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.

1. Agile @ Wipro
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archana.joshi@wipro.com
vijay.chandra@wipro.com

2. Think about it….
Domains Technologies
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Locations
Clients
Business Units

3. People
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Process Support

4. Constraints in Services Organizations
People
•Enabling team to “Agile-Lean” way of
working
•Distributed teams – client not located
with the team
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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
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• 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
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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.
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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)
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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
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CAPACITY BASED EFFORT BURN DOWN

10. © 2010 Wipro Ltd - Confidential10
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