Archana Joshi Agile2010 Agile at services organization
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This document discusses Wipro's adoption of Agile practices beginning in 2004-2005. It faced challenges like unclear business requirements, changing requirements, and dependencies on third parties. Wipro started with small pilots and training to gain support. It established an Agile center of excellence and processes to assess project suitability and tailor practices for distributed development. Over time Wipro trained over 5,000 practitioners, implemented Agile tools and governance, and had over 100 projects using Agile practices. The document shares snapshots of Wipro's Agile microsite and internal tools to support release planning, effectiveness measurement, and effort burn down tracking.
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My talk at AgileNCR 2014 on exploring agile from the core foundations of what makes a great team, and whether agile is the panacea for everything that plagues the software development, or it is really a placebo in the sense that once you have all these pre-conditions that makes a team successful, irrespective of whether you practice agile methods, you will perhaps be equally successful, if not more.
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The document announces a May 23, 2013 forum on practical agile mobile design and Android 4.0. It will include workshops on storyboarding, wireframing, and usability testing techniques like RITE studies. The forum will also cover key design principles of Android 4.0 like "Right Size for Every Device" and "Tap Anywhere" interfaces. Common mobile design patterns like springboards and dashboards will also be discussed.
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Testing in agile is it easier said than done
This document summarizes Archana Joshi's presentation on testing in agile environments. It describes a program at Wipro to develop a new web application for wealth management using agile methodology. The program involved multiple distributed teams and vendors. It faced challenges with the new agile process, integrated testing, and a team new to agile. Key lessons learned included involving testing early, dividing test types, collaborating as a team, accepting code changes, establishing readiness checks and governance, and measuring metrics. Benefits included fewer defects, less testing effort, and better team collaboration and morale. The conclusion is that starting with simple practices and allowing time to adapt can make agile testing "easier said and done."
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Enfoucs Requirement Suite™
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Project Management CoE (Centre of Excellence)’ is an initiative led by seasoned project management leaders with an objective to establish a culture of excellence in project execution. Our Services range from taking ownership of end to end Project Management to staffing for Project Management requirements. PMCoE is one stop solution for all Project management/Transformation requirements.
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Dev week cloud world conf2021
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What impact does bringing in secure culture in an engineering context mean?
What handshake is needed between the IT function and the security / risk function for large enterprises?
How does this impact roles and responsibilities of a developer?
This talk is an attempt to answer questions such as these using a real world examples of transformations seen in Fortune 100 companies.
Security in Product Aligned IT
The document discusses product alignment in IT and how security fits into this model. It summarizes the benefits achieved by taking a productized approach to IT that embeds security practices from the start. This includes a 40% reduction in operational efforts, 90% reduction in infrastructure provisioning time, and 20x faster adoption of DevOps practices across 1800 applications enabled by a security-focused DevOps model. It emphasizes that security must be decentralized and integrated at all levels, including through automated practices, metrics, and a CISO-CIO partnership, in order to truly achieve product alignment.
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This document discusses how DevOps, cloud computing, and artificial intelligence/machine learning can be combined to improve software development processes. DevOps aims to improve collaboration and delivery speed, cloud provides scalability and cost reductions, and AI/ML can enable features like predictive analytics, automated testing, and chatbots to aid collaboration. Popular cloud platforms like AWS and Azure offer DevOps and machine learning services that can be integrated. Combining these approaches promises benefits like self-healing pipelines, faster delivery of AI/ML solutions, and reduced costs.
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This document discusses how companies can scale innovation through several strategies. It identifies five barriers to innovation: lack of time, an unsupportive environment, fear of failure, navigating corporate structures, and resistance to change. It then recommends establishing dedicated roles and governance structures for innovation, creating collaborative spaces for creativity, dedicating budgets to innovation initiatives, and defining frameworks to scale innovative ideas while accepting some risk. The document advocates generating "golden epics" or transformative ideas through hackathons and other collaborative forums, and scaling the most promising concepts through dedicated capacity, roles, and a framework to foster continued innovation in an organization.
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This document discusses using container-based continuous integration (CI) to provide on-demand build infrastructure. It outlines challenges with traditional CI approaches like long wait times, underutilized resources, and slow onboarding. The proposed solution is to run CI tools and jobs inside containers orchestrated by Kubernetes to provide scalable, on-demand infrastructure. An example case study shows how this approach reduced costs by 50%, improved utilization 12x, and reduced onboarding time by 55% for a client's Jenkins deployment on AWS.
Being Agile in an IT Services Industry
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This document discusses DevSecOps, which involves infusing security practices into the development lifecycle to enable faster release cycles while maintaining security. It notes that over 53,000 cybersecurity incidents occurred in India in 2017. Implementing DevSecOps requires changes across an organization's people, processes, tools, and governance to embed security responsibilities across all teams. The typical DevSecOps pipeline shifts security left through activities like threat modeling, security testing, and monitoring throughout the development lifecycle.
Agility with Microservices and DevOps
This document discusses moving from a traditional SOA architecture to a microservices architecture using DevOps principles. It describes microservices as independent processes communicating via APIs. It outlines 3 steps to transition: 1) apply domain-driven design to modularize services, 2) use a PaaS for continuous integration, and 3) use containers for deployment. Continuous integration, deployment, and monitoring are discussed as key DevOps practices to manage the technical debt of microservices and provide agility. Examples of AWS Lambda, Spring Cloud, and Azure Service Fabric are given as platforms that provide the tools to build microservices applications.
