The document is a comprehensive outline of a presentation by C. Padma from Sonata Software Ltd on implementing a distributed Agile framework using Scrum and XP methodologies, aimed at addressing challenges in DevOps and large-scale Agile development. It covers a range of topics including continuous integration, automation, development processes, and specific case studies illustrating the successful deployment of Agile practices in various projects. The agenda highlights business priorities, roles, tools, and techniques essential for achieving efficiency and quality in Agile project management.

1. Location : Bangalore……………
Date : 19-Jun-2015……………………………………………………….
Name of the Speaker : C. Padma…………………………………….
Company Name : Sonata Software Ltd………………………
www.unicomlearning.com
Bangalore
India Agile Week 2015,
Bangalore
http://www.agileinbusiness.com/bangalore/2015/India_agile_week/
19 June 2015, Bangalore

2. http://www.agileinbusiness.com/bangalore/2015/India_agile_week/
Bangalore
Implementing distributed agile framework with
Scrum, XP & Effective Tools usage Dev ops
TOPIC

3.  Context
 Distributed Agile
 Distributed Agile Development Processes
 DevOps
 DevOps Practices
 Continuous integration , Continuous Testing
Continuous Delivery and Deployment, Quality
Gates
 Example Cases
 Detailed Case study
Agenda

4. DBT
ART
RTE
PSI
NFR
RMT
TLA
SAFe
DAD
LeSS
TLA

5. DBT – Define/Build/Test
ART – Agile Release Train
RTE – Release Train Engineer
PSI – Potentially Shippable Increment
NFR – Non-functional Requirements
RMT – Release Management Team
SAFe – Scaled Agile Framework
DAD – Disciplined Agile Delivery
LeSS – Large Scale Scrum
TLA – Three Letter Acronym

6. Investment Theme
Business Need
Epic
Story
Story
Story
Epic
Story
Story
Technology Need
Epic Story
Epic
Story
Story
StoryEpic
Portfolio Program Team
Large Scale Programs
Business Priorities:
- Time to market
- Response to
changes
- Predictability
- Quality
- Delivered value
- Lean
- Visibility
Investment Themes
Value
Streams
Feature
Value

7. Investment Themes
=> Budgets
Centralized
Strategy
Large Development
Initiatives => Epics
Features 
User stories
Program Level Roles:
Program Manager,
Product Manager,
System Architect,
Release Management Team,
UX & Shared resources,
DevOps
Cross Functional Scrum Teams
Scaled Agile

8. Issues:
- Dependencies that block
- Risks that explode
- Unrealistic plans
- Unstaffed priorities
- Frequent pivots
- Code merge nightmare
- Lack of automation leading
to poor quality
- Cost management
- Lack of commitment
- Late delivery
Distributed Agile Teams
Distributed Agile
Development
framework coupled
with DevOps
practices and tools
can scale and
address many of
these challenges
and concerns

9. SPRINT EXECUTION
During the Sprint, Distributed
Scrum team
 Self-organized to produce the product increment
defined by the sprint backlog
 Owners should pick up the backlog for
development and allocate their name
 TDD is must in Distributed
Scrum team to ensure the code
is not breaking
 Practice Continuous
Integrations from day one
 Publish the Daily build status to all stakeholders

10. INFORMATION RADIATOR (KANBAN BOARD)
 cxcxzc
 The task board are used to show status of task on a
Project Management tool (ex. Rally or VersionOne)
 Scrum team moves the backlog through its completion
 Is an "information radiator"
 Serves as a focal point for the daily meeting, keeping it
focused on progress and obstacles
 Story: Represents all the user stories that the team has
committed to work on during the current sprint.
 To Do: The backlog/user story and tasks that remain to
be accomplished are in the far left column
 In Progress: The backlog/user story and tasks the
development team is currently working on
 Done: Any task that which no longer requires any further
work and is completed
 Blocker:Any Task that cannot proceed further should be
marked under blocker

11. SCRUM OF SCRUMS
 A technique to scale Scrum up to large groups (over a dozen
people), consisting of dividing the groups into Agile teams.
 Scrum of Scrums would be done with multiple Scrum Master
working on Same Program
 Timelines of Scrum of Scrum could be daily/bi-weekly/weekly.
Depends on the Intensity of the Release cycles
 Consolidated reports are created with status of Sprints
 Highlight the Project Risk and dependency with owners
responsible to clear the impedance.

