Working in a (FR) Agile Environment
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Slides from a presentation given by Menaka Priya to a meeting of the South West branch of IIBA UK on 16 March 2017
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Working in a (FR) Agile Environment
- 1. Menaka Priya M.B.A 16th March 2017 Working in a (FR)Agile Environment
- 2. Objective s At the end of this session, you should get an overview of • Agile in Aviva • Role of a change professionals in Distributed Agile development • Key Challenges in distributed agile projects • Creative strategies adopted • Tips
- 3. My Profile Presentation title here 00.00.00 page 3 - Education - Experience - Interests
- 4. © Aviva PLC Private and confidential 4 Aviva Agile Framework and Model
- 5. We are an Oreo cookie Presentation title here 00.00.00 page 5 Think of the middle of an Oreo cookie – it is what holds things together and brings out the flavour in base ingredients. The middle is full of value! and our role fits exactly between the business and IT.
- 6. Presentation title here 00.00.00 page 6 Key challenges faced in Distributed Agile
- 7. Key challenges faced in Distributed Agile Presentation title here 00.00.00 page 7 • Temporal • Geographical • Socio Cultural • Communication
- 8. 3C’s to make it work! Collaboration How can we work as one team and ensure everyone maintains focus on delivering the customer outcome? Communication How can/should we communicate in distributed environment? Cultural How can we empower our offshore colleagues to be part of an evolving & self managing team? © Aviva PLC Private and confidential 8
- 9. © Aviva PLC Private and confidential 9 • Build Trust • Working in distributed environment in an undisturbed way • Knowledge Management – wiki page, Confluence and JIRA to share knowledge • Shadowing • Process Management • Impact mapping • Three Amigos • Story mapping Collaboration
- 10. © Aviva PLC Private and confidential 10 • Clear vision Plus shared goals = Success • Right skills & Use of Technology- Remote team member should be integral and an integrated part of the team. JIRA, Lync, MS-Slack, wireframes , Prototypes • Use the language differences – simpler explanations. Pictures. Prototypes – Visio and BPMN • Benefit: Less defects, More focussed solutions. Communication Giving you the freedom to go further.
- 11. © Aviva PLC Private and confidential 11 • Empowerment - Encourage the team to ask why? • Unwilling participants do not build empowered teams. • Encourage offshore team members to participate Culture
- 12. Use the fact we are Distributed •Use the time difference – longer working hours overall, not per individual. •Use the language differences – simpler explanations. Pictures. Prototypes •Use the geographical cultural differences – variety of ideas. Better more diverse testing.
- 13. Onshore to Offshore my experience Presentation title here 00.00.00 page 13
- 14. Presentation title here 00.00.00 page 14 Creative strategies used by your team
- 15. Presentation title here 00.00.00 page 15
- 16. Thank you We hope you are feeling inspired.
Editor's Notes
- Following my graduation in Computer Technology I pursued MBA and have been working for multiple insurance organisations in the role of Business analyst and Project Manager for more than 13 years now. Passionate to deliver business solutions that contributes to the profits of the organisation. I feel I am more appropriate to speak about this topic as I have experience of working in India for 7 years and 6 years in UK and have adopted both the work cultures and now working towards linking this structure to be at its best. At Aviva I work with Analytics feature team to develop solutions that includes pricing changes. Out of my professional work I love spending time with my family and interested in personal and professional mentoring and coaching.
- The Agile Journey started in Aviva during 2009 and we have travelled leaps and bounces and we can now confidently say we have a very standardised approach when it comes to Agile way of working. Following Aviva’s journey in Agile we moved into Distributed Agile in 2012 were we have partnered with Wipro. Our average sprint is between 2 -4 weeks and we spent more time in our inception phase to groom our backlog. Impact mapping certainly plays a major role during the inception phase to make the team aware of the vision , goals and the expected outcome of the change that they will be involved in. Aviva follows the scrum ceremonies like Look ahead and Retro to improvise the standards.
- Business : Will cover Processes changes, organisational structures changes, training and so on
- Activity :Discuss with the person next to you about the key challenges you face. One of you can share it with the audience. I will note it down on the flip chart. This activity will take 3 minutes
- Build Trust – How do you build the Trust among your team . Being an glue between the business and IT we can achieve this by conducting some social events, cakes and Games. -No more transactional way of working ‘I am available for you’ – I have constantly reiterated the fact which has made them believe that I am one among them Constant feedback – e.g pronunciation, he/she, taking notes, coming on time. Ask questions ,don’t assume Sharing them what is expected out of them from a teams perspective Helping them’ get over the fence’ . Adopt a ‘show me don’t tell me’ approach Reiterate that they can challenge if they don’t agree and they are allowed to tell ‘No’ Working in distributed environment in an undisturbed way – Earlier engagement with development team to understand the requirements. At any stage of the project as BA we will walk through the process and the story related and reiterate the value of the change to the organisation. Knowledge Management -Make sure the information is effectively shared across all locations, and the flow is clear. Maintaining the same standard across the teams both offshore and onshore. Process Management –Impact mapping -
- Communication: use the example of chinese whispers Impact mapping – Include them or brief them about the outcomes of the impact mapping to make them realise the importance of the change that they are involved in and the business value that they are driving. As an organisation we have continuously focussed on Agile Maturity matrix and focus on the key areas knowledge, people and making people T shaped. Common understanding of terminologies across the team. No Jargons.
- The offshore developers have a tendency to assume things and not ask questions and this part of the culture which as a BA we need to address this by focussing on asking the right questions and also involve in developing the conversation. Communication beyond culture- There is more than weather and foot ball to speak Reactive Culture to Proactive Culture- Developers looking ahead , Analyse the backlog Encourage them to take responsibility
- 2 BA’s one offshore and one on shore on the same project- cross over time and handing over.
- - I am happy to discuss any particular scenario that you have faced as a team and we can look at exploring different options.