Turning around a twice-failed distributed enterprise program into success

The common myth about agile methodology is, it is suited for smaller, co-located teams, would not scale up for big enterprises and is best suited for smaller, less complex programs.

In this talk, I intend to share how we went about setting up, executing and successfully delivering probably one of the most complex and strategic programs for one of our customers. This program was the first ever successful adoption of the fully distributed agile implementations for the customer.

Context: The client is the leading Telecom Operator in the UK, having their captive and other strategic partners based out of India. The program was highly strategic for the client and the predicted ROI was high.

 - The implementation was tried twice by different vendors for more than an year, but failed to deliver; root causes were not analyzed

 - The Program Sponsor had one last chance to try and deliver the platform successfully, against a very tight schedule

 - Continued Operational risk with the legacy system in place 

Outcome of our engagement:

 - Core functional application ready in pre-production by the end of first release cycle (4 months from engagement start); fully ready to functionally scale easily and quickly

 - Adoption of the technical and execution approach to other related programs within the portfolio 

Our Approach:

 - Outcome of initial assessment of the existing codebase was to go with re-write from scratch; was a really hard sell, but was the RIGHT thing to do

 - Re-define the release cycle: extend development period by embedding integration testing as part of development cycle and cut down on the low level design phase

 - Need-basis colocation of functional SMEs with development team 

 - Direct access to Product Owners: weekly video calls, must-attend iteration show-cases, etc

 - Remove unnecessary operational overheads, in terms of people as well as organizational processes

 - Well-defined, pragmatic strategy for Integration testing (major constraints - lead time for test data preparation, limitation in re-usability of test data, lack of e2e functional understanding within team)

  - Smart seeding of other vendor team members (with good functional/domain understanding) into the core team

  - Zero compromise on basic hygienic practices: IPMs, Showcases, communicate negative-news-first with alternate solutions/workarounds, strict removal of wastes, inclusive decision making, highest degree of code coverage, sanity test suite, e2e basic automation suite   

  - Building trust between distributed teams: cross-pairing, align on core work hours across time zones, joint showcases and retrospectives (shared responsibility)

Challenges faced:

  - Big push to release the core functional platform into production in 3 months (immediate next release)

  - Working out of other vendor premises: seen as threat to their business, lack of cooperation and collaboration   

  - Product Owners based out of UK, no easy / frequent access

  - Functional SMEs/designers based out of different location

  - Release cycle that was in place: 8 weeks of design, 4 weeks of development and 8 weeks of testing!

  - Distributed and isolated testing teams

  - Highly manual and time-consuming E2E testing processes

  - Multiple interfacing systems, both upstream and downstream 

  - Client development team based out of UK, different execution approach, lack of trust between the teams

In summary, I would like to share the unique aspects of the execution approach that made this program a real success for the customer, though some of the approaches might be tried out in different environments and project situations.

 
8 favorite thumb_down thumb_up 2 comments visibility_off  Remove from Watchlist visibility  Add to Watchlist
 

Outline/structure of the Session

First 5 minutes: Setting the business and program context and listing down specific expectations from the audience

Next 30 minutes: Walk-through the execution approach, challenges, highlight the major decisions, how did we arrive at them, impact of those decisions at the program and client organization level. 

Last 10 minutes: Questions and Answers

Learning Outcome

 - Role of the Client Sponsor during program initiation and throughout the execution lifecycle

 - What are the hard (a.k.a. right) decisions that have to be made

 - Identifying the right execution process that works for the program

 - Setting up the right communication process across different timezones is the key

 - How to ensure information sharing is consistent and effective across different levels

 - How to clearly differentiate between real and perceived failures and resolve them 

Target Audience

Project, Delivery Managers, Customer Facing Roles

schedule Submitted 3 years ago

Comments Subscribe to Comments

comment Comment on this Proposal
  • Tathagat Varma
    By Tathagat Varma  ~  3 years ago
    reply Reply

    Sridharan - I agree with Naresh's question. There is enough gyan on this topic on the net, and unless there is a specific issue that you have faced and addressed, there is not enough merit in a general session. Can you help us understand what is your unique experience in addressing a real-life problem on this subject?

    thanks,

    TV

    • Naresh Jain
      By Naresh Jain  ~  3 years ago
      reply Reply

      Thanks for the proposal, Sridharan. I'm failing to see if there is anything new in your talk. Are there specific techniques, which is not known to the industry and you think is worth highlighting? 

