Agile Adoption in IT Services - Evolution over Revolution


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This talk will try and look into the complexity of project execution in an IT Services industry and questions the viability of certain agile methods such as Scrum and XP and also looks at Lean (Kanban) as a method that might help us achieving successful agile adoption leading to a more effective and efficient change.

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  • I liked the content in slides. I have myself been witness to how slow enterprises are to agile even today. Agile as a concept has taken hold and is at least 5+ years. In my case development team has adapted to Agile and have been using Kanban. It so happens that sometimes the time taken by centrally controlled middleware teams to deploy our solutions is longer than the time it has taken for us to fix them thus hampering our time to production.
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Agile Adoption in IT Services - Evolution over Revolution

  1. 1. Agile Adoption in IT Services Evolution over Revolution Ravi Kumar Sept 14th, 2013 Sunday, 15 September 13
  2. 2. Agenda Culture, Change & Complexities Project Execution Landscape Revolutionary approach & Dysfunctional agile teams Is Evolutionary a better fit? Case Study Embracing LEAN-agile for change Revolution or Evolution Agile IT Services Manifesto Sunday, 15 September 13
  3. 3. Organization Culture Actuality Possibility Personal IMPersonal William E. Schneider Model IT Services Sunday, 15 September 13
  4. 4. A thing about CHANGE Sunday, 15 September 13
  5. 5. Software Development System Methodologies customers management HR Sales Sunday, 15 September 13
  6. 6. Agile Transformation Challenges in IT Services Balancing and right sourcing between internal and external dev teams. Business Participation and Collaboration. Leadership and Culture Change. Multiple delivery models and vendors. Collaborative office setup. Scaling skills and team agility. Lack of Agile centered contracts. SLAs, Penalties and Attrition. Rigid Administrative and HR Policies. Sunday, 15 September 13
  7. 7. Revolutionary Approaches SCRUM XP Demanding !! Sunday, 15 September 13
  8. 8. Agile Culture disruptive for change!! Sunday, 15 September 13
  9. 9. Revolutionary Approaches At a Team Level with one or few teams. Where there is Leadership and Management Buy-in All teams work for the same company. Skills is not an issue etc. Works WELL !! Sunday, 15 September 13
  10. 10. IT Services & Team Dysfunctions Team Dysfunctions Team Dysfunctions Agile Context Customer Manage Vendor Teams MSAs, SLAs and Contracts Business Participation Divided by Walls Lack of outcome based measures Most Team Dysfunctions occur because of Business factors that are outside the team!! Sunday, 15 September 13
  11. 11. Revolutionary Approach Challenges Manage both support and dev? Economies of Scale. Multiple stakeholders. Collaboration across teams. Centrally Driven Architecture Scarcity of specialized skills. Sharing of key people across teams. Quite a Challenge ??  Sunday, 15 September 13
  12. 12. Evolutionary Approach Accom m odative for Change!! Sunday, 15 September 13
  13. 13. Evolutionary Approach Embrace a more holistic approach. No Local optimizations Long term success by gradual change and sustenance. Respect current ways of working and making small yet definitive incremental changes. Small results and success leading to big changes. Sunday, 15 September 13
  14. 14. KANBAN Culture Aligns well with IT Services Sunday, 15 September 13
  15. 15. motivations for Kanban Controlling the rate of transition. Allocating specialized skill sets Enabling participation of management and leadership Providing teams with guiding principles on Lean & ToC Enabling teams to work on the right-sized chunks. Sunday, 15 September 13
  16. 16. • Pre Mature Estimation. • Contractual Obligation and 8 Days/Month is spent on Estimating • whatever was estimated (50%) was not taken up for development • Multiple Level Of Estimation • Too Many Blockers • Delay in providing the clarifications • High level of Dependency on IT and Business Team Late Consumption, resulting rework efforts Too Much of Context Switching • Lack of adequate Reviews • Less rigor of Knowledge transfer • Little of Slack in the team • Lack of Visibility on who is doing what • Sense of Ownership One Person owns the Ticket till the Deployment LEAN-agile: Case Study thanks to @balajiTw Sunday, 15 September 13
  17. 17. LEAN-agile: Case Study Delivery Cadence • The rate of delivery of work to UAT or production environment • Teams define and agree on ‘Definition of Done’ which is used to move the work to the next stage. • Progress tracked through WIP limits and daily stand ups • Metrics (Cycle time, Lead time, CFD) derived out of the delivery cadence Input Cadence • Needed for a healthy pipeline of work • To be prioritized sized rightly to get a predictable delivery cadence • Work items to be thinly sliced to reduce variability • Each user story to have well define Acceptance   Criteria • Value of the stories should be quantifiable Blockers • Work Items which needs immediate attention • Impeding the flow • Sleeping Work Items Delivery Cadence BlockersInput Cadence thanks to @balajiTw Sunday, 15 September 13
  18. 18. Blockers/Impediments • Clarifications | Dependencies without addressing them the CRs will not be progressed are tracked here • Classification on Blockers : Biz, IT • Ageing on Blockers Benefits • Brings out immediate visibility (possible delay| items to be tracked closely etc ) • Leverage existing knowledge of the team (Environmental , Technical) • Triggers Management to pitch in Waste Identified • CR’s getting Deferred Ageing Kaizen / Continuous Improvement • Target on the improvement in Cycle • Action Items to achieve the improvements Benefits • Target gives motivation for the team to work towards achieve it Continuous Improvement LEAN-agile: Case Study thanks to @balajiTw Sunday, 15 September 13
  19. 19. LEAN-agile: Case Study CYCLE TIME - 8d LEAD TIME - 13 Days Projects Performance • Cycle Time • Lead Time • Cumulative Flow Diagram Improvements thanks to @balajiTw Sunday, 15 September 13
  20. 20. IT Services: Implementing LEAN-agile Start by answering WHY and not HOW Centralized Strategy (LEAN) coupled with Decentralized Execution (agile) Customer and engagement as a whole and not just projects/programs. Establish a FLOW mechanism by decoupled Input and Delivery Cadence Visualize the flow and overcome constraints Collaborative workspaces and Information Radiators. Sunday, 15 September 13
  21. 21. to sustain EVOLUTION we require well thought out REVOLUTION !! Sunday, 15 September 13
  22. 22. Thank you!! Sunday, 15 September 13