location_city Bengaluru schedule Feb 27th 11:30 - Jan 1st 12:00 AM IST place Sigma

Change is a necessity and fact of organization sustenance and survival. Some changes are quite disruptive while others evolve gradually. Agile when compared to the many of the other models is radical and requires some fundamental shifts both in culture and traditional management practices. The Indian IT Services industry is at the crossroads of change with a heavy influx of agile projects in the recent past. Effective change in the context of agile with a heavy baggage from the past makes it harder. Business still has to continue and projects must be executed; so how do we go about an effective agile adoption/transition.

This talk will try and look into the complexity and inhibitors of successful agile adoption in a typical large IT Services organization and questions the viability of certain agile methods such as Scrum and XP. We will explore why evolutionary methods such as Lean/Kanban are better fit and the necessity for evolutionary software development such as emergent design as a core premise for delivering Professional Software Development Services. Finally we also challenge the current status quo that is detrimental to a meaningful agile adoption and suggest few positive changes with Agile IT Services Manifesto.


Outline/Structure of the Talk

The interactive session will be a talk on the proposed topic covering the following areas

  • Culture, Change & Complexities
  • Project Execution Landscape
  • Revolutionary approach & Dysfunctional agile teams
  • Is Evolutionary a better fit?
  • Emergent Design & Evolutionary Software Development practices in delivering Professional Software Development Services
  • Revolution or Evolution
  • Agile IT Services Manifesto

Learning Outcome

  • Understand Culture in the context of agile and
  • Appreciate the complexities of Change
  • Learn the causes for dysfunctional offshore agile teams
  • Learn the implementation of few lean techniques to bring about evolutionary change
  • Learn the aspects of Lean-agile model that encompasses both revolutionary and evolutionary approaches

Target Audience

Project Managers, Developers, Scrum Masters, Product Owners, Delivery Managers, Coach, Consultants.



schedule Submitted 9 years ago

  • Balaji Muniraja

    Balaji Muniraja / Srinath Chandrasekharan - Visualization and Agile Practices to the Rescue of Traditional Project

    20 Mins
    Experience Report

    We are from Large Indian IT Services organisation where most of the projects follow traditional/waterfall ways of working and the mindset of the senior management is also used to this way of working for all project types (Application Maintenance, Minor Enhancement, Bug Fixing and L3 Analysis space), while these methods have their own shortfalls and projects suffer because of the methodology, many leaders still believe that by following tradtional process their problems would be solved. Through this experience report, we would like to share how Visualisation and Agile Practices rescued the waterfall project from depleting Customer Confidence and Quality of Service Delivery.

    The Project team of 9 members distributed at onsite and offshore was involved in maintenance / enhancement type of work for a large Investment Bank with several new features being implemented as change requests. Team’s responsibility starts from Analysis to Deployment into Production for the work comes in ad-hoc manner. The issues and challenges by project teams were

    • Longer duration to complete the change requests and ensuring an on-time delivery
    • Low Customer Satisfaction and Quality of Deliverable.
    • Proactively manage application issues despite higher experience of team.
    • Low employee morale
    • Lack of senior management participation and constant fire fighting with the customer.

    Project team focused on 3 areas

    Business/Client IT team

    • Prioritize the change requests by highest business/end user value (Input Cadence)

    • ‘Drive’ the development efforts to incrementally deliver


    • Focused on speed in delivering change request by eliminating waste

    • Focused on enhancing knowledge sharing by Collaboration using Visualisation Boards and daily stand up meeting

    • Focus to Deliver right at First Time


    • Focus on the value stream (cycle time)

    • ‘Drive’ Continuous Improvement (Kaizen)

    • Manage impediments , making blockers visible

    Within 3 months of time after team started adopting the Visualisation and Agile practices the teams and senior management could see the improvement in the areas of 

    1. Increase in Balance Score Card scores from 4 to 6.5 and many areas scored 7.0/7.0
    2. Productivity improvement by 25%

  • Andrea Heck

    Andrea Heck - Distributed Product Owner Team for an Agile Medical Development

    Andrea Heck
    Andrea Heck
    Agile Coach
    Siemens AG Healthcare
    schedule 9 years ago
    Sold Out!
    45 Mins
    Case Study

    We are developing medical imaging and workflow software in an agile way with development teams distributed to several countries. One of the major challenges is how to set up and communicate within the Product Owner team. There we have to deal with the distribution, e.g., have the Product Owner either onsite with her peers or with her Scrum team, travelling, or with proxy. We need people who are good in two different fields of knowledge: medical and software development. As a third issues, the environment of the customers may be different in different countries.

    We have ramped up local Product Owners in different countries, have found local collaboration customers, and have developed a set of communication channels and workshops how to synchronize Product Owners in the team, share a common vision and backlog with their Scrum teams, and collaborate with customers locally and globally.

  • Johannes Brodwall

    Johannes Brodwall - Kicking off agile remote teams

    Johannes Brodwall
    Johannes Brodwall
    schedule 9 years ago
    Sold Out!
    90 Mins

    So your project is just getting started. Or maybe you're just about to embark on a new release. Or new members just joined the team. What now?

    In either situation, your project will have a lot of energy and attention right now. But at the same time, there's probably a lot of uncertainty about what to do first. Many projects waste this valuable time without a clear plan or purpose. In Exilesoft, we have refined activities to deal with these problems, even with the additional constraint that the team may be distributed geographically.

    In this workshop, we share a typical plan of what activities to do every day in the first weeks together with a set of activities which yeld tangible results in terms of team building, vision, architecture and a coherent working system in a minimum of time. Participants will get a chance to practice the skills as well with several interactive exercises.