      Also to help us understand your presentation skills and stage presence, can you please share a link to a video where you are presenting any topic? A link to your slides would also be really helpful.


      • Anand Bagmar
        Anand Bagmar
        Director - Quality
        Vuclip Inc.
        schedule 3 years ago
        Sold Out!
        45 mins
        Demonstration
        Intermediate

        The key objectives of organizations is to provide / derive value from the products / services they offer. To achieve this, they need to be able to deliver their offerings in the quickest time possible, and of good quality!
        In order for these organizations to to understand the quality / health of their products at a quick glance, typically a team of people scramble to collate and collect the information manually needed to get a sense of quality about the products they support. All this is done manually.


        So in the fast moving environment, where CI (Continuous Integration) and CD (Continuous Delivery) are now a necessity and not a luxury, how can teams take decisions if the product is ready to be deployed to the next environment or not?

        Test Automation across all layers of the Test Pyramid is one of the first building blocks to ensure the team gets quick feedback into the health of the product-under-test.

        The next set of questions are:
            •    How can you collate this information in a meaningful fashion to determine - yes, my code is ready to be promoted from one environment to the next?
            •    How can you know if the product is ready to go 'live'?
            •    What is the health of you product portfolio at any point in time?
            •    Can you identify patterns and do quick analysis of the test results to help in root-cause-analysis for issues that have happened over a period of time in making better decisions to better the quality of your product(s)?

        The current set of tools are limited and fail to give the holistic picture of quality and health, across the life-cycle of the products.
        The solution - TTA - Test Trend Analyzer

        TTA is an open source product that becomes the source of information to give you real-time and visual insights into the health of the product portfolio using the Test Automation results, in form of Trends, Comparative Analysis, Failure Analysis and Functional Performance Benchmarking. This allows teams to take decisions on the product deployment to the next level using actual data points, instead of 'gut-feel' based decisions.

        There are 2 sets of audience who will benefit from TTA:
        1. Management - who want to know in real time what is the latest state of test execution trends across their product portfolios / projects. Also, they can use the data represented in the trend analysis views to make more informed decisions on which products / projects they need to focus more or less. Views like Test Pyramid View, Comparative Analysis help looking at results over a period of time, and using that as a data point to identify trends.

        2. Team Members (developers / testers) - who want to do quick test failure analysis to get to the root cause analysis as quickly as possible. Some of the views - like Compare Runs, Failure Analysis, Test Execution Trend help the team on a day-to-day basis.

        NOTE: TTA does not claim to give answers to the potential problems. It gives a visual representation of test execution results in different formats which allow team members / management to have more focussed conversations based on data points.

      • Liked Sunil Mundra
        keyboard_arrow_down

        Sunil Mundra - Getting A Partner To Adopt Agile

        Sunil Mundra
        Sunil Mundra
        Principal Consultant
        ThoughtWorks
        schedule 3 years ago
        Sold Out!
        20 mins
        Case Study
        Intermediate

        Due to the business benefits which accrue from Agile, clients are demanding their IT Departments/Partners to adopt Agile. It is quite common to find a situation where the client has adopted Agile, but its Partner/Vendor has not.


        This talk is based on my consulting engagement with a client who had adopted Agile and their partner had not, and the client wanted the partner to Adopt Agile.


        The talk will cover the critical challenges encountered in getting the partner to adopt Agile, especially given the wide difference in cultures of both organizations and also the organizations being located in different continents. The talk will also cover the key learnings from this journey.

      • Liked Shirish Padalkar
        keyboard_arrow_down

        Shirish Padalkar - Application Security - The Agile Way

        Shirish Padalkar
        Shirish Padalkar
        Senior Consultant
        ThoughtWorks
        schedule 3 years ago
        Sold Out!
        45 mins
        Talk
        Beginner

        Traditionally application security has involved upfront design and a big bang penetration test after development. This leads to the phenomenon of “bolt-on” security that translates into increased cost and complexity.

        Drawing on our experience on real-world projects, we show how security can be baked-in on an agile project. Using case studies we demonstrate how security concerns are captured during project inceptions, how developers write secure code, security testing is automated and how configuration management can help achieve secure deployments. This talk introduces several new concepts like secure by design, secure design patterns and lightweight code reviews.

