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Building Scalable Products
My Personal Experience
DHAVAL PATEL
JUL 2023
Context setting & Flashback to 2019
• S&P Global: Organization overview
 Multiple divisions
 Multiple products and delivery channels
• Framework followed: Scrum Agile
• Releases frequency: Quarterly
 Monolithic release
Disclaimer: Views expressed here are solely personal in nature and do not necessarily reflect the view of S&P Global.
150+
Scrum Teams
15+
Team Members
4-Week
Sprint
BA, UAT
Additional Roles
Case study 1: Showing Covid-19 data on the product
Front-End Team API Team DBA Team Data Supplier
Data Ingestion Team
• Team working in silos
• Prioritization conflicts
• Cross-team dependencies
• Waiting - idle team members
• Inventory – overproduction of goods
• Business Stakeholder
• Scrum Master
• Dev Team
Wastes
Problems Team Sentiment
Case study 2: Upgrading common charting library
Front-End Team A
Core Capability Team
• Lack of alignment
• Communication gaps
• Different goals for each team
• Defects – Poor handling of upgrade
• Excess Processing – Extra processing
for the desktop teams to identify and
fix the issues related to upgrade
• Business Stakeholder
• Scrum Master
• Dev Team
Front-End Team B
Wastes
Problems
Team Sentiment
From Roadmap to Reality
Onboarding SAFe coach
SAFe transformation
roadmap
Roadmap
01
02
03
04
05
Conduct org-wide Training,
workshops, certification
Train Lean-Agile Change
Agents
Start with leaders
Learning
Train Executives, Managers,
and Leaders
Identify the most suitable
value stream to be launched
Pilot
Launch more ARTs and
Value Streams
Rollout
Ongoing CoP (Community
of Practice) workshops
Agility Assessments
CI/CD Assessment
Support
105+
Scrum Masters
200+
Scrum Teams
25+
Agile Release
Trains - RTEs
170+
Product Owners
8
Portfolio Value
Streams - STEs
1400+
Dev Team members
(Dev + QA)
1.5 yr
Key benefits of the transformation
Better planning and risk
mitigation plan
•Teams are made aware of plans of
other teams.
•ROAM board - identifying risks
proactively
•Setting up WIP limits
Transparency & Alignment
•Enables leaders to connect with
every member of the organization
•Helps teams to visualize how they
are adding value to business
•Early feedback loop
Faster time to market
•Communicating effectively
•Making faster decisions
•Streamline operations
Improved quality
•Emphasis on NFRs, added as part
of ACs
•Special focus on Test Automation
•Decouple deployment and release
Embracing challenges
• People not happy with new title/role
• Removal of certain roles: e.g., Business Analyst.
• Procedure heavy framework, SCM/RTE are fulltime
job
ROLE & JOB TITLE ALIGNMENT
• A few teams took a long time to adjust to 2 weeks
sprint
• Resulted into carryovers and missing on business
commitments
SHORTER SPRINT WINDOW
• Need for new tools - Miro (digital collaboration
platform), Actionable Agile Analytics, etc.
• Need of new tools and cost associated with
licensing (read / edit)
TOOLS
• Difficult to find suitable timeslots for longer events
like, PI Planning, PI Review etc. for teams spread
across time zones
• Lesser attendance resulted into loss of value
LONGER EVENTS FOR GLOBAL TEAMS
• Teams with no long-term vision (Quarterly) found
it difficult to follow
• Balancing required between work ahead research,
along with current planned activities
• Prioritizing Epics/Features
LONG TERM PLANNING
• All the teams started following it, irrespective of
the nature of their work. e.g. support teams,
release teams
NOT THE BEST MODEL FOR SOME TEAMS
Journey towards agility continues
CO N TIN US LEA R N IN G
& S UPPO RT
 CoPs, Ongoing coaching and support
 Team maturity assessments and
improvement plans
A LLOW E X PE R IME NTS
 Adjust as needed, make required
tweaks – PI planning schedule
 No need to have features for BAU
support work, etc. manage with
capacity allocation
 Adjust value area split at each PI
based on the work
A D O PT THE B EST F IT
F R A M E WO R K
 Flexibility to teams - Explore and
adapt the frameworks best suited
Taking fact-based decisions
Team Level Dashboard:
 Team Charter, Working Agreement
 Sprint Goals, PI Objectives
 Current Sprint & Current Release view
 Team Metrics
 Work pipeline
ART Level Dashboard:
 ART Leads, Team List
 ART Charter, Working Agreement
 Features analysis – by Status, by Size, by Team, by Value
Area, etc.
 Current PI view – Progress of User Stories and Bugs
 Trends – Team and ART level
 ART Metrics – ART level prediction rate, Quality - Failure rate
(# bugs / Total user stories), etc.
Thank you!
dhaval.p.patel@gmail.com
Dhaval Patel
in/dhaval-p-patel/

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ANIn Ahmedabad Jul 2023 |Building Sclable Products: My personal Experience by Dhaval Patel

