Product Quality Improvement Via Defnition of Done (DoD) and Tech Debt reduction
Product quality plays a key strategic role in any organization success. Organizations have tried and tested many tools, techniques, methodologies or mechanisms to achieve best possible quality while trying to meet time to market demands. Agile methods have gained prominent attention of CXO as a strategic piece for IT and Business alignment. Many organizations have embraced agile journey in recent years and have reported noticeable improvement in product quality, customer satisfaction, early value delivery (Time to market) and increased people engagement at workplace.
One of the magical factor driving product quality improvement in Agile Scrum is Definition of Done( DoD). A well thought and implemented DoD keeping Tech Debt as a reference would result in significant improvement of Product Quality.
This paper provides summary of our experience of implementation of DoD, Tech Debt reduction strategy and magnificent results we observed in an enterprise level large complex legacy system.
Outline/structure of the Session
We will have sesison divided in to 3 sections
- Product Quality and Challenges
- Tech Debt Reduction
- Magic of DoD
This session is driven by our practical experience and also gaining some input and thoughts from industry and agile experts and practitioners. We’ll touch upon our journey as from where we started, what all challenges we have seen and overcome to reach to a point where we are right now and how this helping our team. What is the magic happening behind the scenes to create a Driving High Performance Culture and Values. We’ll like to engage audience and help them to understand how to define a right set for doneness. We have some exercises as well for the audience to help them
in future practice.
This session will be helping audience to understand the power of definition of done. What makes of a right set DoD. How to achieve a meaningful Definition of Done. Why we need it at the first place and what difference it will bring in a short run or long run. During our research we found most of the organizations would settle for very light, easy go and low risk driven approach for DoDto begin with and continuously evolve/ update to cater growing needed. Very few organisations would take a highly risk driven, detailed and aggressive approach for DoD and continuously evolve/
update based on needs. We deployed second approach in order to address challenges we discussed in introduction section. We knew that its tough journey but at the end it was worth and fruitful. We derived detailed parameters from sources like organization QMS mandates ( Like ISO ), Product release milestone checklists, Quality Strategy documents. It was based on zero defect ideal solution centric and hence it was very stringent. Purpose of achieving best product results was driving us in such a direction that we didn’t pay much attention for any constraints like skill, cost, time or technology. It was decided to have scrum team members doing both development and testing. Hence QA team was not in picture and DoD implementation is owned by individual scrum teams. ( We don’t have SQA and PM functions). We made a rule such that any exceptions at each sprint level has to be approved by Senior Executive leadership team (like Senior VP of Engineering and Product Management). This created a sense of criticality, urgency and attitude of paying attention to details at each small steps of Sprint.
Any Agile Practitioner
Basics of Agile and Scrum.
schedule Submitted 1 week ago
People who liked this proposal, also liked:
Vishweshwar Hegde - Mindfulness@Work: B-D Framework – Accelerating Enterprise Agility CultureVishweshwar HegdePartner, PM Power ConsultingPM Power Consulting
schedule 1 month agoSold Out!
Business Agility is achieved through proactive & quick sensing of Customer/Market needs and fulfilling those needs through end to end collaboration of Customers, Business Functions and Solution Delivery Functions in a seamless flow. Apart from technology and process elements, the critical success factor for such functioning is the mindset and culture aspects of people and organization units across the value chain. Mindfulness is a great tool to develop Emotional Intelligence which is the bedrock of leadership tenets for Agility Culture like proactiveness & self-organizing, cross-functional collaboration and facilitative leadership styles.
This session covers a case study of Enterprise wide Mindfulness transformation in a 2000+ strong global Technology company. The session covers aspects of:
- Creation of a Mindfulness@Work framework called B-D Framework – Being Mindful and Doing Mindfully. Being Mindful by Being Aware, Alive and Calm; Doing Mindfully by Perceiving Immersivity, Processing non-judgmentally and Performing Empathetically.
- Mindfulness techniques and practices at individual level like BreathWatch, BodyScan, Balanced Breathing, Journaling.
- Organizational and Team ceremonies to inculcate Mindfulness as part of work practices like Mindful Meeting, Sense Walk.
- Results captured after 6 weeks of practice of Mindfulness practices by the participants on Personal Wellbeing, Personal Effectiveness and Professional Performance.
- Organizational Change Management including unique role called Happiness Evangelist.
The session will be a joint presentation by the Happiness Evangelist and the Mindfulness Coach.
Fennande van der Meulen / Maartje Wolff - How to build good habits in an Agile TeamFennande van der Meulenco founderHappy OfficeMaartje WolffCo FounderHappy Office
schedule 1 month agoSold Out!
Culture eats strategy for breakfast, said Peter Drucker. We all agree to that. If our organisational culture is not building up to our goals, we will never reach them. The main question is, how can you create an organisational and team culture that contributes to your goals, to productivity and success? The key for change is to form the right habits, within our agile teams. Like exercising regularly and losing weight you can develop habits for being healthy, happy, more productive and successful at work. Therefore it is important to understand the human nature and its potential for transformation. In this workshop participants get all the insights and best practices to develop habits for an happy and fulfilling (work)life and organisational culture.
Manjunath Mathihalli / Prashant Shinde - Building a self-organizing and sustainable Communities of Practice by WorkingOutLoud!Manjunath MathihalliChief ConsultantSiemens Technology and Services LimitedPrashant ShindeAgile CoachGuruLeela InfoSystems
schedule 1 week agoSold Out!
In any large scale Agile transformation journey, it is very important to build and sustain continuous improvement culture. What choices are available beyond regular retrospectives and Inspect & Adapt workshops to identify and address improvement opportunities in a systematic approach?
Communities of Practice help create a forum for interested individuals to learn from each other and external resources like eminent speakers, video recordings, books, etc. However, many learnings through these Communities of Practice activities very often doesn't always get converted into practical immediate to short term application. Therefore, the participating individuals gradually loose their interest in such COPs and within in a short time span, such COP initiative meets with its natural end. This leads the COP champions (or promoters, which typically would be Agile Coaches in cases of Agile Transformations) to wonder: what could be done to create an self-organizing environment for continuous improvement that yields tangible results to individuals and their teams/organization?
Above questions were encountered by us in our current Agile transformation engagement and in response, we discovered the WorkingOutLoud concept from John Stepper. This model sounded like a perfect opportunity to experiment with our attempt to build a self-organizing and sustainable Community of Practice to promote continuous improvement culture at the overall organization level. In this talk, we shall share our approach and learnings from this experiment.