      • Liked Anand Bagmar
        keyboard_arrow_down

        Anand Bagmar - The Agile “Chalta-Hai (It’s OK)” Manifesto

        Anand Bagmar
        Anand Bagmar
        Director - Quality
        Vuclip Inc.
        schedule 3 years ago
        Sold Out!
        45 mins
        Experience Report
        Intermediate

        The Agile Manifesto was formulated by 17 people in 2001. We know the principles of the Agile Manifesto … but do we really understand it?

        Depending on the organisation culture, the team culture and various other factors, they reach varying levels of Agile adoption. Martin Fowler talks about the levels of adoption and the path to get better via his post on “Your Path through Agile Fluency”.

        Not surprisingly, not all Agile project implementations are successful.

        This session is going to take you through a journey to talk about some of the Myths of Agile and also behaviors that inhibit organisations and teams to reach great(er) heights in Agile Fluency to achieve Agile’s benefits.  As a result, the Agile Manifesto has remained on paper, but teams have come up with their own ‘workarounds’ - which are not truly solutions to solve a complex problem well.

        We accept it because of our “chalta-hai (it’s ok)" attitude. At the end, what are we then left with? The Agile “Chalta-Hai (It's OK)” Manifesto.

      • Anand Bagmar
        Anand Bagmar
        Director - Quality
        Vuclip Inc.
        schedule 3 years ago
        Sold Out!
        90 mins
        Case Study
        Intermediate

        The key objectives of Organizations is to provide / derive value from the products / services they offer. To achieve this, they need to be able to deliver their offerings in the quickest time possible, and of good quality!
        In such a fast moving environment, CI (Continuous Integration) and CD (Continuous Delivery) are now a necessity and not a luxury!

        There are various practices that Organizations and Enterprises need to implement to enable CD. Testing (automation) is one of the important practices that needs to be setup correctly for CD to be successful.

        Testing in Organizations on the CD journey is tricky and requires a lot of discipline, rigor and hard work. In Enterprises, the Testing complexity and challenges increase exponentially.

        In this session, I am sharing my vision of the Test Strategy required to make successful the journey of an Enterprise on the path of implementing CD.

      • Liked Vinod Sankaranarayanan
        keyboard_arrow_down

        Vinod Sankaranarayanan - Ownership Transfer

        90 mins
        Talk
        Intermediate

        Getting a different team to take over an application brings in challenges from multiple perspectives. There will be differences around processes, engineering as well as culture. Larger transfers would also involve changes to infrastructure. For long, the industry has done a disservice to this field by calling it Knowledge Transfer. Knowledge Transfer, is but a subset of the scope of activities involved in this exercise. We propose to rename this as Ownership Transfer.
        In specific - we put this process into practice with one of our customers. After more than 5 years of supporting the platform, ThoughtWorks worked with The customer teams to transfer knowledge and context back to the customer. A few highlights on the application.
        • More than 80% of all online ticket sales are done through this application
        • More than 400,000 visits a day
        • Close to 5 billion USD of ticket sales
        • More than 70 VMs supporting the production application
        • Upwards of 300 VMs supporting other development and testing environments
        A few highlights on the program,
        • More than 150 IT members involved in the program
        • A ramp-down was part of the process to get the final numbers to about 60
        • The transfer had to occur from Bangalore back to London
        • Infrastructure had to re-optimised from Bangalore over to London
        • Two organisations were involved viz. ThoughtWorks and the customer
        Since both Bangalore and London were following agile practices, the teams decided to utilise core agile concepts to effect the transfer. This became all the more important as business required critical features to be delivered on a continuous basis. 
        Before we started off on this exercise, we created a methodology to effect the transfer. This methodology is fairly context agnostic and should support a healthy, sustainable and mature way to transfer ownership. The transition itself was about a year long and involved multiple aspects around agile such as remote pairing, program MVP and above all, continuous delivery and non-disruption to business through the process.
        The session will introduce a framework that can be applied to most Ownership Transfer situations. In particular, this will be of interest to groups who are looking to transfer ownership from one team to another. These could be from a development team to a support team, or from one vendor to another as well. This will also provide insights on transferring ownership across distributed teams.  

