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ADOPTING SCRUM IN
BANGLADESH
Opportunities, Challenges and Outcomes
M. Mizanur Rahman
CEO, Informatix Technologies
CSM,CSP
Leading Agile Bangladesh community
Bangladesh Software Industry
 Software and IT service industry in
Bangladesh has crossed a long road over the
last few de...
Snapshot of the Industry - size
1000+
companies
US$ 400 million
Revenue
70,000 + Professionals
Business Specialization of IT
Companies
0
10
20
30
40
50
60
70
80
90
BASIS survey
BASIS survey
Company Sizes
# Of Employee
10-30
30-50
50-100
100+
Mainly focused on outsourcing
# of companies
Outsourcing
Local Market
Project Management System
Adopted by these companies
90% of the companies want to move to Agile
Waterfall
Agile
Nothing
RU...
Opportunities
 Help those companies who are interested, to
move in Scrum
 Guide the companies who are currently using
Sc...
Challenges
 Based on the summary of these data, we can
easily identify some challenges
 Some of those are related to exp...
Management Dilemma
 Most of the companies owned by
businessman who do not have formal
knowledge about IT industry.
 Do n...
Self Management – team
members
 We love to get managed by others
 Self management = freedom unlimited
 Lack of understa...
Proper Agile Knowledge
 No formal education is provided on Agile in
Bangladesh (university or professional
organizations)...
Outsourcing – remote teams
 Most of the clients from USA, Europe or
countries with minimum difference of 4 hours
 Improp...
There are lots of Scrumbut…
 We follow scrum but we do not have a product
owner.
 We follow scrum but we do not have
ret...
Baffled with early challenges
 Many companies stopped scrum after first few
sprints as things seemed uncontrollable to
th...
Solutions
 After working with different companies and the
community in Bangladesh, we have adopted
different solutions to...
Solving Management Problem
 First focus on educating company
managements (CXO, Directors etc) about
Scrum and how company...
Making everyone self managed
 Educate resources about motivation, career
and over all management practices
 Take Scrum s...
Educating about Scrum
 That’s where we are working for last few years
 We are providing free “Introduction to Scrum”
cou...
Starting Scrum from Top to
bottom
Step 1
• Management (CEO, CTO, Directors, Investors etc) must have clear
idea about scru...
Step 4
• Run a test or small project for first time
• Get help from experts during the first few iterations
Step 5
• Measu...
Step 7
• Once the team outputs the expected result, try to repeat it for other
teams
• It can work as a base for others
St...
Success stories
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Adopting scrum in bangladesh

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Session by Mizanur Rahman at Regional Scrum Gathering - South Asia

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Adopting scrum in bangladesh

