Agile is always an Engineering initiative, driven by Engineering leaders of the organization predominantly to achieve the following goals.

• Predictability
• Quality
• Productivity
• Manage changes in requirements etc...
  
  

The organization achieves the above goals by 'doing agile', however one of the missing (critical) aspects in the AT journey is human part of the transformation.

The following questions are never answered.

1. How is the hiring planned to support Agile Organization? (Mindset / Skillset issues)
2. How is L&D equipped to build cross-functional skill and self-organized culture (vs. template based L&D drive)
3. How are the roles defined to sustain AT? (Scrum Master, Manager, Senior folks in the team...)
4. How is the appraisal system tuned to enable the agile organization? (Individual (hero) based / Team centric / Combination?, Frequency...)
5. How do we tap the intrinsic motivation of employees to get better results?
6. ...

Without addressing these questions, organization would never reach the true, sustained agile transformation. Who is responsible for these? How do we get there?
This paper will address all the queries related to HR agility.

Context:

Bangalore City Management wants to build another Smart City and have a challenge to release on time, frequently, with high quality. In a similar project in the past, they tried few methods (guess them), and nothing worked. Now, they are going to execute the same project using SAFe.

Movie Synopsis

A smart city with basic necessities like residential area, School, Hospital, Power Plant, Police Station, Fire Station, Super Market, Museum etc, incrementally. Each of these will be built by a specialized team and will be integrated often, to build the overall city. More importantly the incremental built spaces need to payoff for next increment as early as possible.

Roles in Offer:

Multiple High-Delivery Scrum Teams developing the city in parallel, Smart Scrum Masters, Visionary Product Owners, Chief Product Owner, Thinking Release Train Engineer, System Team, Release Team are all going to be part of it

Cast:

Everyone attending the session will cast a role, and you get to choose the role you want

Key Learning of this roleplay

Key learnings of this roleplay are

• Integration of city components
• Architectural runway of city throughout the journey
• Portfolio backlog converted into program backlog, team and sprint backlog
• Devops, Release and other teams to contribute
• WSJF and cost of delay

Duration: 2 hours

# Participants: 75-200

There is a common concern by management that Agile doesn’t make a difference to the product quality. How do we release a product of world class quality?

 Problem is two folded:

1. 'Definition of Done' is not created with Quality in mind, nor is it measured against the quality set at the beginning of the project.
2. Quality Goals and subsequent adherence ensures quality is met and not just meeting 'Definition of Done' (DOD) criteria. For example DOD may be met, but quality may still be poor if not managed appropriately. How – lets discuss this through the session.

 Once the quality goals are defined for a project, Definition of Done should align with these quality goals.

At McAfee, we have released world class quality products through Agile Methodology and Quality Best Practices together. One exceptional method we practice is by defining and tracking "Effective Quality Goals" for each sprint, and at every release.

By driving agile projects through quality goals, we have products with ZERO defects deferred / logged by customers, 90+% code covered through automated test, 70% defects found early through development practices. This magic was not in just one project, but close to a dozen projects in the last 3-4 quarters.

In this presentation, we will explain about how we changed the paradigm in the last 2 years and released world class quality products in a short span of time.