Agile Network India | T Shirt Sizing Model for DevOps COE by Bharti Goyal Maan

1. T Shirt Sizing Model for
DevOps CoE
Bharti Maan
18 Dec 2021

2. 1
Market trends
2
Fundamentals and Key Parameters of Agile and DevOps
3
DevOps Model
4 T-Shirt Sizing model
5 T-shirt sizing : Examples
6 Q&A

3. 3
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
BUSINESS NEEDS AND IT CAPABILITIES IN TERMS OF SPEED & AGILITY MUST
ALWAYS BE ALIGNED
Digital opportunities Flexibility of Architecture
Product & Service Personalization Business value-orientation
Rate of business change Reaction speed
Number of Channels to consume
services
Ability to scale with
Outdated tools & Processes
BUSINESS NEEDS IT CHALLENGES
Low High High Low
Service provider with a high level of
customization /use case
Faster time to market
New ways to consume with
growing demands
Focus on efficiency or tech / process
grouping
Monolith IT, with complex point-to-point
interfaces
Long delivery times and low flexibility
New channels and ways to consume
products and services
Low capacity to scale
Customers are attracted to the businesses that offer better experience and are quick to respond to their
changing needs

4. 4
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
DEVOPS IS THE ANSWER TO BRIDGE THIS GAP
Break Silos Between Development &
Operations Team
Faster and more frequent
Deployments
Automate to eliminate inefficiencies
Culture of value creation and shared
outcomes
What DevOps does… Leads to Business Benefits
Stable Systems with minimum
outages
Deploy Features faster to Market .
Improved End user experience
Speed & Agility
IT Aligned to Business outcomes

5. 5
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
DevOps is a way of collaborating and
industrializing using highly automated
approaches to deploy solutions that evolve
as fast as your business needs it. By
adopting DevOps an organization can
dramatically improve the value delivered
by its business. The team centric DevOps
ethos tears down traditional silos to
tightly integrate business, development
and operations to drive agility and
service delivery excellence across the
entire lifecycle
PEOPLE
PROCESS
TOOLS
Cultural Aspects
No Silos
Think unconstrained
Build
Release
Run Repeat
Common
Targeted
PEOPLE, PROCESSES, TECHNOLOGY

6. 6
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T Shirt Sizing Estimation Model
§ Underpinned by organizational assets and enabler
4 SERVICE LAYERS
SERVICE
OFFERINGS
§ Agile and DevOps form one of the core components of Transformation Services and Adaptive
Services of ADM.
§ Transformation services aim to modernize and drive flexibility and security
§ Adaptive services provide integrated, efficient, full lifecycle Application Development &
Maintenance Services
Modernization Micro services Cybersecurity
Agile/DevOps
(@Scale)
Change
Management
Move to Cloud
Transition &
Service delivery
Industrialization
Automation
(zero touch ops)
Optimization
(cost, process,
Landscape)
Agile/DevOps
(Projects)
Innovation
Some of the tools / accelerators integral to Agile and DevOps service offerings are DevOps roadmaps, Production Line platform, DevOps PaaS, DevOps
implementation framework, Playbook, Agile CoE.
DISRUPTIVE SERVICES
BUSINESS FOCUSED SERVICES
TRANSFORMATION SERVICES
ADAPTIVE SERVICES

7. 7
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T Shirt Sizing Estimation Model
People Tools
Process Op Model
DevOps Maturity Index
1
No Automation, No CI/CD Processes, Dev
& Ops separate, Waterfall
Basic
2 Partial Automation, No CI/CD Processes,
Dev & Ops separate, Agile
Emerging
3 Partial Automation, No CI/CD Processes,
Dev & Ops combined , Agile
Co-ordinated
4 Significant Automation, CI in place, Dev &
Ops combined, Agile
Enhanced
5 Full Automation, CI/CD in Place, Dev &
Ops combined, Agile
Top Level
DevOps Roadmap
DevOps Assessment
Impr
ove
Trans
form
Initia
te
Pilot
Acco
mplis
h
Evalu
ate
Feed
back
Crawl Walk Run
DEVOPS MATURITY
STRATEGIC
VALUE
Do a DevOps assessment to
identify as-is situation
Identify your organizations
DevOps maturity level
Based on your maturity level plan
your DevOps roadmap