      • Liked Vineet
        keyboard_arrow_down

        Vineet - Cook your Product better : story map and no estimate is the new recipe

        Vineet
        Vineet
        Product Management
        Aconex
        schedule 3 years ago
        Sold Out!
        45 mins
        Experience Report
        Intermediate

        I'll share my experience on how we shipped products faster using story maps and how team's focus on smaller goals than estimates / numbers / complexities helped us achieve it. 

        The session would give an insight on:

        • Aligning team with product vision 
        • Shiping features fast / faster 
        • Better product backlog management 
        • Delivering without estimation 

         

        Some of our challenges / questions were:

        • Are we delivering value ? 
        • How do we know we have delivered enough for our customers ? 
        • What is our priority right now ? 
        • Do we have a bigger picture ? 
        • Aligning team with product vision
        • Is tracking numbers the right thing to do ? 
        • How fast should we ship ? What are the related challenges ? 

        We solved these questions / challenges first by using story maps and then removed estimation. Story map gave a clearer picture of what's planned and what's in the next customer release. Other ideas helped us easily identify when to ship and what to ship (I'll discuss more about these in the session). 

        Story map is a great way to collaboratively identify the features, prioritize them and create milestones. We used story maps as our card wall also. It was an interesting experience :) 

        No estimate helps the team focus more on goals and less on numbers. It helps the team to think more about the customers and how would they use the product and less about velocity, charts and commitment. It changes team's perspective and team starts shipping a usuable product for customers. 

         

      • Liked Unnat Gupta
        keyboard_arrow_down

        Unnat Gupta - Calculating RoI on Agile Enablement

        45 mins
        Talk
        Advanced

        "We want to be Agile!!...

        Why?

        Because its cool, and its becoming a norm, it will help us to cope with changing requirements, help us deliver faster etc etc."

        Isn't this a common sentiment in organizations struggling with the ever changing user/customer taste?

         

        With Agile going main-stream with most organizations looking to have at least a few business critical projects run in an Agile way, the question of ROI comes up. Shifting from a traditional way of building software to an Agile way, requires change and as any good business leader would know; change is not free. Business leaders would like to understand and justify the return on Investment to make this shift. In our talk, we will be talking about how to look at the Agile process holistically and how this process affects budgeting and how early value realization can help offset the cost of change. We will also discuss stories of other in house IT shops and product houses who have made this shift and the journey they have undertaken

        From our experience of working with such organizations, we have found that for these process-focused Agile adopters, much of their measurements include:

         

        - how long is our stand-up?

        - how long is our build?

        - how many stories do we have?

        - how many points can we fit into a sprint? etc.

         

        From their perspective, they already have plenty of metrics. Often it's also the case that they're getting benefit, just because common sense does kick in behind the scenes, and because they're delivering more frequently as a result in the reduction of documentation, so they don't always run out of money either. That leads to bad habits, possibly, rewarding wrong practices. In this talk we want to discuss metrics we have used on the projects and have found useful. Metrics like: Cycle Time, Time to market (also called Lead Time), Collaboration, Quality (in terms of code complexity , code coverage, test pyramid) and bus factor. One thing to note is that any of these metrics alone would not provide holistic way of measuring benefit, and hence a combination of them is required.

         

      • Liked Unnat Gupta
        keyboard_arrow_down

        Unnat Gupta - Prioritization Techniques: Lets move beyond MoSCoW!!

        90 mins
        Workshop
        Intermediate
        • Have you been in a situation where everything gets prioritized as MUST HAVE?
        • Have you been in a situation where you have find it difficult to get different stake holders to agree on relative priority of different features?
        • Most of the time is spent in discussiing low value features?
        • Whoever screams the loudest, gets their pet features prioritixed high?
        • Do you want to learn some more prioritization games/techniques that can be used to start prioritizing at Feature level and subsequently refine it to story level?
        • You feel the current technique(s) you use for prioritization are time consuming and ineffective?

        If answer to any of the above questions is yes, this is the workshop for you to attend

        Why Prioritization?

        Customers are never thrilled to find out they can’t get all the features they want in release 1.0 of a new software product. In reality, customer expectations are high, timelines are short, and resources are limited. Any project with resource limitations has to establish the relative priorities of the requested features, use cases, or functional requirements. Prioritization helps the project manager resolve conflicts, plan for staged deliveries, and make the necessary trade-off decisions. Thus, requirement prioritization is used in Software development for determining which requirements of the software product/application should be included in a certain release. Requirements are also prioritized to minimize risk during development so that the most important or high risk requirements are implemented first.