12. ALM & DEVOPS

13. TOOLS ECOSYSTEM
13PMO Tools for High Level Planning, Estimation, Budgeting etc.
Cross
geography
collaboratio
n & visibility
Requiremen
ts,
Knowledge
Sharing &
Collaboratio
n
Distributed
&
Replicated
Code
Repository
Distributed
Reviews &
Developme
nt Quality
Functional
and non
functional
quality &
traceability
Release
Planning &
Project
Monitoring
Continuous
Integration
Key Principles
• Tool set should be simple to use and
provide minimal overhead to
development & project management
community
• They should support cross team /
geography visibility with minimal manual
effort in collation and reporting of data
• Should integrate with the overall tools
ecosystem to allow for good traceability
and cross information flow
• Toolset should provide maximum agility
to individual projects but at the same
time have capability to provide portfolio /
program level roll-ups, trends and
reporting

14. SONATA’S DEVOPS FRAMEWORK
CICD PIPELINE

15. DISTRIBUTED AGILE PROJECTS @ SONATA
# Business Problem Program details Business
benefits
1 Deliver an E-Commerce
platform as a framework to
make it scalable to
accommodate any future
multi-channel requirements,
using hybris
Multiple Suppliers,
6 Locations,
2+ Years duration,
300+ team members,
Matured Distributed Agile
processes
Quick Business
Value
realization at
high quality,
Releases in-
time for bus.
peaks
2 Modernizing ERP product:
SaaS based Multi-tenant
distributed web solution
using Managed Microsoft
Azure cloud services
Quick Time to Market –
18months, 200+ teamsize,
Teams in 3 Locations,
Technologically challenging –
innovative architecture
Kept up the
Release
promises to
market
3 Modernizing Order
Management System for a
Fortune500 co.
Multiple Suppliers,
3 Locations,
2+ Years duration
MVP releases
in quick
successions

16. DISTRIBUTED AGILE PROJECTS @ SONATA
# Business Problem Program details Business
benefits
4 Transforming execution
process model of Sonata’s
SaaS platform to Agile,
DevOps model
Transforming the Release
process to Incremental,
automated process
Quick Business
Value
realization at
high quality,
Releases in-
time for
customers

17. SUCCESSFUL PATTERNS & ANTI-PATTERNS IN
DISTRIBUTED AGILE DEVELOPMENT
Program Onboarding & Kickoff
Use of High Communication Modes
Proxy Involvement in Key Sprint
Ceremonies
Common Standards, Frameworks,
Tools and Engineering Practices
Integrated global code base and
single continuous integration server
Shared Community
Rotating members
Paired Remote work
Missing Daily Standups/scrum of
scrums
Team members not talking in daily
stand ups
Not having a local scrum master
Trying to define more/all
specification up front
Sending screen shots for Sprint
Review/Demo instead of showing
working software
Involving non-scrum team members
in retrospectives

18. AGILE IMPLEMENTATION – CASE STUDY
T e a m O n s i t e & O f f s h o r e D e v e l o p m e n t , B a n g a l o r e & U K
• Customer had defined the objective of providing seamless customer experience
to their customers via the adoption of Omni-channel commerce.
Business process Need
• Deliver an E-Commerce platform as a framework to make it scalable to accommodate any
future multi-channel requirements.
Technology Need
• To have a single white label solution for online Selling, irrespective of brand and UI
requirements across all websites
IT Development Process Need
• Drive towards agile delivery to introduce shorter delivery cycles across the entire delivery
program, establish a ruthless focus on delivering real business and end-
customer value, and to nurture a strong collaborative ethos between the IT and Business
communities.

19. THE BIG PICTURE
CategorisationDemand
Demand
Planning &
Platform
Architecture
Impact
Assessment
Solutions
Delivery
• Categorisation – Large projects, small changes,
operational incidents, self-service changes
• Architecture Impact assessment
• Balance demand and supply/capacity
• Update Work Roadmap of IT and non-IT work to
be delivered
• Update Architecture Landscape / Roadmap
Service Delivery
Roadmap
• Agile methodology to work in a distributed
environment
• All IT category work form part of eCommerce
“Product Backlog” jointly maintained by
eCommerce business and IT
• Sprint based development - each sprint being a
testable and release candidate
• Independent system integration test for a
Release spanning sprints driven by automated
regression testing
• Design Authority for design governance
• Automated tool based Environment, release
and Change management overlaid on refined
as-is processes
• Website operational SLA tracking and
management - backed by operational support
matrix including internal teams and suppliers
• Supplier contract management
Product
Backlog
Demo
Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT
4 Weeks Sprints – Design, Develop, Test
Demo
Demo
Demo
Demo
Demo
Go
live
Solution Design
Product backlog
grooming
Release planning
Requirements
Elicitation &
Definition
Product backlog
and User story
creation
Time
4 Weeks
4 Weeks
Performance
Testing
Security
Testing
Customer
Testing & Bug
Fixing
4 Weeks
ProcessCompliance
andImprovement
DeliveryExcellence
Resource&Cost
management
PMO
Innovation and Value Adds CCoE

