting revisited very efficiently during the internal stages of strategy definition and also execution especially if the strategy definition is sprawled over 6 months as already mentioned above.
Due to this I started to search for any experiences shared or white papers on company based scenarios wherein STM was utilizing the fundamentals of Agility to overcome the risk as mentioned above. I was not able to find any direct literature w.r.t the same.
Hence, started with research and analysis on defining and executing STM from a subjective and feasibility perspective.
It’s a rhythm of continuous planning and adapting to manage scope/priority that can fit in iterations. This paper attempts to cover briefly an initiating thought about how managers can devise IT technology related strategic paths for their Organization.
It would be important to state that this area is subject to consistent evolution with more application related experience based research. This study also briefly mentions the implications of agility with STM.