Agile – For Maintenance Projects

Purpose of the session is to share experience of implementing Agile in Maintenance teams and have discussion to learn about challenges faced by others and guide them or learn from them

 
3 favorite thumb_down thumb_up 0 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

The session intends to put lights on how we can make our client facing team, be it a customer support or technical support, to make them Agile friendly, be more visible to their total work, have very good judgement of planned vs unplanned work and be proactive in realizing the pattern of incoming issues and focus on stopping them rather than keep fixing them.

I will share our experience what we have gone through and how it helped us in reducing our client reported backlog by more than 50% in 3+ years

Learning Outcome

To share idea about working model through actual results of Agile Implementation Maintenance Team

Target Audience

Members who are part of day to day operations with client and leaders who want to introduce/improve on Sustaining/Maintenance Operations within their organizations

Prerequisite

Basic understanding of Agile Principles, Values and Practices

schedule Submitted 3 weeks ago

Comments Subscribe to Comments

comment Comment on this Proposal

  • Liked Nilesh Kulkarni
    keyboard_arrow_down

    Nilesh Kulkarni - Outcome Based Agile Coaching

    45 Mins
    Workshop
    Intermediate

    Session name - Outcome based agile coaching

    We all want to become good agile coach. But what does that mean? How do you get better outcome from your agile coaching sessions? In this session, participants will experience how to improve outcome of your coaching session. Some areas we will focus in this session are output Vs outcome, why, what, how of coaching, how to make coaching outcome etc.

    This will be a hands on workshop with very minimal guidance from facilitator. Participants will have experiential learning through the activities to understand how to align agile coaching to deliver maximum impact on business outcome.

  • Liked Anand Bagmar
    keyboard_arrow_down

    Anand Bagmar - Build your own MAD-LAB - for Mobile Test Automation for CD

    45 Mins
    Case Study
    Intermediate

    In this age of a variety of cloud-based-services for virtual Mobile Test Labs, building a real-(mobile)-device lab for Test Automation is NOT a common thing – it is difficult, high maintenance, expensive! Yet, I had to do it!

    Attend this talk to understand the Why, What and How I built my own MAD-LAB (Mobile Automation Devices LAB). The discussion will include –

    • Understanding the context,
    • Why no cloud-based solution worked for me,
    • The automation strategy for Android / iOS / Web platform,
    • The tech-stack (cucumber-jvm / Appium), and,
    • The core implementation to build your own MAD-LAB! (already open-sourced)
    • How this results in Continuous Delivery (CD)
  • Liked Pooja Wandile
    keyboard_arrow_down

    Pooja Wandile - DevOps For Legacy Systems: A Roller Coaster Ride

    20 Mins
    Experience Report
    Beginner

    Every organization aspire for faster time to market, release of features on demand, reducing the time between concept to cash and better quality of products. Agile has been a popular choice to achieve this objective. While agile was becoming a streamline approach, software industry saw the advent of DevOps. By adopting DevOps practices, organizations were trying to bridge the gap that existed between different groups within the organization, such as business, delivery, QA, Operations, Infra, etc. In spite of adopting agile practices, organizations were not fast enough to respond to changes. And one of the major reasons was the misalignment of purpose and processes withing these groups, hence while features were dev ready but it would still take the same amount of time to release to market as it was before. That's where organizations found the missing piece in DevOps in the entire delivery process.

    Everyone started hoping on it without realizing the complexity involved in its adoption. It is now a big buzzword in the industry. DevOps involves bringing changes not just in the delivery but also in the operations. with greenfield projects its a bit easier than doing it with legacy systems because greenfield projects have the opportunity to start from scratch which legacy systems lack.

    The purpose of this proposed talk is to share experience of devops implementation on such legacy systems which are complex and not just on its own but a web of multiple systems working together. How scaling devops practices becomes a necessity when working with enterprise applications.

  • Liked Sunil Mundra
    keyboard_arrow_down

    Sunil Mundra - Be Alive, Be Agile

    Sunil Mundra
    Sunil Mundra
    Principal Consultant
    ThoughtWorks
    schedule 3 weeks ago
    Sold Out!
    45 Mins
    Talk
    Executive

    The Key challenge organisations are facing today is having to deal with the exponential rate of change which is happening in the external environment. The extent and pace of change is so disruptive that no organisation, regardless of age or size can take their competitive advantage or even their survival for granted.

