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Battlefield agility
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Battlefield agility

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Battlefield agility Battlefield agility Presentation Transcript

  • Battlefield Agility
  • + [Accidental Agile Coach, Status-quo Disruptor, Transformation freak, Behavioral mystic, nomad, INDIAN]
  • www.xebia.in + Xebia delivers enterprise level software development, software architecture, agile consulting and deployment automation solutions. At Xebia, we solve complex business problems using cutting edge software technologies and platforms while constantly improving software development processes. Xebia group is headquartered at Hilversum
  • + “The rush and the pressure of modern life are a form, perhaps the most common form, of innate violence. To allow oneself to be carried away by a multitude of conflicting concerns, to commit oneself to too many projects, to surrender to too many demands, to want to help everyone in everything is to succumb to violence. More than that it is cooperation with violence. The frenzy of the activist neutralizes his work for peace. It destroys her inner capacity for peace. It destroys the fruitfulness of her own work because it kills the root of inner wisdom which makes work fruitful” – Thomas Merton
  • + The Lessons from the War
  • + Battlefield Agility  A methodology designed to make teams efficient and goal driven through use of humane principles and team work
  • + The Methodology Project Commander Project Platoon Features Project War Map
  • + Project War Map®
  • + War Rules  Find your mate: No troop works on a feature alone. Have at least one mate with you  Not > 2: No troop fights more than 2 battles at a time.  Flag if Stuck: If you are not able to move forward on a feature, report to Project Commander® immediately.  Not > 3: Each attack party should not have more than 3 troops at a time.  Feature <=4: Each Feature should not take more than 4 work days to win.  Stop not till win: Don't withdraw from a feature unless you have won.  Minimize Loss: Not > 2 Lost features in a month.
  • + The guidance for Battlefield Agility
  • + Kaizen  Good Change  Continuous  “Eliminate Improvement Waste to get more efficiencies”
  • + The Kaizen Cycle Plan Act Do Check Problem Finding Clear Display Acknowledge
  • + The Fish! Philosophy Play! Choose Your Attitude Make Their Day Be There
  • + Key Benefits reported  A focused approach to software development as development proceeds through small battles to be won  Reduced multitasking and better efficiency of team members  Faster deliveries as the work is divied to right sized battles to be won  Parallel efforts by team members ensure the time to market is significantly lesser  Less process overhead as the collaboration is real time and more time is spent on the ground than on meetings  Small teams ensure close camaraderie and collaboration among team member  The team can even work on disparate work areas ( if required) in order to make best us of their expertise
  • + Field Data available till now  3 clients ( 6 months)   Reduction in time to market -30% (Average)  Improvement in Quality – 28% (Average)   5 Project Platoons ( Total size:75 troops) Reduction in Feature throughput time- 43% More results awaited…
  • www.madhurkathuria.com/introducingba ttlefieldagilityforefficientteams
  • + If I can be of any help • • Skype: madhur.kathuria • I am available on Twitter: madhurkathuria mkathuria@xebia.com  http://blog.xebia.com  www.madhurkathuria.com  www.agiledevilsworkshop..com My Spaces
  • + India Agile Adoption Survey 2013 Participate and help the community