  1. 1. ADOPTING SCRUM IN BANGLADESH Opportunities, Challenges and Outcomes
  2. 2. M. Mizanur Rahman CEO, Informatix Technologies CSM,CSP Leading Agile Bangladesh community
  3. 3. Bangladesh Software Industry  Software and IT service industry in Bangladesh has crossed a long road over the last few decades.  It has matured and considered among the potential sector to contribute in our economy in coming years  The growth rate has increased significantly in last few years for IT friendly policies of government
  4. 4. Snapshot of the Industry - size 1000+ companies US$ 400 million Revenue 70,000 + Professionals
  5. 5. Business Specialization of IT Companies 0 10 20 30 40 50 60 70 80 90 BASIS survey BASIS survey
  6. 6. Company Sizes # Of Employee 10-30 30-50 50-100 100+
  7. 7. Mainly focused on outsourcing # of companies Outsourcing Local Market
  8. 8. Project Management System Adopted by these companies 90% of the companies want to move to Agile Waterfall Agile Nothing RUP/XP
  9. 9. Opportunities  Help those companies who are interested, to move in Scrum  Guide the companies who are currently using Scrum in their organization  Educate people related to the industry about Scrum and adoption process in Bangladesh
  10. 10. Challenges  Based on the summary of these data, we can easily identify some challenges  Some of those are related to experience, knowledge, culture and practices  Some can be changed easily and some are not
  11. 11. Management Dilemma  Most of the companies owned by businessman who do not have formal knowledge about IT industry.  Do not believe in the concept self managing teams  Negligent about changes in the organization  Do not want to invest their time and money to understand and adopt something better.
  12. 12. Self Management – team members  We love to get managed by others  Self management = freedom unlimited  Lack of understanding in commitment and professionalism  It is always good to have someone asking for work update and control of the flow  Not enough time for learning something related project management  Not motivated enough which leads to take them the work as job , not as career  Only motivation comes in form of benefits.
  13. 13. Proper Agile Knowledge  No formal education is provided on Agile in Bangladesh (university or professional organizations)  Mostly relies on online resources which leads to confusion or ambiguity  Not many full adoption of Scrum. Mostly partial adoption and modified ones  Not so many CSM, CSPO  ScrumAlliance certified trainer visited Bangladesh for the first time this year to conduct CSM course
  14. 14. Outsourcing – remote teams  Most of the clients from USA, Europe or countries with minimum difference of 4 hours  Improper split of the teams across different locations  Un-usual office hours to accommodate scrum rituals  Lack of qualified Scrum personals in all locations
  15. 15. There are lots of Scrumbut…  We follow scrum but we do not have a product owner.  We follow scrum but we do not have retrospective  We follow scrum but we have hour long daily meeting (not standup)  We follow scrum but it is not time boxed  We follow scrum but only the visual task board
  16. 16. Baffled with early challenges  Many companies stopped scrum after first few sprints as things seemed uncontrollable to them  The chances of returning to scrum for those companies are very low  Time and cost for adaptation is a major concern  Missing scrum readiness throughout the organization  Mostly go with buzz word rather than actual research on organizational fitness.
  17. 17. Solutions  After working with different companies and the community in Bangladesh, we have adopted different solutions to address those problems  These solutions are specific to particular companies and might not work same way for others.
  18. 18. Solving Management Problem  First focus on educating company managements (CXO, Directors etc) about Scrum and how company can get benefitted by this  Give them an proper understanding of ROI in the long run by adopting Scrum  Help them get it running with a small pilot project and later adopt it to full organization.
  19. 19. Making everyone self managed  Educate resources about motivation, career and over all management practices  Take Scrum session at office on regular basis  Adopt Scrum fully in the organization and get help from expert where it is required.  Get rid of the habit of micromanagement and “I am your boss” culture  Make them part of the success and failure
  20. 20. Educating about Scrum  That’s where we are working for last few years  We are providing free “Introduction to Scrum” courses for company owners ,engineers ,managers and other resources.  8 hour long session focuses on the detail about scrum, working with remote teams and adopting scrum in Bangladesh  Provided training more than 300+ people in last 6 months  Managing first and largest agile group in Bangladesh in social media.
  21. 21. Starting Scrum from Top to bottom Step 1 • Management (CEO, CTO, Directors, Investors etc) must have clear idea about scrum • Learn from Agile/Scrum professionals rather than own intuition Step 2 • Start with a small team as pilot project • Train the team about scrum paradigm Step 3 • Give team time to understand scrum and try to motivate them to be self managed. As a nation, we are not used to with self management properly. • Do not force them to start immediately
  22. 22. Step 4 • Run a test or small project for first time • Get help from experts during the first few iterations Step 5 • Measure teams output with expected results • Try to find out where team is struggling and fix those Step 6 • Keep patience during the whole transformation • It can take few weeks to few months for a team to adopt
  23. 23. Step 7 • Once the team outputs the expected result, try to repeat it for other teams • It can work as a base for others Step 8 • Always plan, execute and adopt. Do not assume that team understood scrum properly and no need to invest time on study • Empower team members, give them opportunity to understand themselves Step 9 • Keep a budget for whole transformation • You might not get an immediate result during the whole transformation process
  24. 24. Success stories

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