8. 8
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
§ Customer centricity strategy everywhere for our account, Time-to-market and fulfillment of dynamic business needs become priority for securing
business target in fast-changing digital world, software development under agile model fits to this digital transformation trend.
Time & Material
Based contract
Time Boxed/Capped Time
& Material contract
T-shirt(User story) based
Fix price contract
Pure T&M fits flexible and changeable nature
of agile, Buyer shoulder overall risk, easy for
losing control of cost efficiency from
procurement point of view
Outcome to be delivered in fixed time
period, overall budget controllable for
procurement.
Shifting the risk to supplier, but
attractive to procurement for achieving
cost efficiency, which limit the benefits
agile can deliver.

9. 9
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T Shirt Sizing Estimation Model
Efforts Size
X XS
XX S
XXN M
XXX L
XXXNN XL
Complexity
Efforts
High Medium Simple
X M S XS
XX L M S
XXN XL L M
XXX XXL XL L
XXXNN NA NA XL

10. 10
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T Shirt Sizing Estimation Model
UST Details Assumptions Size Role UST# UST Activities Generic Activities PD
Enable material master
creation using Excel
sheets for new models.
Default values for
Material Master should
come from a parameter
table. Excel should be
validated before it is
allowed to be saved.
Program will consider only FERT material for
uploading
Basic Master data pre-validation will be done before
uploading the excel like Material Type, Material
Group
Considering only technical validation - field type
validation
Create Parameter table to save default material
Master value. Excel sheet format to be fixed
Common Assumptions Across SAP UST’s:
1. All standard configuration, no custom solution /
application is assumed.
2. Dictionary tables are not enhanced or extended
3. All report data would be fetched from available
SAP standard table
4. Hardware / hardware interfaces are not covered
in this estimate
5. SAP Basis / Security activity / user setup / role
setup are out of the scope
6. Configuration / setup / testing for any Third Party
system or Interface are excluded in the efforts
M Proxy Product Owner SAP6
Liaise with product owner, maintain, track
and report against backlog
0.24
M Scrum Master SAP6
Agile Ceremonies, Sprint Planning,
Burndown Chart Preparation, Monitor
Velocity, Backlog Tracking Implementing and
monitoring best practices,
0.30
M
Requirements/ Usability
Engineer
SAP6
Configuration changes; Q&A Sessions with
end users, software developers, and testers
0.20
M Solution Architect SAP6
Tech Design; Interface Design; Performance
Design; Code Reviews, Test Case Reviews,
Testing Result Reviews
0.48
M UX / UI Designer SAP6 0.00
M
Functional, Business
Process Experts
SAP6
Business Requirements Specification and
Clarification; UAT; Documentation
1 - E Complex (based on no. of
enhancement, error processing,
Database update, Transactions / Screens
- Processing )
Customizing / Configuration as needed ,
Q&A sessions with technical team members,
Review test cases, Master data preparation
and Execute test cases; Update JIRA with
functional changes
0.79
M (Application) Architect SAP6 0.00
M Application Engineer SAP6 0.00

11. 11
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
Tender/RFQ
No. Story Size Manday
1-2
As a controlling user, I want price to be
calculated by profile configuration, TR, volume
automatically, so that I can get default price
easily.
L 23.5
Execution / listed in Jira
Type Key Summary Size Manday
User Story CNPT-1532
Save the parameter in BC Calculation page
AC: Save all parameters when clicking the save button
S 8
Subtask CNPT-1628 Provide API to save the parameters 3
Subtask CNPT-1629 Call the saving API when clicking the save button 1
User Story CNPT-1533
Check and display the vehicle info and parameter on BC Calculation Page
AC: Display the vehicle info and parameter correctly
S 8
Subtask CNPT-1616 Display option list and summary info 3
Subtask CNPT-1617 Provide API to return option logic & price 2
User Story CNPT-1534
Check and display the result of Transition Profile on BC Calculation Page
AC: display the result of Transition Profile base on calculation logic
M 15
Subtask ... ...
Execution / breakdown
No. Summary Size Manday
CNPT-1532 Save the parameter in BC Calculation page S 8
CNPT-1533 Check and display the vehicle info and parameter on BC Calculation Page S 8
CNPT-1534 Check and display the result of Transition Profile on BC Calculation Page M 15

