BSPIN-Agile Practices Benchmark


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BSPIN-Agile Practices Benchmark

  1. 1. Agile PracticesBenchmarking Case Study by Ravi Kumar HCL Technologies Ltd.
  2. 2. Outline • HCL Enterprise agile @ HCL • • Agile Penetration Agile Adoption Trends • Project Distribution & Geo Spread • Tools & Metrics case studies • Large Media Domain Engagement. • Hospitality Industry – Product Development for SaaS Model. agile adoption • Challenges & Mitigation • Limitation & Recommendations2
  3. 3. HCL Enterprise - A Quick Snapshot $5.5 B I L L I O N 31 COUNTRIES 79000 P E O P L E HCL InfoSystems HCL Technologies HCL Enterprise The systems The software integration arm services arm3
  4. 4. Captive / Non Captive Non CaptiveAbout Business IT ServicesMajor Verticals Manufacturing, Healthcare, Aerospace & Defense, Energy and Utilities, Government, Financial Services, Telecom, Media & Entertainment and Retail & ConsumerNumber of Employees 79,000Quality/Process Models embraced CMMi, ISO, Six Sigma, SEI Models: PCMM, sSCM Domain Specific Standards: ISO 13485, AS9100, Agile etc.4
  5. 5. agile @ HCLcase studiesagile adoption
  6. 6. General Information Type of Project, please Development elaborate Maintenance & Enhancements Re-engineering Domains Media, Engineering, Financial Services, Aerospace etc. Technologies Java, MS.NET, Open Source, C++, Mobile (Android) Number of Projects & % of 50 + active projects with several Projects closed. Agile Institutionalized since 20076
  7. 7. 30Strong Pipeline 25 Count of Agile projects YoY 26Major accounts On transition 20spree… 19 15 Notable increase YoY. 10 5 5 5 HCL Managed 0 Projects Only 2007 2008 2009 2010 89% increase in Agile projects since Jan 2009 .* Jan 2009 had a spurt of agile projects due to addition of 11 projects from same account, for trend analysis sake theseprojects have been clubbed and counted as 1 7
  8. 8. Technology split HCL Managed Projects Only Project Type Wise Breakup Others include PHP, Flex, JDA Manugistics, 2% 2% Lombardi, PL SQL, Power shell Enhancement 12% Maintenance 25% Migration 51% Testing 4% Development Re-Engineering 4% Package Implementation * Data based on HCL managed projects since 2007 Around 50+ active projects,650+ people on agile projects8
  9. 9. Contract Model split HCL Managed 35 Projects Only 14 3 Fixed Bid Internal T&M Most projects are less than 2 yrs, current average age stands at 15 months9
  10. 10. HCL Managed Projects Only Israel 1 Japan 1 Client Location UK 1 France 1 AUS 1 India (IPR) 3 Sweden 4 US 32 0 5 10 15 20 25 30 35US clients have shown greater interest in agile adoption10
  11. 11. More than 50% of projects have a full fledged collaboration tool in place (this is in addition to the regular collaboration mediums like chat, conf calls) •Commercial tools seem to be the most preferred project management tools •Excel based templates rank next ( the templates could be OMS templates or custom templates) - mostly by projects on client network Build Automation has been implemented in more than 50% of the agile projects* Projects for which data is not available, have been classified under the “NO DATA” category11
  12. 12. agile @ HCLcase studiesagile adoption
  13. 13. Large player in Media domain• 11 different streams• New development, enhancement, bug fixes and migration• Development teams – distributed (Chennai, Noida, New York )• Different technologies (Java, Groovy/Grails, JQuery, Flex, Sybase, MySql) About the engagement Existing Best Practices Use of JIRA for Agile project management Use of Continuous Integration (Hudson) Dedicated offshore scrum masters for some tracks Separate POs for every stream Confluence setup for collaboration Conference rooms with webcam enabled systems (aid distributed Agile)
  14. 14. Large player in Media domain14
