Member since 7 years
Specialises In (based on submitted proposals)
•16 years of extensive experience in Delivering Telecom Software Products with specialization in Planning, Delivery of large programs with multiple releases, Customer Management, Product Quality Management, Contract Management and pre-sales support.
•Experience in achieving improvement in CSAT by on-time delivery of Virtually Zero Defect products to end-customers using Agile Methodologies, Scrum Process and Agile Engineering Practices for Release Planning, Estimation, Project Management, Change Requirements Management and Implementation.
•Experience in achieving Process Excellence by Customer Quality Management, mentoring the team on Agile practices , implementing Agile R&D Efficiency Metrics, Continuous Improvement activities and Defect Prevention activities.
Role-Playing – Seeing is believingSindhu SrinivasaAgile CoachWipro TechnologiesMusarrath JabeenSr. ManagerWipro Technologies
schedule 4 years agoSold Out!
When teams are On-boarded on Agile Projects , members are trained on the Scrum framework including Agile Manifesto, Principles, Ceremonies, Scrum Values, Roles and Responsibilities.
In addition to the Scrum framework , Mindsets and behaviors also play major role in the success of scrum teams and programs.
While awareness is created on Scrum Values and Growth mindsets, each individual has a unique way of interpreting a scenario and responding to the situation. In several situations members in the Scrum Teams/Product Owners/Scrum Masters/Other Stakeholders expect a near perfect( Text book) behavior from the other, while there could be several challenges for each individual especially in the different phases of transformation.
“I hear and I forget. I see and I remember. I do and I understand” is a famous saying by Confucius.
“A role-playing game is a game in which the participants assume the roles of characters and collaboratively create stories. Participants determine the actions of their characters based on their characterisation, and the actions succeed or fail according to a formal system of rules and guidelines. Within the rules, they may improvise freely; their choices shape the direction and outcome of the games.”
Role-playing is a powerful tool that we have been able to successfully use as a self-introspection coaching tool in our Agile Transformations to bring out the behaviors in different scenarios, and let the participants experience the challenges.
In this experience report, we will discuss on the scenario’s noticed on the ground from the Scrum teams for the Role Plays and how the team members and various stake-holders have benefited from the same.
A few of these scenarios are as mentioned below :
- PO’s influencing the estimation of teams due to their past experience with the product.
- Scrum Masters continuing to command and control the team.
- External stakeholders expecting Scrum Masters to be a Project Manager.
- Individual glory over one team approach.
- Senior members/Architects unwilling to collaborate in the team due to their past way of working.
- Collaborative Inter-team dependency resolution.
- Challenges of distributed teams not being considered.
The benefits that role play provided us :
- Acts as a introspection tool for the teams/individuals part of the Role Play and also for observers.
- Builds confidence for individuals to take up the roles.
- Creates an environment for problem solving.
- Empathy towards individuals.
During the presentation session, a short Role Play is planned.
Let us play the game – bring out the actor in us, have fun and share !!
Kanban - An Agile AcceleratorSundariSundari KWipro TechnologiesMusarrath JabeenSr. ManagerWipro Technologies
schedule 5 years agoSold Out!
As we know, irrespective of the process (Agile or traditional) in use, Kanban adoption enables the team to inspect the process flow in depth, to bring-in all possible improvements to their existing process. Having prior experience in facilitating projects with Kanban implementation as Lean Coach, excited me, rather forced me to imbibe all Kanban good concepts in agile teams as well, when I started my Agile coaching journey.
Let us specifically focus on how Kanban can help in accelerating both matured Agile/Scrum teams as well as teams where Scrum is not suitable, enabling all teams in the organization to have Agile flavor.
- Kanban Accelerating and Scaling Agile teams:
Kanban principles adoption help the stabilized Scrum team to achieve next level of agile maturity,
* Mandating Prioritization of stories in Sprint backlog: Team become more organized while pulling the stories from backlog as per priority set by the team
* Introduction of WIP limits in Story board (in ALM tool): Team started focusing on finishing the story in hand, before starting a new story.