12. 12
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
UST Details Assumptions Size Role UST# UST Activities Generic Activities PD
Enable material master creation
using Excel sheets for new
models. Default values for
Material Master should come
from a parameter table. Excel
should be validated before it is
allowed to be saved.
7. Scope is adhered to the
specifications of Definition of
Done document for each UST.
Efforts for SIT, UAT, Performance
testing, Implementation,
Extensive Demo's, Cutover and
Go-live support, etc are not
considered.
8. All necessary test data is available
in testing environment and no
effort for fine tuning or fixing test
data is assumed.
9. Dependencies of the objects
would be managed by an
independent team (CI/CD) and
not part of the current estimates
M Software Developer SAP6
Steps –
a. Do Pre Master data validation
b. Create a report and perform
data type validation at field
level while uploading excel
sheet
c. Data uploaded will be displayed
in the ALV report with green /
red lights
d. User can select multiple rows
with green light to create
materials
e. 2nd ALV list will be displayed
with the success / error log
Low Level Design - Tech Specs; Coding and Unit Testing, ;
Review functional test cases; Bug Fixing
1.74
M Test Engineer / Tester SAP6
Tech spec review; Prepare and Execute Functional test cases as
directly related to development/change activities; Document
Test Results; Q&A sessions with Functional Experts, Tech Teams.
0.48

13. 13
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
UST Order
No
Tech UST Name UST Size Complexity Efforts
SAP1 SAP User story 7: Email Notification F1-Q Releasing (XS) XS S 5
SAP2 SAP User story 3: EV Workbasket (S) S H 11
SAP3 SAP User story 6: Tax Code Capturing (S) S H 11
SAP4 SAP User story 10: Kanban label (S) S S 7
SAP5 SAP User story 5: Parts Communication (M) M H 12
SAP6 SAP User story 8: Material master Creation for New Model (M) M M 11
SAP7 SAP User story 9: Mass upload of Schedule Agreements (M) M S 9
SAP8 SAP User story 1:Bharat Stage VI - Consumables Work Basket (L) L M 20
SAP9 SAP User story 2:Bharat Stage VI - Shop Paper Printout (L) L M 20
SAP10 SAP User story 4: ITS Mobile (XL) XL L 24
130

14. 14
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T Shirt Sizing Estimation Model
T-Shirt Specification
§ Agree with the customer about the
boundary conditions for each T-Shirt size.
E.g., XS T-shirt will have only 1 UI field
change, No DB changes, Not more than 10
lines of code etc.
§ The specifications noted above have to be
drawn for each T-shirt size and each
technology separately. For instance, SAP T-
shirts may have no reference to UI
whereas web T-shirts may have it.
Pyramid
§ Each T-shirt will have to consider pyramid separately.
For instance, XS T-shirt may have a greater proportion
of juniors compared to XL T-shirts, which are essentially
done by mid to senior level team members.
§ T-Shirt prices will have to be derived based on the blend
of resources at various grades required to complete the
T-shirt. E.g., M T-shirt may need 30% B level, 40% C
level, and 30% D level resources. The price will have to
be a blend in accordance.
Technology Skillset
§ Most commercial applications do not involve a single
unique skillset. Multiple tech skills that are not available in
a single individual may be required. Each tech skill will
have its own effort requirement and rate card. T-shirt
efforts and prices will need to consider the same.
§ E.g., an application may have Java and Mainframe. T-shirt
efforts and prices will need to consider the appropriate
blending ratio to arrive at the final figs.
Other Considerations
§ Contingency
§ Language requirements
§ Warranty support/Hypercare
§ Non-development efforts (Meetings,
Sprint demos etc.)
§ Hardware/Software costs
Operating Model
§ Arrive at the optimal model to constitute
sprint teams. Will each sprint team have
its own architect, testers etc. OR will there
be a common team to support the sprint
teams. How will the governance layer be
positioned.
§ T-shirt efforts for each T-shirt should be
inclusive of the governance and other
common layer efforts; such efforts will
have to be distributed proportionately
among different T-shirt sizes
Productivity
§ One may also need to consider
productivity based on internal/client
expectations before finalizing T-shirt effort
and price. In most Agile projects, 6 hours
per day is considered optimum productive
hours. In certain other instances, more
hours may have to be considered based on
internal standards.
Location
§ Each T-shirt will have to consider location blending separately. Onsite/Offshore ratio’s may be different for
different T-Shirts.
§ T-Shirt prices will have to be derived based on the blend of resources by location. E.g., XS T-shirt may have only
offshore roles and hence, price will be based on offshore rate card. However, XL T-Shirt may have 30% of effort
onsite and price will have to reflect the same.