        Several methods for assessing a prioritization of software requirements exist. In this workshop we are going show some of techniques/games we have used for feature prioritization.

         

      • Liked Unmesh Joshi
        keyboard_arrow_down

        Unmesh Joshi - Organizational Patterns

        Unmesh Joshi
        Unmesh Joshi
        Application Developer
        ThoughtWorks
        schedule 3 years ago
        Sold Out!
        45 mins
        Talk
        Advanced

        Organizational Patterns study by Jim Coplien done throughout 90s forms the foundation of Agile. Its important to understand these patterns and go beyond  'popular practices' like stand ups, user stories and TDD. Individuals are important and there are certain characteristics of these individuals which makes a team Agile or not. This presentation covers some of the very important patterns which form the basis of Agile, without these, any Agile project is bound to fail.

        Jeff Sutherland, creator of scrum, now actively uses Organizational patterns to explain acrum and also started an effort at www.scrumplop.com to collect patterns which make Scrum work.

      • Liked Unnat Gupta
        keyboard_arrow_down

        Unnat Gupta - Agile Business Analysis Anti-Patterns

        45 mins
        Talk
        Intermediate

        In this talk we will pick up various (5-7) business analysis anti-patterns, specially for Agile projects, that either we ourself have practiced at some point of our BA carrier or have seen other BA's doing. We will talk about the symptoms which act as a sign of presence of these anti patterns, why are the problems associated with them and what are the ways to get rid of them.

        These anti-patterns may range from behavior with customers to behavior with the own team.

        Some of the anti-patterns we are planning to discuss:

        1) BA aka The Order takers
        2) Task (UI/backend) based stories
        3) Engrossed in too much detail to miss the view of bigger picture - story verus feature 
        4) As a “user”...., where the user is either "system" or "product owner"
        5) Leave the NFRs / CFRs to the Developers/Tech lead
        6) Detail the hell out of stories
        7) Focus on Happy Paths only
        8) Focus on building a software over solving the real problem
        9) Resist change in requirements

         

         

      • Liked Leena S N
        keyboard_arrow_down

        Leena S N - Continuous Delivery Workshop - Setting up Deployment Pipeline

        90 mins
        Workshop
        Intermediate

        It does not matter how good our design or architecture is, at the end of the day what matters is whether our code is ready for production. But the question is, how do we make sure that our code is always production ready. As described by Jez Humble [Co-author of Continuous Delivery book] Continuous Delivery [CD] is fast, automated feedback for production readiness of our code when any change that happens to the code, Database, configurations or the infrastructure.

        During this workshop, we will give you an overview of Continuous Integration[CI] and Continuous Delivery[CD] and also talk about the key practices of CD such as:

        • Mainline Development
        • Feature Toggles
        • Build Automation
        • Deployment Automation

        As this will be a “hands-on” session, we will be using Jenkins as an example tool. We will walk you through setting up CD using Jenkins and its Build Pipeline Plugin. We will also briefly touch upon open source tools that help with deployment automation such as Chef/Puppet, Capistrano etc.

         

      • Liked Pankaj Kanchankar
        keyboard_arrow_down

        Pankaj Kanchankar - Line Managers - an Endangered Species in Agile

        Pankaj Kanchankar
        Pankaj Kanchankar
        Agile Coach
        ThoughtWorks
        schedule 3 years ago
        Sold Out!
        45 mins
        Talk
        Intermediate

        The matrix organization of yore relied on maximizing returns on each skillset. This lead to having line managers and practice horizontals.
        Engineering managers looking after developers and practice managers looking after the respective practices of BA, QA and PMO. This lead to having multiple lines of reporting for team member whilst on the project.
        In Agile teams, focus is on the self organising teams of empowered employees working towards common success criteria (project success is team success). Not everyone can be a PO or a Scrum Master. So is the role of so called line managers or practice managers become redundant?
        Whats their role in the agile teams?
        How their role needs to transform

        In this talk I will be addressing these questions. Bring out how some of their responsibilities are now taken up by the team or Product Owner or Scrum Master. I will also be suggesting how line managers can take this as an opportunity to morph into more meaningful roles that help the organization and teams. 