* Improved team collaboration on breaching WIP limit: Ensured smooth flow of story card during development
* Team brainstorm as and when the story flow gets blocked during story development: Lead to drastic reduction in Story development Cycle Time
* Frequent feedback and faster incremental value delivery within the sprint: As the is finishing the stories and moving to DONE status one by one, the team could demonstrate the stories to PO as and when finished, enabling the team to get early feedback from PO, without waiting for the demo day.
- Role of Kanban in Scaled Enterprise Agile transformation
* Wherever Scrum is not applicable for the team, Kanban is the best fit, for example support teams.
* Kanban/Scrum suitability and Applicability from implementation perspective
* How Kanban based enhancement increase team’s adaptability, within the sprint.
* How Kanban helped in bringing Agile Culture, in each and every team, when Enterprise decided to move on 100% Agile Transformation.
* Enterprise Scaled Agile Transformation Case Study covering end-end Agile transformation of all teams across the organization using Scrum, Kanban and Kanban with Scrum or Scrum with Kanban
The Challenges of an Offshore Agile Coach in a Large Scale Agile Transformation across Distributed teams.Zaheerabbas ContractorAgile Program DirectorWipro LtdMusarrath JabeenSr. ManagerWipro Technologies
schedule 5 years agoSold Out!
We represent the Agile Center of Excellence at our organization and are chartered to drive the change management initiative to imbibe Agile adoption across the enterprise.
As part of this initiative we have partnered with various customers on the large Agile transformation journey. As part of this journey scaling across distributed team becomes one of the most critical factors for the success of this transformation.
We plan to share our experience on how critical it is for such transformation to get the perspective of outsourced teams and imbibing their need as part of the overall roadmap.
This brings into picture the critical role that is played by the set of offshore Agile Transformation Office which will drive the change charter at offshore in alignment with the overall transformation roadmap:
- Aligning Agile Maturity :
Align with the client organization on definition and implementation plan for Agile Maturity Framework, Transformation roadmap, Governance and Change Management of the offshore teams across various partners
- Competency Enablement:
Ensuring common competency enablement for distributed teams and senior leadership across various partners to drive common Agility charter.
- Agile Transformation Change Agent:
Realignment of internal People, Processes and technology to support the transformation
- Continuous Improvement and Sustainability of Agile Maturity:
Ingrain the sustainability model across teams for the achieved Agile Maturity and continuously improve upon that.
Based on above charter we would like to share following challenges faced by the Offshore Coaches and the approaches taken by them to identify the enablers to resolve the same:
- Team Landscape: Multiple types of geographically separated teams (Onshore Centric, Offshore Centric, Near shore and Equally Distributed) and the associated challenges.
- Release based coaching approach to improve the maturity of 130+ scrum teams across 5 LOBs and 20+ Release Trains, continuously improve and sustain the same.
- Alignment to industry renowned scaling framework and the initial hurdles to implement it across location to derive the end business goal. Challenges around collaboration and infrastructure enablement across platform centric teams to enable them into Value Stream based approach.
- Common Coaching Methodology across the geographical distributed teams to ensure the uniformity of Agile execution and associated challenges i.e. Pair Coaching
- Behavioral Coaching i.e. One team coaching for the entire set of team across locations
- Coaching focused on the DevOps
Advanced Engineering Practices to achieve higher Agility QuotientMusarrath JabeenSr. ManagerWipro Technologies
schedule 7 years agoSold Out!
We intend to share our experience through this report on the typical challenges experienced in adopting Agile in a complex telecom product with existing huge code base and our recommendation to overcome the challenge. We also will bring out the advantage and cost of quality reduction achieved through disciplined XP engineering practices and thereby improving the customer satisfaction to a great extent and thereby improving our Net Promoter Score.
Through this experience report we plan to share how the Agile practices helped in achieving the higher business value and quality product with the given engineering rigor. In a typical complex telecom domain product development, the success criteria in terms of team capability in the domain, quality of product and end use satisfaction can be achieved through applying the strategy upfront with disciplined engineering practices through scrum approach.
Also we plan to uncover the pitfalls which would result into diluting of scrum model after initial few sprints resulting into issues of sustaining the best practices.
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