15. 15
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
PEOPLE
PROCESS
TOOLS
Collaboration
• Shared Objectives
and Tightly
integrated teams
with high levels of
collaboration
Business Alignment
• IT Aligned to
Business outcomes
• Business Support
in E2E processes
Mindset Change
• Shift from a skill-based
mindset to Business
product mindset within
the team
• See Businesses ,
application,
infrastructure together
Established CI/CD
Processes
• Well designed CI/CD processes
based on industry best practices
Lean & Agile processes
• Lean Processes to eliminate waste and
redundancy, Agile to build culture of faster
iterations & Customer focus
DevOps Tool Chain for
CI/CD
• Tool chain to implement
high levels of
automation and
integration
OCM
(DevOps
Culture
Processes,
Tools )
Critical Success Factors Challenges with SAP
SD MM WM
HR
FI BW
Platform
System
Tools
SAP systems
are Monolithic
Multiple Upstream and
Downstream systems like
CRM, C/4 HANA,
SuccessFactors, Ariba etc
Operating Model
• Move to Product centric
Operating model
Cloud Platforms like
SCP, AWS, Azure add to
complexity
Lack of specialized
DevOps tooling to
manage CI/CD
Lack of test automation
& regressing test
framework for many
ERP clients
Multiple Code sets
(ABAP, JAVA, SAP UI5,
FIORI)
Code libraries tightly
coupled with SAP
application server &
metadata
Codebase
sequencing,
dependency on
Configuration
changes

16. 16
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
§ The overall responsibility is anchored in the Agile Squad
§ Agile squads will be supported by shared services to scale and speed up faster
§ Based on target speed, technology and product dynamics different team setups can be selected
§ Business dynamics, target
speed, technology and
service level requirements
§ Character of the application
§ Service level requirements
§ Compliance
THE DEVOPS
DELIVERY MODELS
ARE DEFINED BY
Choose a particular
model
Model A
Platform & Tooling
AMS operations (L2, monitoring)
AMS operations (L1 / 1.5)
X-functional coordination and assurance
Infra operations (DEV / TST / ACC environments)
Infra operations (PRD environment)
Agile
Squads
Agile
Squads
Sprint
Team
Sprint
Team
Model C
Agile
Squads
Agile
Squads
Sprint
Team
Sprint
Team
Norwegian petroleum company
Model B
Agile
Squads
Agile
Squads
Sprint
Team
Sprint
Team
UK based Postal services provider
British Retailer
Development,
Changes,
Test
L3
Centralized
or
shared
services
Decentral
development
§ Sourcing model- Based on Agile and DevOps
contracts
§ Portfolio volatility – Under tech or business
transformation
§ Infra – Cloud based
§ Platforms – Cloud native
§ Org structure- Product oriented agile
enterprise
§ Sourcing model- Managed services (or T&M)
under agile transformation
§ Portfolio volatility – Under tech transformation
§ Infra – Cloud based
§ Platforms – Open / Digital
§ Org structure- Traditional model with agile
practices
§ Sourcing model- Managed
services(or T&M) embracing agile
§ Portfolio volatility – Low
§ Infra – Different vendor
§ Platforms – > ERP or Packages
§ Org structure-Traditional
departmental model

