Agilty at large Enterprise is it a myth?


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Agile is just a means to achieve a business outcome.. How large enterprise need to achieve real business agility.. connecting engineering outcome to business outcome

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Agilty at large Enterprise is it a myth?

  1. 1. Enterprise Agility, is it a ‘Myth’? Prasad Twitter – Pras_India Views expressed here are not necessary of the company I belong
  2. 2. Little boring stuff.. I work for Infosys Enterprise Quality Consulting, and I take care Enterprise Agility, Quality Management and ALM consulting. We are building a great Enterprise Agile Consulting Practice to transform Fortune 50 !!!  Help CIO organization to adapt disruptive technology, process and be relevant in Business I am a certified SAFe Program Consultant. Part of Leadership team of ALN, Bangalore
  3. 3. What is in store • • • • • Context / Background – A case What is not Enterprise Agile Key challenges and issues.. Why it is common? How did we approach to achieve Business Agility • Q&A
  4. 4. What we hear from CIO’s •Not able to realize / validate the business case quickly •Still not responsive to market changes and customer demands – release cadence have not improved •More than 70% of the IT capacity is utilized for support, maintenance and defect fixing – want to utilize the better capacity for building new features •Not able to realize business benefits of the productivity and quality gains at the team / project level
  5. 5. context .. • A large US based multinational bank wanted to modernize and re architect their CRM solutions. • Under current CRM portfolio there are 15 plus lights- on kind of application managed by 4 different vendors from offshore in multiple locations India and Brazil. • The proposed modern CRM solution has to interface and consume certain API's, services and components from existing legacy application. • New CRM solution is mobile & device friendly • The single business KPI set for this program is "CSAT - customer satisfaction"
  6. 6. Context cont.. • The VP of CRM LOB- Nancy wants her IT counter part to be ‘responsive’ and ‘align’ to what his business wants. • Director of IT –VKing, who is responsible for this program, with great enthusiasm set up a business governance meeting and tells, “Yes we are going Agile, all our vendors have given me great Agile stories – will delver early business values” What happened after this???
  7. 7. What is the pattern of this context??
  8. 8. Context 1 • Business problem known • Solutions known Eg:- Standalone desktop application ( Payroll system) with minimum integration or known interfaces.. Can do extensive planning via estimation ( more known, less unknown) Well defined product backlog No need of shorter cycle, it is ok if you give early feedback
  9. 9. Context 2 • Business problem known • Solution little hazy – unknown Eg: Web Application with integration to a Mainframe system, trillions of transaction data, how to optimize – what is the best solution SAP integration with a proprietary system Agile fits – can give early feedback to business stakeholders • Well defined product backlog • Can size and provide certain predictability • Detailing of engineering tasks critical • Solution more empirical learning, early feedback, spikes • Agile engineering practices • Agile adoption at project level
  10. 10. Context 3 • Business problem less known • Solution unknown – hazy Enterprise IT – changing business landscape, convergence, geography, technology Portfolios, products, collaborating and competing components, architectural complexity Agile perfect fit with engineering ; ability to provide early and frequent feedback, • Test early and frequently • Component team Vs feature teams • Automation Vs its maintenance • Effectiveness of Agile adoption - portfolio contribution margin/ revenue / stability to over all organization • Higher order metrics Vs lower order metrics • Coexistence of legacy Vs modern • Product mindset Vs Project • Support Vs New product • Collaboration Vs Cooperation ( Build – Deploy –Test ) • Release management Vs DevOps • Staging Vs Production
  11. 11. Context 4 • • • • Problems un known & solution unknown Start-ups – searching for a business model Twitter, LinkedIn, Facebook, Fail effectively Vs Fail early New Agile – Lean Startup, Pretotyping etc.. Future – each LOB as a Startup
  12. 12. Enterprise Agile is not multiple project executions by multiple agile teams in an organization Agile which is misinterpreted • Building code in Agile is endto-end Agile • Replicating model of few successful agile projects means Enterprise agile • Executing many Agile projects means Enterprise Agile execution Business benefits still missing when organizations try to scale up Agile • Agile execution is still not helping realize business benefits • Productivity and quality improvements gained by IT are not resulting in business gains • No focus on Agile value delivery Mindset and Culture not aligned for Agile scalability • Success cannot be scaled from small projects to portfolios since • Matrix and functional siloes organizational structure discouraging cross functional team behavior • Organizational culture focused on command and control, micromanagement. Agile is culture - Unless adopted fully enterprise scaling of Agile is a challenge 1 2
  13. 13. Adopting Enterprise Agile is challenging with unchanged Organization structure and processes Organization Structure not suitable for Enterprise Agile success • No focus on aligning to Agile methodology • Organization roles and career paths • Distributed development • Multivendor scenarios • Standardization from project to programs to portfolios • Upstream and downstream process Insufficient Engineering Eco-system Organization Process not scalable, adaptable and standardized • Missing in action • Limited tools landscape • Missing Tools integration • Manual provisioning • No focus on continuous integration, test automation, continuous deployment • inability to strategize across geographies • Lack of collaboration, communication tools • Missing in action • Methodology suitability checks • Metrics and measurement structure • Integration of multiple agile methodologies & practices • Procedures for coexistence of Waterfall and Agile • Uniform Agile process and standards Organization must align to Agile culture for the success of enterprise agility 1 3
  14. 14. VKing reached out to us …
  15. 15. Key Strategies Vking may adopt Key Strategies Outcomes 1 5 Improve Business Agility, Predictability & Quality Enterprise Agile Integrated ALM (Application Life Cycle Management) DevOps/ Continuous Delivery Quality Shift Left Foundation Process Standardization Metrics Based Governance Organization Change Management Quality – Infra Shift Left as a Service Infra as a Service
  16. 16. One more thing … Is Agile your passion …. Reach out .. Twitter- Pras_India
  17. 17. Q&A
  18. 18. Thank You.