Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Agile NCR 2013- Jainendra Kumar - agilemethodology-pitneybowe-jai1


Published on

Published in: Business
  • Be the first to comment

Agile NCR 2013- Jainendra Kumar - agilemethodology-pitneybowe-jai1

  1. 1. Engg. Portfolio/Program Managementin Product Development Environment Factors to consider while planning agile rolloutJainendra Kumar,Director Product Development , WW Engineering &CCM India Engineering and Agile & Tools Team20-Feb-2013 All content and opinions are mine; not those of PB
  2. 2. Agenda • Engg. portfolio/program management objectives • Challenges – Product Life Cycle – Other challenges • Agile helping with delivery challenges • Our Story – Focus on End State – People Focus – Capacity Building & Continuous Improvement – Maturity Model for Improvement tracing – Cross Functional Team Collaboration – Governance Process – Budgeting
  3. 3. Engg. Portfolio/Program Management(PM) Objectives• Provide oversight to support • Exploit economies of scale project-level activity to ensure and reduce coordination the overall program goals are costs and risks met • Align portfolio with business• Manage risk, issues, and organizational strategy requirements, design, solution, and objectives Planning, escalations • Continuously improve• Coordination with upstream program/project and downstream dependencies management practices to projects in large/complex improve efficiency, skills and program build additional capacity• Focus on end-state result • etc.
  4. 4. Traditional Program Management• Adapt all different kinds of projects and programs to a handful set of program management operational models (CMMi, PCCMi and others)• Focus on Execution & Process• Cost, Controlling & Problem Solving• Metrics obsession – Metrics becomes the goal
  5. 5. Product Lifecycle & Other Complexity• Portfolio include products in different lifecycle stage – Every stage has it’s unique challenges and needs• Each Product has it’s unique complexity – Technical/Architectural (A) – Market (M) – Competition (C ) Projec Introd Growth Maturity Decline – Tech Debt (Nonfunctional issues) t uction (TD) 1 A, M – Customer Support (CS) – Legal and Compliance (L&C) 2 C, L&C – People (P) 3 TD, A – Resources (R ) 4 C – Venders (V) – …
  6. 6. Other Challenges• Delivery Challenges – Predictability in software development – Deliver as per market requirement – Ability to handle changing business requirement – Predictability in Quality – Improve capacity• Business & Customer Value – Marketable product – Usability – Improve top line at low cost – Innovate around customer need
  7. 7. World of a Engg. Portfolio Manager
  8. 8. Agile helps in delivery and businessvalue challenges Portfolio/Program Level considerations • Continuous improvement of Scrum (Agile) process in every project. • Build Capacity while improving quality of the delivery • Portfolio level Lean/Agile models for cross-functional team collaboration to improve customer & business value • Agile is people centric over process. Collaborative Leadership, Servant Leadership, Trust, People Maturity • End state focus vs. metrics fever
  9. 9. End-state focus vs. metrics fever Simple Metrics End StateRelease burn-down chart Velocity chart Customer issue tracking
  10. 10. People practiceLeadership Competencies People progression Stage 1 – Identification Stage 2 – Gap Analysis & training Stage 3 - Role Stage 4 – People responsibilities & PromotionTrust by empowerment Flat Organization Identify, train and mentor portfolio management talent
  11. 11. Capacity Building &Continuous ImprovementContinuous Integration,Test Automation Community Of Practice Communities of practice are linked to organizational performance through the dimensions of social capitalShared Service
  12. 12. Agile Maturity Survey Agile Program maturitySelect the answer that best represents thetypical length of sprints for your team:•Does your team decide what to work on ineach sprint?•Does your team create stable code with lowtechnical debt at the end of each sprint?•Does your team involve end-users inevaluating the product you create?•Does your team complete their daily standupmeeting in 15 minutes or less?•Does your team involve product managers,usability engineers, IT staff, or other externalresources in planning and working on each Agile Engineering Maturityiteration?•Does your team conduct lessons learnedsessions?•Does your team use test-driven development?•I would recommend that my peers use Agilepractices in their work.•Does your team hold demos or reviewsessions to demonstrate complete and testedsoftware?
  13. 13. Cross Functional TeamEngg - Engg Engg – Product OwnerTech Debt - Philippe KruchtenEngg – Tech Support Value Stream Mapping (Objective: Reduce non value added times)
  14. 14. Product ManagementProduct Manager & Balanced Score CardProduct Owner Agile Balanced Score Card adaptivemarketing Sanjiv Augustine
  15. 15. Enterprise Architecture & GovernanceBusi Architecture Review Business casen Business Review Businessess Requirement Model& Solution ArchitectureEA Enterprise Architect Meta Model, Design Constructs, Standards & GuidelinesE Enterprise Architecture Toolsng Solution Architecti •Agile Modeling •BDDn •Agile Model Driver Architecture •TDDe •ALMe •CI/CDring Agile Methodologies
  16. 16. BudgetingZero-based budgeting (Yearly) Quarterly Business Review and Resource Forecasting (Business and Engineering Interlock)
  17. 17. Q&AThank YoueMail: Jainendra.Kumar@pb.comTweet : @kumarjainendra0SMS : +91-9911604466Skype: kumarjainendraBlog: