For the last 15+ years, I have worked in all forms of software development environments/frameworks cutting across multiple domains for different organisations. From all of them, I cannot forget my time at one particular organisation. She was my British lady. British Telecom. In short, BT.

BT moved into agile space in 2004 and has evolved over time. This presentation covers my time at BT (mainly BT Global Services) as a consultant via Virtusa Corporation. During the presentation, I will focus on

• BT's journey in moving to agile
• How big was the agile delivery at BT GS (42 components,1500+, ~10 countries)
• Story breakdown structure at BT (Demand, CE, Solution, Component, Engineering)
• Flow in release train (CA, CFT, RP, Develop/CIT, E2ET, UAT, DR, GoLive, Warranty)

which I will also touch on

• HLD/LLD's at enterprise delivery
• ROM estimation
• SFIA rating
• Function points
• Managing funding for agile teams
• Delivery tracking/reporting in agile teams
• Environment for different stages
• ASG and LCS teams

BT's agile delivery process has its own pros and cons. But for a company to move from more than 1 year to deliver a concept to less than 90 days is a massive achievement. At the end of the presentation, I am sure the listeners will take away the benefits of BT's agile delivery process into their organisation

It all started with my then 4-year-old son. We have a habit of watching a movie every Saturday. It's a buddy thingy..

This time it was “How to train your dragon". At the end of the movie my son started to pretend as the movie character “Hiccup” the dragon trainer, with the famous action of him raising the hand towards "Toothless" head to build trust with the dragon, and that’s me. Trust is a key thing between father and son. But it also reflected me to my professional life thinking, am I “Toothless” the dragon or “Hiccup” the dragon trainer?

As an Agilist, I am the “Hiccup” who don’t think from a formal way and try new avenues. But as an Employee, I am the Dragon who needs the hand of a “Hiccup” to bring the victory home. In fact, every employee in an organisation is a Dragon who seeks the trust, support, training, hand in failures, appreciation in success from a “Hiccup” and it starts even before the Dragon is select.

This presentation details what should be done by a Hiccup in every organisation to form Dragons to bring success, I am sorry its not success but excellence in your teams!!!

Its fun to watch when an agile transformation happens in an organisation as it produces some memories that you hold your belly and laugh out loud and daily stand-up takes the centre stage.

While sharing the funny things behind the daily stand-up its an eyeopening to look at the basic tactics to use to make  a daily stand-up a success which will take the ripple effect of the agile transformation.

Agile Project Management is completely misled by some of those who practice the so called Agile. It is sometime assumed by them, Agile is the solution for all projects issues without making prior assessment into the project they handle.

The presenter will focus on 2 risk management tools for Agile project implantation which targets Agile suitability and Agile readiness.  Under the Agile suitability, the presenter will focus on the ESI Model which talks deeper into factors mentioned below in each area that forms the model

1. Organisations - Innovative, Independent, Risk Tolerance, Resource Allocation, Flexibility and Customer Focus
2. Team – Autonomy, Cohesiveness, Co-location, Customer Participation, Creativity and Skill Level
3. Leader - Customer Focus, Flexibility, Tolerance for Ambiguity, Communication, Commitment and Leadership (motivate the team, delegate, and resolve impediments)
4. Stakeholder – Flexibility, Availability, Risk Tolerance, Collaboration, Involvement and Knowledgeable