2. Agenda
Adoption vs.Transformation
What Does it Mean to be “Agile”?
ExpectationVs. Reality
Success Practices
Elements of Development “Ecosystem”
What we change and what we don’t
Key barriers to agile transformation
Case - we experienced and we suggested
Adoption Phases and Baseline Story
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3. Adoption
vs.
Transformation
Agile Adoption is about, what we do…
practices,
tools,
ceremonies etc.
AgileTransformation is about, who we are…
it reflects in the organization structure and
culture, and
impacts the people.
For long term success, BothTransformation and
Adoption are essential.
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4. What Does it
Mean to be
“Agile”?
BeingAgile means taking a disciplined approach to
decision making in order to make the best possible
decisions with the information known at the time.
Being “Agile” simply means
Reacting quickly to every little issue that arises, right?
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8. What we
change ?
What we
don’t change ?
Organization Structure
Roles and Responsibilities Process
Tools
Mindset Values
BeliefCustoms Behavior
Traditions
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9. Key barriers
to
agile
transformation
Requires role changes
Requires structural
changes
Requires cultural shift
Requires governance
changes
Human resource
policies
Complex product
organizations
Uneven portfolio
investment
Project based
organizations
Local optimization
Practices over
principles
Need for certainty
Value vs. Valuable
Neglecting distributed
teams
Forgetting to celebrate
successes
An experienced Agile Practitioner can help an organization avoid missteps09 July 2016 9
10. Case 1-
We
experienced
Horizontal and Vertical
reporting structure.
Frequent change
Priority
Scope
Resource
Allocating Sprint and non
sprint work leading to
delay in delivery
No communication on
Plans (Release, major
milestones, etc)
Different practices within
project
Release time = Hardening
timeline
No Ownership of
responsibilities
Not Reviewing the
learning.
No Grooming
Overall No Transparency
Half Yearly Release
Progress Tracking on AC’s
not on Stories
My work and Your work
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11. Case 1-
We
suggested
Try to work with Co-
located team
Avoid movement of
Resources
Bring Transparency in
planes
Trust team about work
Communicate all stuff
Mindset shift
Reporting structure shift
From Component level
estimation to velocity
All document first to
evolving requirement
No Ac tracking, story
tracking
Size Stories Properly
Remove some fields from
JIRA (Todo-progress-done)
Estimate the work
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12. Case 2 –
We
Experienced
No BA deliverables, including User Stories or
Acceptance Criteria, leading to Scope Creep
No Sprint plans or Release Plan
No requirements traceability or prioritization, only
high level Use Cases
No defined Product Backlog
No Scrum ceremonies/events
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13. Case 2 –We
Suggested
Scrum Master role introduced,
defined Release scope and
iteration plan for one team
Introduced Scrum ceremonies
(daily standups), and artifacts
(Jira for sprint planning and
Burndown metrics)
Provided walkthrough to
stakeholders for Agile concepts
and Jira
Started using
Jira for Product
backlog, sprint
backlog,
grooming.
Introduced
Acceptance
Criteria
Challenges:
1. Team structure – multiple applications,
smaller teams, no L3, Config managers.
Cross-functionality is not achieved.
2. UX and SIT are separate teams, so Pipeline
Iteration structure suggested. ((BA
Dev+CIT SIT)
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14. ParadigmShift
Tries to be predictable
FixesTime, Price and Scope
Measures Project Success by
conformance to the plan
Values methodology and
processes more than people
Resists requirements and
development process changes
Considers system specification
as the generated
documentation
Accepts that complete
predictability is impossible to
achieve
FixesTime, Price but not Scope
Success is measured by the
Value to customer
Values people more than
process, hence accepts process
rather than imposing one
Adapts to requirements and
development process changes
Considers system specification
as the developed code
The ‘Waterfall Mindset’ The ‘Ágile Mindset’
Agile
Transformation
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15. Adoption Phases
Start Small And / Or
Simple
AgileEnterprise
over Time
Non-Agile Enterprise Exploration Process Definition Strategic Alignment Transformation
Baseline story is
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