  15. 15.  Background: ◦ Customer executed the project at onsite for 4 sprints before the offshore work started ◦ HCL was involved right from the architecture stage and in all 4 sprints executed. ◦ Few of the HCL team members became part of Offshore team from Sprint 5.  Preparation before the Offshore kick started: ◦ ODC Required hardware in place ◦ Access permissions (VPN, XPlanner, SVN, etc.) ◦ Software availability and installation instructions in place. Tools & Technologies: UI: Adobe Flex Builder, Adobe Flex Unit, Granite DS Service Integration: Java SDK, JBOSS ESB Services, JMS, SOAP Business Logic: EJB 3 Session Beans, JBOSS Rules Content Management: Spring Source TC Server, Akamai Database & Persistence: MS Analytics Server, MS SQL 2008, Hibernate JPA, Sprint JDBC Reports Platform: Jasper Reports, MSBI reports Orchestration Platform & Analytics: Active VOS BPMS Engine, SAS Libraries15
  16. 16. Retrospection Business understanding not given to the team. Time zone issues when moved to offshore. Wireframes provided to the team byImprovements covering all business customer not scenarios Customer presence with the team Estimation challenges with the new when the Sprints start. team.  Business contact for any. clarifications. Team proactively posting questions to usability team and business Agile training completed by the team16
  17. 17. agile @ HCLcase studiesagile adoption
  18. 18. Focus Area Related to Challenges Mitigation /Solution Alignment to QMS Merging agile practices Separate agile practice with other models and framework tuned to traditional approaches imbibe agile practices. Conscious decision of keeping agile models separate. People Agile skills and know Continuous training how in Delivery and sessions. Quality organization Joint project audits by the Agile CoE and Collaboration & Quality dept. Communication Continuous coaching and mentoring. Practices Sprint Planning, Daily Agile CoE assessments, Standups, Review & Coaching and Mentoring Retrospection18
  19. 19. Focus Area Related to Challenges Mitigation /Solution Tools / Technology Multiple tools and Accepting the fact that technologies one tool does not fit all. Emphasis on right tool adoption and not about prescribing tools Customer User story articulation Surfacing issues to Participation by senior management for Business. remediation where Always changes required. requirements Help customers articulate User Stories and Product Backlog grooming. Educating customers where possible.19
  20. 20. Focus Area Related to Challenges Mitigation /Solution Culture Communication. Coaching and Raising issues mentoring. Effective participation Customers working in planning meetings from offshore Team travel between onsite and offshore Sustenance Attritions KM portals and project Movement between wikis. projects Mandatory agile skill Customer Involvement training before starting on any agile project. Online learning modules. Educating customers.20
  21. 21. Focus Area Related to Challenges Mitigation /SolutionSponsorship IT sponsors of agile Education and agile projects. awareness sessions and Sr. management initiatives. knowledge in ways of T&M contracts have working worked well and is the Contracts have been an type in most projects issue FPP has been a challenge, trying to overcome by educating customers and de- prioritizing user stories. Propose hybrid model where push is for FPP during negotiation.
  22. 22. Limitation Practices followed to overcome / Recommendations Most of the daily SCRUM meetings Time zone constraints for Scrum are held during the day at the U.S meetings office. Not all employees can attend it every day in the late evenings for Scrum of Scrum Webex/LiveMeeting, Chat clients for Lack of in-person communication constant collaboration, Project Monitoring and tracking tools, Wikis etc. High level of team coordination required everyday: Since each Additional bandwidth required for deliverable has to be a fully working coordination piece, high level of involvement and coordination is required within the team.22
  23. 23. Practices followed to overcome / Limitation Recommendations Customer collaboration and acceptance of each feature as it’s No clarity on defining Entry & Exit developed Criteria Early testing and continuous integration. Welcome the change in requirements at any stage during the sprint life No requirements freeze cycle as we prioritize/de-prioritize sprint backlog items. Do not want to wait until the UAT Handling hot fixes – addressed by phase for feedback/suggestions. delaying low priority stories23
  24. 24. Questions