Agile in software services : An oxymoron?
Which are those top 10 that come to our minds when it comes to Agile? Google, Amazon, Apple, Thoughtworks and of course many others to name. But how many of those companies are software services?
Lets take the new age digital platforms in India, rapidly delivering and adapting to change - flipkart, OYO, ekart, swigy ,OLA, paytm, zomato - what's common with them when it comes to developing their platforms? They have their own shops with their own teams working together to deliver their solutions. They own, decide and claim their value chain to customer. They may have outsourced some of their pieces to other service providers. But the core value chain is developed and owned by the primary owner. So, why aren't there many service companies coming out as thought leaders in Agile practices, but rather end up as followers? How many of them are really doing agile?
According to the State of Software Development Report, 2018, close to 80% of the participants used agile methods ( 58% being SCRUM). However, ask them what their challenges are? They are still capacity management,Priorotising development, time management, unrealistic expectations, estimation, lack of clearly defined deliverables, lack of well defined success criteria.. They survey had 15% from IT services and 39% from Software /technology areas. These problems existed years back as well. Should we be worried?
So, is agile really helping or are slipping into these common terms used nowadays like faux-agile, dark scrum etc?
Agile practices drive teams to embrace agility and provide value incrementally. However to do this, there is an ecosystem that has to be brought, nurtured and sustained.
But too many variables galore in a software services sector: From variable nature of customers who want to control everything, dependencies between multiple vendors, fast changing technologies and their wide range, customer maturity, skill matches needed for the technology range and many more.
Teams, in spate of these variables, quite often can tend to slip into into a ceremonial agile ; leaving them confused about how agile benefits in reality. We call it as the “Miragile syndrome”( an agile mirage ).
This talk discusses and examines cases on how teams can be affected by syndrome and what are cures in place.
Outline/Structure of the Experience Report
1)To start with, the session walks the audience through the nuances of a typical project execution for a customer, in a project set up vs a product set up - what works for and against.
2) It dwells into different actual situations to brings out the forces that foster and resist agility along with the mirages that get created where teams can get illusioned , thereby causing larger harm than benefits
3) In this situation, there are attributes you can manage and those that you cant. Based on experience, we would discuss about those manageable attributes and steps in place that drive the real agile culture - Being Agile than Doing Agile.
Slides related to the talk given below in the link. Number of slides for the actual presentation would be aligned based on the duration of the talk
Specific situations commonly faced by teams and recommendations on how to handle
Discussions and sharing on various key practices that can be leveraged
Agile practioners, Team members, senior management
Prerequisites for Attendees
Anyone with interest in agile practices and benefits
schedule Submitted 2 years ago
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