Applying lean techniques in software
The document discusses applying lean techniques in software development. It begins with an overview of lean origins in Toyota's production system and the lean philosophy of removing waste to get more from less. Several lean techniques are then described, including value stream mapping to identify value-added and non-value added activities, the dependency structure matrix to visualize task dependencies, and visual controls and poka-yoke for process transparency and mistake-proofing. Examples and exercises are provided to illustrate how to apply these techniques. The presentation emphasizes the lean focus areas of continuous improvement, delivering value, and eliminating waste from value streams.
How do i know agile is working for me or not an executives dilemma
This document discusses using a modified balanced scorecard (BSC) to help executives understand if an agile transformation is successful. It describes challenges with existing metrics that don't provide meaningful insights. The authors adapted the BSC's four dimensions - finance, internal process, customer, and learning & growth - to fit an agile context. Key benefits included quantifying business value, improving customer satisfaction measurement, fostering collaboration, and creating an adaptive learning environment. The tailored BSC provided executives a comprehensive yet simple way to track an agile transformation's progress.
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This document summarizes a presentation given in September 2013 by Archana Joshi, a senior manager at Cognizant, and Zaheer Abbas Contractor, head of AgileNext at Wipro Technologies. The presentation covered Agile basics such as the primary goal of Agile development being working software, critical items to start a Scrum project, and the correct sequence of events in the Scrum framework. It also discussed concepts like what a product backlog item, sprint burn-down charts, and the product owner's role. The document provided examples and explanations to build understanding of foundational Agile and Scrum terminology and practices.
Archana Joshi Aug 2013 Kanban Spin Pune
Kanban is a lean methodology for managing workflow. It uses visual cues like kanban boards to limit work-in-progress and focus on continuous flow. The document discusses (1) what Kanban is and how it differs from Scrum, (2) why organizations implement Kanban to improve flow and quality, and (3) where Kanban can be applied, including examples of kanban boards and tools for electronic tracking.
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Overview
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Key Topics Covered
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In 2024, we are witnessing an explosion of new DeFi projects and protocols, each pushing the boundaries of what’s possible in finance.
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Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
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- Verstehen des DLAU-Tools und wie man es am besten nutzt
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The original Czech 🇨🇿 version of the presentation can be found here: https://www.slideshare.net/slideshow/hlavni-novinky-souvisejici-s-ccs-tsi-2023-2023-1695/269688092 .
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Archana Joshi Agile2010 Agile at services organization
- 1. Agile @ Wipro © 2010 Wipro Ltd - Confidential1 archana.joshi@wipro.com vijay.chandra@wipro.com
- 2. Think about it…. Domains Technologies © 2010 Wipro Ltd - Confidential2 Locations Clients Business Units
- 3. People © 2010 Wipro Ltd - Confidential3 Process Support
- 4. Constraints in Services Organizations People •Enabling team to “Agile-Lean” way of working •Distributed teams – client not located with the team © 2010 Wipro Ltd - Confidential4 SupportProcess •Do not have complete control – Client dependent •Processes need to be aligned with overall organization framework •Support from other groups •Tools and Infrastructure •Legal teams
- 5. We started Agile in 2004 - 05 • Increasing pressure on business partners for – Adapting to their changing economic situation – Serving their clients efficiently & profitably • Increasing pressure on IT department for – Cost reduction – Better control & quality • Challenges due to Requirements © 2010 Wipro Ltd - Confidential5 • Challenges due to Requirements – Business not clear of their needs – Changes during the course of execution • Rapidly changing technologies in the market • Challenges due to 3rd parties dependencies, multi-vendor & distributed teams Most of our customer were facing these challenges We felt Agile will help our clients address these problems
- 6. Start Small….Think Big Learn: Established centralized Agile COE from the Internal Quality and Process Group with clear goals Show: Piloted the agile practices on an internal projects. Leveraged on © 2010 Wipro Ltd - Confidential6 Piloted the agile practices on an internal projects. Leveraged on success of the project to gain support from top management Train & Reward: Established internal training programs to train coaches. People who have successfully mentored teams were awarded by our top management
- 7. Start Small….Think Big Discuss: Support managers in their discussions with customers on making them understand Agile practices Process: Established checklists to assess suitability, created process. © 2010 Wipro Ltd - Confidential7 Established checklists to assess suitability, created process. Tailored practices to suit distributed development Support: Worked closely with Support teams like tools & infrastructure to build expertise on tools – engineering, project management, collaboration needed for Agile projects.
- 8. Agile Journey Snapshot 6 •Organization wide Agile Assessment •Organization wide Agile Governance 3 4 •Streamline 5 •Agile PM Tool for the organization •A dedicated team to drive and support the Agile initiative •5000+ practitioners trained in Agile •Innovative Learning Kit (Patent File#: 00011.019US1) © 2010 Wipro Ltd - Confidential8 1 •Lean & Agile Pilots Launched 2 •Agile – CMMI mapping •Process for handholding projects 3 •Agile Competency Initiative rollout •Pilots with Distributed Agile •Streamline Testing for agile projects •Tooling for Agile projects •100 projects with Agile organization •E-learning kits introduced Wipro’s Agile journey
- 9. Wipro Agile Micro site & Internal Tools – Some snapshots RELEASE AND ITERATION PLANNING AGILE EFFECTIVENESS INDEX © 2010 Wipro Ltd - Confidential9 CAPACITY BASED EFFORT BURN DOWN
- 10. © 2010 Wipro Ltd - Confidential10 ThankYou for your time