    The main reason why organisations are struggling to change is that they are modeled as mechanistic or close-ended systems. On the contrary, all natural socio-economic systems essentially which are living systems have dealt with change very effectively since eternity.

    This talk is about infusing life into organisations. The speaker will highlight the key characteristics of living systems which enable them to deal with change effectively and also suggest actionable guidelines that will help leaders/influencers to bring their organisations to life. This approach will enable organisations to not only survive but thrive on change.

  • Liked Mangalam Nandakumar
    keyboard_arrow_down

    Mangalam Nandakumar - Why story points make no sense for a product company

    45 Mins
    Talk
    Advanced

    T-shirt sizing. Fruit Sizing. Planning pokers. You might be familiar with any or all of these estimation (relative sizing) techniques. Story points based estimations (along with velocity mapping) is touted as a predictable method to plan for software delivery. Teams are expected to get a good sense of the effort needed to deliver a piece of work by comparing estimates with references of similarly complex work they have delivered in the past.

    The accuracy of point based estimates fares more or less in the same range as sheer gut feel. So, the natural inclination for software teams is to try and make it more accurate than gut feel. Thereby, we obsess with breaking functionality into smaller byte sized stories. We freak out when there is "scope creep". We debate endlessly about ideal days vs. person days. We fuss over the specific visual representation for the burn-up or burn-down.

    Does it matter anymore how many days the team spent chipping hard at a feature that added no value to the business? Have we made agile teams into mini waterfall teams by focussing on the wrong metrics? Can product companies afford this?

    Process heaviness in product companies can cost a lot. We need to find better ways to invest in success metrics. We need to change the conversation from productivity to value add.

    My talk intends to challenge prevalent estimation practices and contest their validity in product companies. I will also introduce ideas around capturing relevant business metrics and sizing stories using business value.

  • Liked Henny portman
    keyboard_arrow_down

    Henny portman - Will the project manager and PMO disappear in the agile world

    Henny portman
    Henny portman
    Partner
    HWP Consulting
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Beginner

    I will focus on a possible transition of organizations who are introducing the agile way of working. Starting with a traditional project setup using permanent PMO (portfolio level) and a temporary PMO (project level). What will happen if the keep the team together as an agile team. What does that mean for the project manager. I will continue my story by adding an agile team. Coordination between the teams can be managed by a scrum of scrum. Still no need for a project organization with a project manager and a project board and no need for a temporary PMO. I add more teams and the coordination asks for a project manager. What dos this mean for a PMO? We can continue and institutionalize the coordination by using frameworks like Nexus, S@S, SAFe et cetera and has an Integration Manager, a Roadmap Manager or a Release Train Engineer and Product managers and Product Owners. I will add some new to be created teams (aks for a Project Manager to organise) et cetera. I will end with an overview and positioning of different agile frameworks and the role of the permanent PMO (focus portfolio management and Center of Excellence) in an agile world.

  • Liked Sandip Shah
    keyboard_arrow_down

    Sandip Shah - What to do when order to follow is: ‘You need to follow Agile from now on!!!’

    Sandip Shah
    Sandip Shah
    Project Manager
    Allscripts
    schedule 1 week ago
    Sold Out!
    20 Mins
    Demonstration
    Beginner

    Purpose of the session is to discuss about Agile implementation approach and acceptance

  • Liked Jutta Eckstein
    keyboard_arrow_down

    Jutta Eckstein - Beyond Agile – Preparing for Digitalization

    45 Mins
    Talk
    Intermediate

    The digitalization calls for rapid organizational flexibility and adaptability. This has an impact on all dimensions of a company: its strategy, structure, and the processes. Agile will help implementing some of this flexibility and adaptability yet mainly in terms of processes. Thus, the digital transformation needs companies to change beyond Agile. Beyond Budgeting, Open Space, and Sociocracy provide the missing links for a company to fully embrace digitalization. The combination of these concepts enables a company not only to survive but also to thrive (digital) disruptions.

  • Liked Anton Zotin
    keyboard_arrow_down

    Anton Zotin - Why your company will most probably not become Agile?