      • Liked Sridharan Vembu
        keyboard_arrow_down

        Sridharan Vembu - Relevance of the '12 principles' through project lifecycle - A Practitioner's View

        45 mins
        Case Study
        Intermediate

        This talk is about taking a closer look at how one or more of the 12 principles behind Agile Manifesto are closely connected to the different stages of the project lifecycle and how they impact the right choice of practices and tools at each stage. 

        Few sample scenarios: 

        1. Major change in the way iteration planning was done - common backlog for the platform (comprising of different application teams), think each 'iteration' as a 'release' - deployment of business features to production end of each iteration - resulted in greater collaboration, no separate integration/stabilization phase towards major commercial launch

        Relevant Principle: Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale

        2. Reflecting on team organization - one large team (or) multiple smaller teams and / or feature teams, concepts like Mountaineers-Divers, Navigators-Drivers -> effective and easy context sharing, no stepping-into-each-others-shoes, efficient balance between big picture view and attention to details and such.       

        Relevant Principle: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly 

        3. Feature kick-offs, analysis volleyballs, need basis Dev/QA/BA huddles, vide calls with distributed teams, subject-specific-google-hangouts -> Effective communication and fewer email conversations  

        Relevant Principle: The most efficient and effective method of conveying information to and within a development team is face-to-face conversation

        Experience clearly suggests that following the right principle at the right time for a specific situation ensures successful outcome, while ignoring one or many of these principles often results in failure.

        4. Adverse effects of measuring the delivery team's efficiency of the team one-dimensionally based on the Story Points delivered

        Relevant Principle: Working software is the primary measure of progress.

         

        In this talk, through specific practical examples, I would be explaining

         - identifying the right principles for each life cycle stage of the project/program

         - deriving the right practices based on the principles and following them effectively to deliver value to customer 

         - business and delivery constraints that prevented us from adhering to some of these principles, resulting in not-so-desired outcomes

        In summary, I would like to emphasis the importance and relevance of the 12 Agile Software Principles behind Agile Manifesto in everyday life of a Agile Practitioner.

      • Liked Khaarthigha S
        keyboard_arrow_down

        Khaarthigha S - Scaling Agile For Enterprises with Distributed Engagement Models

        45 mins
        Case Study
        Advanced

        I would like to share my experience in consulting and managing a distributed team - Identification of strategies for a transformation of "a lifeless program to a Successful Program " and journey from "Collective Inception to Collective delivery" 

        This becomes challenging especially with a complicated -distributed engagement model for our client which is a reputed and huge enterprise with presence in every corner of the world.

        In a complete globalized world, the major bottleneck for a huge enterprise is the effective functioning of globally distributed teams despite using Agile,lean.

        In my presentation, I am going to share the approaches that we tried to address the pain points including the following:

        1. Not even able to plan the Iteration planning meeting - Iteration planning not producing the outcome despite hours of planning meeting
        2. Manage dependencies between teams for a collective delivery
        3. Communication channel between teams  (Change how you communicate/coordinate)
        4. To bring the organic coherence between teams despite the cultural difference
        5. To also worry about the unknown interfaces & disastrous scenarios
        6. Different team communities with different process and practices impacting the other team’s delivery
        7. To sustain the work ecosystem for all the teams
        8. Inoffensive collective Retrospective for a constructive learning
        9. Major Natural pain point – “its not the distance, it’s the time zones”
        10. Above all, Conflict Resolution

        Eg: one part of approach which we tried was "Mountaineer-Diver Model". 

         

        Impacts of above are listed below:

        • Dynamic Dependecy resolution between teams ( instead of long hours of call for each dependency)
        • Collective , Objective planning for all the teams by matching the dependencies so that the delivery is not affected and also "All teams walking in same speed"
        • More common understanding and project focus in all teams (Frustration with the team members reduced)
        • All members from different teams directly interact and work even they are distributed ( as they spend some time physically working together as "integration teams")
        • As a result of above -> 2 key metrics improved :
          • Velocity of all teams improved
          • Development and Testing complete even before the deadline -> Delivery before the scheduled date
          • Very less time spent in meetings for conflict & dependency resolutions, planning , etc.. 

         "Project execution was the key success". 

        This will help in approaching the issues pragmatically , dynamically and also help understand how its better to make a hybrid out of multiple tools rather than using only one single process tool.