
Nilesh Naik
Program Manager
Veritas Software
location_on India
Member since 3 years
Nilesh Naik
Specialises In (based on submitted proposals)
Nilesh helps teams and people become more agile by facilitating Scrum, providing coaching, training and consulting in agile frameworks, principles and mindset.
Nilesh has worked closely with different organizations in different domains like ITIL, Event Management, PLM, Banking, Storage. He is a seasoned veteran with Scrum, Kanban, SAFe, Lean and harnesses this experience for his teams successes.
Before jumping into ocean of opportunities in Agile, Nilesh has worked in different traditional IT roles - Developer, Tester, Team Lead, Architect even Project Manager. He also draws on a vast experience as agile team member and Scrum Master.
He is sharing his insights and experiences with people seeking for new ways to achieve even more than before with different Agile sessions, conferences, blogs.
A Techie levering his technical acumen for taking teams into world of Agility !!
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7 Techniques to inspire Trust and Ownership in any team
Nilesh NaikProgram ManagerVeritas SoftwareManish AnandaniSr. Manager, Agile Practice GroupVeritas Softwareschedule 1 year ago
Sold Out!45 Mins
Talk
Beginner
What any leading software organization want ? Happy and Satisfied customers.
How to make them happy ? By rapidly delivering innovative products and services with quality which will make them feel good.
How to deliver great software ? By building teams of motivated people who discuss and share ideas with each other and have common purpose.
How to build super awesome team ? By helping them to identify common purpose, trust and collective ownership.
To build common purpose, trust and ownership within team, Join our session to know 7 techniques to build culture which inspires this.
In this session we will share ideas based on our experience in Product and Services organizations. Our session shares working techniques we tried in our day to day work with success.
This session will help audience beyond buzzwords to transform way teams rapidly deliver working software and delight customers by taking ownership. Session also shares practical tips and techniques for inspiring trust and ownership in any team.
Here is link for slides
https://www.slideshare.net/nilesh.naik/7-techniques-to-inspire-trust-and-ownership
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I C E - Iterative Customer Engagement
Nupur WaikarProgram ManagerVeritas SoftwareNilesh NaikProgram ManagerVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Presentation
Advanced
In Agile world today, organizations are solving problems by building Epics/Features in iterative fashion. The release frequency may vary from every day to every quarter depending on the organization’s size & business demand. There are few business or product management artifacts which are referred pre(to show need of the feature) or post(to know the revenue of the product) epic execution. What if there’s a way to gain more information on feature’s acceptance by the market or target customers in an iterative fashion while the Epic is being developed. Every organization has processes in place to collect very rich data by having customer demos & calls, beta testing or various other avenues. However this valuable information may not be available under one umbrella.
Hence, this experimental model that can help every Epic(scrum teams, leadership & other stakeholders) to understand progress of the Epic/feature from business side while it is being developed. Also, decisions, like if the version v1 of an Epic is released then is it worth investing in v2 . Let’s call it Iterative Customer Engagement & Adoption Metrics.
The metric is updated regularly (quarterly or monthly) while the Epic is being baked & could be reviewed by the stakeholders anytime. This will provide a live Epic health that gives confidence and motivation to the development teams as well as to the leadership to make strategic decisions.
Iterative Customer Engagement & Adoption Metrics consists of following parameters. The parameters may vary based on your release frequency.
- AWARENESS: How many new customers have been informed and are aware about the upcoming Epic.
- INTEREST:How many new customers have shown interest to upgrade/buy the product just to use your feature ?
. - PRESENCE:How many customers have attended at least one of your demos?
demos in last quarter. - CONTRIBUTE: How many new requirements have been added or updated in the Epic based on customer feedback.
- BETA: How many customers contributed in BETA testing specifically for your Epic.
- ADOPTION: How many new/existing licenses acquired | Expected v/s realized growth | How many customer escalations have been raised specifically to your Epic
We will discuss the benefits of this model in more detail during the talk. This will help the entire agile community as well as business community to be more efficient in making decisions.
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Showing the power of Agility Than Talking Agile
Nilesh NaikProgram ManagerVeritas SoftwareManish AnandaniSr. Manager, Agile Practice GroupVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Talk
Beginner
In most of the places people despise Agile. People think it is some sort of management initiative where the only thing that happens is overloading people with work, changing directions at will and micromanaging. Most of the knowledge workers hate this process and close their eyes to what the philosophy really means. This problem aggravates when these are people in influential roles and decision makers. As Agile Practitioners we have to work out solutions to face this challenge by showing the benefits and advantages that this philosophy and framework bring to the organization.
This session explores how to talk about benefits of Agile without using the Agile vocabulary so that these detractors get converted to followers.
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Governance in Agile – Is that an Oxymoron?
Nilesh NaikProgram ManagerVeritas SoftwarePranab Das, PMP, PMI-ACPSr. ManagerVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Case Study
Intermediate
What & Why:
Core4 Team helps in having right governance for Agile teams. A concept of “Core 4” team is a way of improving predictability and managing dependencies and risks of critical programs. This typically evolves when the key stakeholders are working in tandem, building informal relations, trusting and backing each other. The reason of documenting this is to share how this model works so that teams/programs can evaluate if something like this can help their program become more predictable.