    Anton Zotin
    Anton Zotin
    Agile Whisperer
    FlixBus
    schedule 1 month ago
    Sold Out!
    45 Mins
    Talk
    Executive

    You have tried Scrum, Kanban, XP, Crystal and other even less known frameworks and methods that claim to help you to become Agile. You have applied them pure, you have tried to tweak them, and even you have made some homemade cocktails out of them. So yet you still can't say your company is Agile. Your Cxx-s are willing to change the company, and themselves. Your employees on all levels genuinely want to step into the Agile journey. Yet there is nearly no progress toward a real organizational agility.

    What is the secret? Why is it so hard? Why there are so many crashes on this way in our industry? Why most of the companies will still fail to become Agile, and yours will most probably too.

    I'm going to answer all these questions during this talk. We will figure out what aspects of a large-scale agile transformation have a mission-critical impact and how they influence each other. Where to put your efforts? How to cut corners? And moreover, how to survive on this journey.

  • Liked Anil Vasudevan
    keyboard_arrow_down

    Anil Vasudevan - Agile Culture Index

    20 Mins
    Talk
    Beginner

    There are many measurement tools for Agile Teams Productivity and Adaptability to Agile. I am introducing a totally different measure for Agile teams. It is called the Agile Culture Index. It is a score for the team for the Agile Culture they build and follow. It is more of being Agile than doing Agile. It is more about the bonding in the team, openness in team, trust in team, readiness for facing any challenges as a team etc. It is more about people part of it than the practices or process, rightly aligned with Agile Manifesto value “Individuals and Interactions over processes and tools”

    The objective of this measure is to understand the Agile Culture adaption and Agile Mindset of the team and help for continuous improvement.

  • Liked Sandeep Yadav
    keyboard_arrow_down

    Sandeep Yadav / Nisha Yadav - Building Roadmap for Scaling Agile

    45 Mins
    Talk
    Executive

    Today's enterprises operate in highly complex and uncertain environment and Agile adoption is highly challenging in such large organizations.

    While the context for each Agile transformation is different and there are several scaling models readily available, the components of the Agile implementation road map which ensure outcome are of universal nature.

    This session will cover model for building the roadmap and the activities to be carried out by Agile leaders and Agile Coaches for successful Agile implementation at scale.The model covers why to? How to? What to? When to? and Duration? for each component on the roadmap.The model will lay foundation for crafting the Agile implementation strategy and also to write the Agile implementation business case. The model is based on my practical experience of large scale Agile implementations.

  • Liked Koti Reddy
    keyboard_arrow_down

    Koti Reddy - Scrum and Human Body - An Analogy

    Koti Reddy
    Koti Reddy
    Agile Coach
    UnitedHealth Group
    schedule 1 week ago
    Sold Out!
    20 Mins
    Experience Report
    Intermediate

    I would like to take an analogy of comparing the Scrum Framework with a human body. The human body consists of cells, tissues, organs and the human body system relies on collaboration and coordination of all the parts of the human being in self-organization way to keep the body healthy and functioning. Similarly in scrum framework, the roles, events, artifacts and rules together work like a human body to keep the scrum sustain and work for not only to it but to everyone.

    Human body cells employ iterative and incremental approach. They divide and multiply. That allows the body to grow and to replace damaged or worn cells. Similarly, in iterative and incremental manner, Scrum helps to build more valuable products over a period of time.

    Empiricism is like the sensory experience which helps in the formation of ideas and making decisions. Also the introspection at regular intervals and taking corrective actions to improve as an individual is similar to the empiricism. Three pillars for the individual’s existence are Body, Mind, and Spirit. Balancing is the key to create an extraordinary life.

    Similarly, Transparency, Inspection and Adaptation are the three pillars to sustain the Scrum framework. Also the principles of shared visual work space, self-organization and empirical process which make a scrum team successful.

    Similarly i will be providing a view on all the scrum essentials analogy

  • Liked Lekha Susan
    keyboard_arrow_down

    Lekha Susan - Self Organization - Step 1:Kill the Boss

    Lekha Susan
    Lekha Susan
    COO
    Bridge Global
    schedule 3 weeks ago
    Sold Out!
    45 Mins
    Case Study
    Intermediate

    Business agility is all about getting results out in an agile pace. Self organized teams would seem like an answer here.

    An honest look into why self organization is a buzz word now. Why is it so important, why are companies shifting gears now. Is something terribly wrong with the normal top-down organizations?

    Takeaways:

    1. An answer to an important question - Do you need this shift?
    2. The bare necessities to get you started towards self organization
    3. How you should kill the boss in you
    4. From coding to finalizing a new office space