  • 1. Building Scalable Products My Personal Experience DHAVAL PATEL JUL 2023
  • 2. Context setting & Flashback to 2019 • S&P Global: Organization overview  Multiple divisions  Multiple products and delivery channels • Framework followed: Scrum Agile • Releases frequency: Quarterly  Monolithic release Disclaimer: Views expressed here are solely personal in nature and do not necessarily reflect the view of S&P Global. 150+ Scrum Teams 15+ Team Members 4-Week Sprint BA, UAT Additional Roles
  • 3. Case study 1: Showing Covid-19 data on the product Front-End Team API Team DBA Team Data Supplier Data Ingestion Team • Team working in silos • Prioritization conflicts • Cross-team dependencies • Waiting - idle team members • Inventory – overproduction of goods • Business Stakeholder • Scrum Master • Dev Team Wastes Problems Team Sentiment
  • 4. Case study 2: Upgrading common charting library Front-End Team A Core Capability Team • Lack of alignment • Communication gaps • Different goals for each team • Defects – Poor handling of upgrade • Excess Processing – Extra processing for the desktop teams to identify and fix the issues related to upgrade • Business Stakeholder • Scrum Master • Dev Team Front-End Team B Wastes Problems Team Sentiment
  • 5. From Roadmap to Reality Onboarding SAFe coach SAFe transformation roadmap Roadmap 01 02 03 04 05 Conduct org-wide Training, workshops, certification Train Lean-Agile Change Agents Start with leaders Learning Train Executives, Managers, and Leaders Identify the most suitable value stream to be launched Pilot Launch more ARTs and Value Streams Rollout Ongoing CoP (Community of Practice) workshops Agility Assessments CI/CD Assessment Support 105+ Scrum Masters 200+ Scrum Teams 25+ Agile Release Trains - RTEs 170+ Product Owners 8 Portfolio Value Streams - STEs 1400+ Dev Team members (Dev + QA) 1.5 yr
  • 6. Key benefits of the transformation Better planning and risk mitigation plan •Teams are made aware of plans of other teams. •ROAM board - identifying risks proactively •Setting up WIP limits Transparency & Alignment •Enables leaders to connect with every member of the organization •Helps teams to visualize how they are adding value to business •Early feedback loop Faster time to market •Communicating effectively •Making faster decisions •Streamline operations Improved quality •Emphasis on NFRs, added as part of ACs •Special focus on Test Automation •Decouple deployment and release
  • 7. Embracing challenges • People not happy with new title/role • Removal of certain roles: e.g., Business Analyst. • Procedure heavy framework, SCM/RTE are fulltime job ROLE & JOB TITLE ALIGNMENT • A few teams took a long time to adjust to 2 weeks sprint • Resulted into carryovers and missing on business commitments SHORTER SPRINT WINDOW • Need for new tools - Miro (digital collaboration platform), Actionable Agile Analytics, etc. • Need of new tools and cost associated with licensing (read / edit) TOOLS • Difficult to find suitable timeslots for longer events like, PI Planning, PI Review etc. for teams spread across time zones • Lesser attendance resulted into loss of value LONGER EVENTS FOR GLOBAL TEAMS • Teams with no long-term vision (Quarterly) found it difficult to follow • Balancing required between work ahead research, along with current planned activities • Prioritizing Epics/Features LONG TERM PLANNING • All the teams started following it, irrespective of the nature of their work. e.g. support teams, release teams NOT THE BEST MODEL FOR SOME TEAMS
  • 8. Journey towards agility continues CO N TIN US LEA R N IN G & S UPPO RT  CoPs, Ongoing coaching and support  Team maturity assessments and improvement plans A LLOW E X PE R IME NTS  Adjust as needed, make required tweaks – PI planning schedule  No need to have features for BAU support work, etc. manage with capacity allocation  Adjust value area split at each PI based on the work A D O PT THE B EST F IT F R A M E WO R K  Flexibility to teams - Explore and adapt the frameworks best suited
  • 9. Taking fact-based decisions Team Level Dashboard:  Team Charter, Working Agreement  Sprint Goals, PI Objectives  Current Sprint & Current Release view  Team Metrics  Work pipeline ART Level Dashboard:  ART Leads, Team List  ART Charter, Working Agreement  Features analysis – by Status, by Size, by Team, by Value Area, etc.  Current PI view – Progress of User Stories and Bugs  Trends – Team and ART level  ART Metrics – ART level prediction rate, Quality - Failure rate (# bugs / Total user stories), etc.

Editor's Notes

  1. Team Level: Team Charter, Working Agreement Sprint Goals, PI Objectives Current Sprint & Current Release view – Open User Stories, Bugs, etc. Team Metrics – Cycle Time, Lead Time, Cumulative Flow Diagram, PI Objective achievement, Burndown, Burnup, Velocity, etc. Work pipeline – Features for next PI, pending sizing, etc. ART Level:  ART Leads, Team List ART Charter, Working Agreement Features analysis – by Status, by Size, by Team, by Value Area, etc. Current PI view – Progress of User Stories and Bugs Trends – Team and ART level ART Metrics – ART level prediction rate, Quality - Failure rate (# bugs / Total user stories), etc.