How:
Core4 embodies a team of a PO, an SM, a Dev Manager and an Architect. These 4 roles represent the different functions primarily involved in delivering a feature. If we have a group with representation from these functions that acts as a bridge between these functions – communications, decisions, risk mitigations can happen faster. There will be lesser conflicts and more empowered and engaged teams. The most important value that needs to be shared across the Core4 stakeholders is trust. Once trust is established this group can act as a dynamo to move the project ahead.
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Reinventing Performance Reviews for Agile Teams
Manish AnandaniSr. Manager, Agile Practice GroupVeritas SoftwareNilesh NaikProgram ManagerVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Presentation
Advanced
- With heavy emphasis on financial rewards and punishments and their end-of-year structure, yearly appraisals hold people accountable for past behavior at the expense of improving current performance and grooming talent for the future.
- SMART objectives applied to software development try to force false objectivity onto inherently subjective efforts
Agile Practice focuses on:
- Creating a Collaborative environment
- Focus on group goals than individual goals
- Team intelligence precedes Individual
- Iterative way of building the right product
- Frequent feedback cycles instead of waiting until the end
Can we design our performance management to complement our agile engineering teams?
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Validate your hypothesis with effective Sprint reviews
Nupur WaikarProgram ManagerVeritas SoftwareNilesh NaikProgram ManagerVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Case Study
Beginner
Demos are such a key practice to building the right thing for our customer that alignment on its purpose and value is essential. That’s why our Leaders discussed it at their recent Agile Leadership Planning workshop.
We have alignment with PM-PO/Engineering/Operations Leadership that the purpose of our demos is have a rich dialog with our customers (internal and/or external). The purpose of that dialog would be to:
- Flesh out and vet the problem statement
- Flesh out and vet the proposed solutions
- Test our assumptions and our hypotheses
- Obtain specific feedback on incremental value created towards a solution
We want to ensure the Demos result in value to the customer and any aspect of a Demo not focused on that could be considered waste. In particular this means that Demos are not for status or a platform to showcase efforts and efficiencies. Here are a number of ideas that teams can consider for improving their demos to better align with value to the customer:
- Presence of Key stakeholders in the demo
- Depending on the value the team is delivering in the Sprint, team would decide whose presence is most critical for an early feedback
- SM/PO would engage relevant people in advance and would make sure they attend the demo
- Such Personas could be:
i. Consumers (Dependent teams/Customers etc)
ii. Architects
iii. PO and/or PM
iv. Support champions and/or Professional services
v. System testers and/or Hardening representatives
vi. Documentation developer and/or i18n champions
vii. BizTool representative if required
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- Having “Right” people in the demo would lead to “Right” feedback
- 1:1 interaction if important stakeholders miss the demo
- Avoid inviting DLs or whole groups that are not all likely to provide feedback as it dilutes concept that if you are invited to a demo you should attend it
- Set expectations about demo / Lean thinking
- Critical piece of a successful demo is to have “Right/Agreed upon” expectations from all stakeholders
- Team and Leadership should be in sync about what is being Demoed and this in a way would avoid demo becoming “Status” meetings
- The decision filters we can use:
i. What validation team is looking out for
ii. Who are the people/team to provide that
iii. What value is delivered by us in the Sprint
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- Alignment between PO and team on when is it OK to cancel the demo
- Have a small Demo retro to talk about “Do we all see value in the way we run our demos”?
- Try to be customer centric and focus on key areas
- If we start combining demos, the frequency of cancelling the demo might reduce
- Update on actions taken based on the feedback we received in earlier demos
- This would boost confidence of stakeholders that the feedback given is being considered
- You will have active participation rather than just having muted audience
- Are there possibilities of efficiencies
- One of the ways to improve efficiency is having 2 Demo meetings – One to cater internal stakeholders while other for customers. Each demo would have its own flavor and will trigger specific feedback. This might as well avoid having overlap of unnecessary details.
- If possible, we can combine Demos of multiple teams working on same Epic. This would enable people to have end-to-end visualization of the epic. In short showing the “Big picture”
- Agenda of the demo can be sent out in advance so that relevant audience can join
- Highlight value delivered in the Sprint
- Talk about the value the team has delivered in the Sprint. This can be in form of unblocking any other team or it could be the milestones achieved
- Briefing on milestones might comfort leaders as far as timelines are concerned
- During Sprint planning, team can discuss OR design the sprint deliverable based on the value team wants to deliver
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Agile Practice Group – System Thinkers, Problem Solvers, Agile Practitioners
Manish AnandaniSr. Manager, Agile Practice GroupVeritas SoftwareNilesh NaikProgram ManagerVeritas Softwareschedule 2 years ago
Sold Out!45 Mins
Case Study
Executive
Why would an organization need an Agile Center of Excellence? How can we create an Agile Center of Excellence? What should be its capabilities? How do we grow and keep this group relevant in an organization?
This presentation talks about a case study of benefits of setting up an Agile Practice Group in a product development company. This session will cover why should we have an Agile Center of Excellence, its operating model, hiring philosophies, value creation, solving systemic problems and changing and changing the culture of an organization by the Agile Practice Group.
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No more submissions exist.
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No more submissions exist.