This document discusses moving from a waterfall development process to an agile process at Glasswing. It outlines the current waterfall process, proposes an agile process, and lists implementation steps. Key points include adopting an agile mindset focused on early delivery of value, establishing cross-functional agile teams, prioritizing in-house development over fixed-price vendor contracts, and taking immediate actions like expanding hiring to build internal agile capabilities. The most important point is that agile is as much a change in organizational culture and thinking as it is development practices.

1. Moving Technology Execution
from Good to Great!

2. Agenda
 Current Process
 Proposed Process
 Implementation Steps

3. Current process of
Technology Development
Waterfall Method

6. Waterfall by numbers

7. SAAB Griffin

8. 15+ YEARS OF AGILE

9. Success with Agile
http://www.developerforce.com/media/ForcedotcomBookLibrary/WP_Agile_112608.pdf

10. Success with Agile
https://dzone.com/articles/5-success-stories-that-will-make-you-believe-in-sc

11. https://www.forbes.com/sites/stevedenning/2012/05/10/wikispeed-
how-a-100-mpg-car-was-developed-in-3-months/#b565aea28bfc
https://cleantechnica.com/2018/09/01/tesla-has-applied-
agile-software-development-to-automotive-manufacturing/

12. Prevalence of Agile

13. Improvements with Agile
https://clearcode.cc/blog/agile-vs-waterfall-method/

14. Team Team
Team
Project
Project
Agile

15. Which one shall we select?

22. Basics required for adopting Agile
• Mindset
• “Agile is both a set of practices and a mindset. Success lies in understanding
both “Being Agile” as well as “Doing Agile”
• Team
• Structure
• Approach & Management
• Continuous learning and adjustment

24. Agile Mindset needed at Glasswing
• Think “small”
• Deliver value to users as soon as possible
• Release early and often
• Thinking that you know what needs to be built without delving deep is a
recipe for failure
Working software is the primary measure of success (7th Principle)

25. Team & Structure for Agile
• The Agile team acts as a self-contained unit which is capable of
delivering a usable product/featureTeam Structure:
• Product Owner
• Scrum Master
• Developer/s
• Designer/s
• QA/Testers
• Executive Sponsor (Can be same as Product Owner)
Best results when working with in-house team

26. Working with Vendors
• All is not lost. Expect only 30-50% efficiency but still better than
Traditional
• Co-location helps immensely. Ensure that own team or external team is
working out of same office as much as possible
• Vendor Contracts – Fixed price vs T&M:
• Limit fixed price contracts
• Get people on T&M and get the work done in our office co-located with our team

27. Approach and Management
• Focus on specific problems and
point solutions. Do not try to
define each and everything in one
go.
• Work to build a specific solution
that solves the core of the use
case.

28. Overall process over long term
• Decide what specific solution
needs to be built
• Design and Build
• Launch
• Learn
• Fine tune for next iteration
• Pickup next set of
features/products
• Rinse and repeat

29. Immediate Actions – Day 0 Activities
• Insist on all vendors to work from our office atleast few days a week.
• No new fixed price development contracts. Technical and logistical support
from vendor project managers, if necessary.
• Put our own hiring on steroids.
• Get a coordinator to work out of our office for hiring.
• Rajeev and Sid to spend 10-15 hours each week on hiring till we have the critical
mass.
• Pick up key projects and finish version 1 in each sprint. There will be certain non-
core, good to have, usability related features that will be pushed for later versions
• The process usually takes 3-6 sprints to stabilize depending upon the team. But
results become visible by the end of first sprint.

30. The SINGLE MOST IMPORTANT Point
Agile is first about ‘how you think’ and then about what you do.
"If your organization's culture is either ignorant of or outright hostile to
agile principles and values, the prospect of success beyond isolated
pockets of agile teams are slim."
Understanding that agile impacts organizational values and facilitating
that transformation is the first step to having a broader adoption of
agile, and more success with agile as a means to successful delivery.
https://www.infoq.com/articles/agile-fails-enterprise

31. THANK YOU