17. 17
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
E2E DEVOPS JOURNEY
01
INITIATE
ASSESS
TRANSFORM
MEASURE
OPTIMIZE
02
03
• App maturity assessment
• Assess operating model
• Carry out root cause analysis
• Create a detailed scorecard
• Assess score on DevOps
parameters
• Create Heat Map
• Visualize Target State
• Prioritize & Sequencing
• Create a Project Plan
• Establish DevOps adoption
approach
• Analyze product stream wise apps
• Identify Key Stakeholders
• Identify the dependencies and
inhibitions
• Collect app data from stakeholders
• Group applications based on maturity
level
• Identify areas of quick improvement
and quick wins
• Identify a target state
Recognize
Analyze
Strategize
Measure
Score
Create Roadmap
• Onboard apps to transform
• Mobilize team
• Pilot implementation
• Realize quick wins
• Register Key learning
• Establish DevOps practices
• Carry out coaching & Training
• Register Key findings
• Evaluvate steady state apps
performance
• Document lessons learnt
• Take continuous Feedback
from Project teams
• Look for areas of further
improvements
• Act on feedbacks
• Continuously review the
improvement & optimize
Measure
Score
Roadmap
Onboard
Pilot
Accomplish
Evaluate
Feedback
Improve
Our Approach for Move to DevOps
DevOps Maturity Index
People
Process
Tools
DevOps KPIs
Digital Assessment to capture maturity levels CI/CD Processes for SAP
SAP DevOps Tool Chain
OCM / Training
DevOps Advisory Services
Continuous
Improvement
ERP
Solman
SCP
Application Landscape
Regression
Testing
Automating
Transports
Release
Auto
Config
Platform
Monitoring
Application
Lifecycle
Mgmt
Source Code
Mgmt
Automat
ed Builds
Automated
Unit Tests
For test
automation CBTA
Capgemini IP
For application
lifecycle
management,
testing, monitoring,
deployment
transport etc
For ABAP
ABAP
Test
Cockpit
Code
Quality
Check
gCTS
Gen X

18. 18
©Capgemini 2021. All rights reserved |
T Shirt Sizing Estimation Model
1. Business Epics are divided into multiple user stories by business
analysts and a product backlog is created and updated.
2. Product backlog is prioritized by the product owner and assigned
sprints. The sprints can consist of n-number of user stories that
can be developed in a 2 – 3-week period.
3. Sprint backlog is divided into T-Shirt (XS, S, M, L and XL) sizes
primarily from a commercial standpoint.
4. Price per T-shirt size is negotiated beforehand (contract phase).
5. T-shirt sizes can be subject to negotiation between the
development and business teams and sizes altered accordingly.
6. T-shirts have a fixed scope in terms of development lifecycle.
Usually, requirements gathering, and creation/refinement of a
user story is not part of the scope, nor is regression and system
testing. Separate T-shirts are created just for these, in case such
activity is required.
7. The model can be seen as a intermediary between a Fixed Price
Model and T&M
8. Client operates the T- Shirt Model in a DevOps context by
combining the development and operations teams
Product Backlog – UST 1
Automate Inventory
Master Data Input
Product Backlog – UST 2
Automate Parts
Maintenance Input
Product Backlog – UST 3
Automate Vendor
Invoice Updates
Product Backlog – UST n
Business Functionality (Epic)
Automate manual SAP
Data Input Processes
Read all incoming emails and
add to queue
Download and read Std.
Template Invoice PDF’s
Download and read non-Std.
Template Invoice PDF’s using
OCR
Post the Invoice data into
SAP
XS – T-Shirt M – T-Shirt XL – T-Shirt L – T-Shirt
Each T- Shirt size has a pre-negotiated fixed price. T-Shirts also have a fixed scope.
(E.g. Coding and unit Testing Only etc)

19. 19
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T Shirt Sizing Estimation Model
Applicable situations Non-Applicable situations
Fixed price with flexible scope or clear definition of switching
features/function in execution
Fixed price along with fixed scope or fixed numbers of team member.
Fixed price with flexible pyramid of team set up
Fixed price along with critical criteria of team member interview or
qualification
Existing client with mutual understanding of company culture/business New client with no/limited working relationship
Development Maintenance and Support
Customer does not want T&M model and Vendor does not want Fixed Price
model
Customer and vendor are aligned on FP/T&M.
Agile maturity in the organization Agile not implemented or followed