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Bridging the gap between your Agile project organisation and the traditional HR department


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  • Organization.
  • Injecting agility
  • Results.Consequences ?
  • Understanding “why” first…Ex: Freeset, Apple
  • If not
  • Software development is a people’s business.
  • Without HR dept.?Self managed teams cannot give raise to each other or hire and fire each other……
  • So how do we do this.. ?????
  • Weare an offshore Company and werealisedthatOffshoringsucks ! - big timeWhy Sri Lanka? Numbersvsworldcalss Products
  • Sarted by a bunch of people who believed offshoring should be done in a total different way.Start up – Not a lean startup. No sales staff periodWe talked about what we knew how to do – loads of seminars and meetups in Scandinavia by people who really do the work.Rapid growth – top customers irrespective of the sizeStress was created and it was visible within less than 3 years.
  • We said that allHelped to loose the ownership by HR.Monitoring performance – Individual velocity charts ????
  • Finding patterns with the previous causes.
  • Not possible with HR tasks.
  • Example :
  • Developers didn’t want that much agility either - ?Culture play…Collaboration with people who are not in same level may suck lots of energy..
  • HR said… “you can change what you don’t like in the company “Lean coffee with HR and other mgt which can help to reduce small talks of the company.Hiring processAppraisals not yet addressed..
  • Transcript

    • 1. Bridging the gap between your Agile Project organization and the traditional HR department _________________________ Presented @ Agile2012- Bangalore Thushara Wijewardena CPO@ Exilesoft
    • 2. h Other Facilitating organizations Production/ Project organization Sales
    • 3. h Other Facilitating organizations Production/ Project organization Sales
    • 4.
    • 5.
    • 6.
    • 7. Case Study
    • 8. Case Study: Agile adoption at Exilesoft
    • 9. Evolving with agility… D S15 people 40 people 70 people More and more2008 2009 2010 2011 2012
    • 10. Organization culture was challenged Control culture Collaboration culture Cultivation culture Competence culture
    • 11. Day to day functions were challenged
    • 12. 1.Beware of individual performance reviews2.Pair-programming is a great way of recruiting developers3. Certificates are not that important for softwaredevelopers4. Shorter feedback loops than once a yearfeedback5. Job Descriptions may create confusion amongthe developers6. NO NO they don’t report to the scrum master…
    • 13. Createddisrespect
    • 14. Effect:organization wide performance drop. Everyone felt the “stress”
    • 15. Looking atthe organizational picture
    • 16. Fact finding &Route cause analysis Common patterns and causes Covered under: Section II The problem and Section III The causes E-ISBN: 978-0-7695-4370-3 Print ISBN: 978-1-61284-426-8
    • 17. Findings- Isolation and lack of transparency- The meaning of “agile”- Requirements are thrown over the wall- Too much of working progress tasks- Lack of recognition and trust Project Human Customer Organization resource
    • 18. Proposed Solution Improve the knowledge of agile concepts among HR staff Agile implementation Observing the Results
    • 19. Transition
    • 20. Feasibility of implementing KANBAN over Scrum
    • 21. Looking at Scrum• Time boxing• Scheduled releases• Story point estimation• Sprint burn down• Team consistency
    • 22. Looking at KANBAN
    • 23. KANBAN wall
    • 24. Backlog
    • 25. Definition of “Done” Done =
    • 26. Complexities
    • 27. We are noToday… more a software factory
    • 28. Before..
    • 29. After..
    • 30. Twitter :