20. AGILE DEVELOPMENT FRAMEWORK
•Agile framework combining the best practices of
both of Scrum and XP.

21. IMPLEMENTATION METHODOLOGY
Evaluation & Discovery
•Business requirements
•Blueprint including technical
feasibility
•Product Backlog updated
with MusCoW ratings for
Release planning
Solution Design & Release
Planning
•Velocity planning and
Minimal Viable Product
(MVP) finalisation
•Risk, Issues and
Dependency management
•Configuration management
plan
•Release plan including
testing and deployments
Build and Test
•Detailed design, coding, unit
and sprint test
•Continuous Integration - build
released for testing and
acceptance every sprint
•Show & Tell to Business
Product Owner
•Build Automation Test
Scripts for Ongoing
Regression Testing
Deployment and Support
•Release into test for
performance and security
test
•Release into production upon
MVP completion
•Transition support to
Business as Usual (BAU)
•Configuration management
for supporting parallel BAU
and Project delivery
Demo
Discovery Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 3 Sprint 4 Sprint 5 Sprint 6 UAT
4 Weeks Sprints – Design, Develop, Test
Demo
Demo
Demo
Demo
Demo
Go
live
Solution Design
Product backlog
grooming
Release planning
Requirements
Elicitation &
Definition
Product backlog
and User story
creation
Time
4 Weeks
4 Weeks
Performance
Testing
Security
Testing
Customer
Testing & Bug
Fixing
4 Weeks
ProcessComplianceand
Improvement
DeliveryExcellence
Resource&Costmanagement
PMO
Innovation and Value Adds

22. WEB DEVELOPMENT EXECUTED AS A
PROGRAM
Program
Projects
Scrum
Team 1
Scrum
Team 2
Scrum
Team 3
Scrum
Team 4
Scrum
Team 5
Scrum
Team 6
Scrum
Team 7
BAU
Scrum
Team 1
Scrum
Team 2
Scrum
Team 3
Scrum
Team 4
Scrum
Team 5
• Interdependencies between Projects
• Dependencies between Projects and
BAU
• Common Code Platform
• Each is a part of the overall program
Web deliverables being managed as a Program
with 12 scrum teams - facilitates optimization of
costs, resources and staffing, integrates and
resolves inter project dependencies and
deliverables, and thereby ensuring achievement of
expected benefits
Goals
- Ensure timely completion of all the milestones
in the program roadmap within budget and
meeting quality objectives
- Driving value and cost optimization
- Improving operational efficiency

23. SCRUM TEAM ONSITE-OFFSHORE STRUCTURE
• Distributed Roles leverage location and skills advantages
• Ownership and involvement of business demands from local product owners when operating an off-shore development
• Scrum managed through a single view of the Kanban Board and burn-down of user stories
• Code Base can be Single or Multiple and can be managed with Single Version Control System or Distributed Version Control
System (DVCS)
• Building Automation Testing with N-1 Sprint Code Developed for ensuring Better Quality throughout with additional development
in progress.
Scrum
Master
Agile Delivery
Lead
Product
Owner
TestersDevelopers
Test
Lead
Tech
Lead
Business
Analyst
Team
Onsite
Offshore
BAT Tester

24. SINGLE PRODUCT – LARGE SCALE SCRUM TEAM
• One Product Owner & upto 6
parallel streams to speed up the
development
• Sprint Cycles synchronized
• Single Code Base across the
teams. Dedicated attention for
avoiding Code merge issues
• Area Product Owner, Scrum
Master can be from
Sonata/Client based on area of
expertise
• High-Level MVP is owned by
the Main Product Owner and
distributed to Area Product
Owner.
• Release management team
synchronizing all scrum teams
• Quality Control by DevOps

25. Business Leads
Selling PM &
Programme Manager
IT
PM
Supplier 3Supplier 2Supplier 1
Selling
Delivery
Manager
UI Development
Integration
Development
UX Team
Architecture
team
Service Delivery
BA
Supply Partners/Offshore Development Customer
Sonata
Onshore
Technical
Leads x3
Suppliers
Testing
Manager
Supplier 4
Sonata
Development &
Test
Sonata
Development &
Test
Sonata
Development &
Test
Scrum
Master
Scrum
Master
Scrum
Master
DISTRIBUTED SUPPLIER INTERACTION –
OFFSHORE & ONSITE

26. Tools Ecosystem contd..
ALM SCM BUILD CI Analyze Test Release
Continuo
us
Integratio
n
Continuo
us Quality
Continuo
us
Delivery
“Shift Left Practice” of DevOps
being adopted
• Early integration testing
through automation
• Early Performance focus
through profiling in Dev
• Early security testing

27. METRICS FOR MEASURING DELIVERY
2

28. OUTCOME - A STEADY STATE OPERATING
MODEL
Program
Operating
Model
Demand
Categorisa
tion and
Product
Roadmap
Agile
Developm
ent
Delivery
Testing
Applicatio
n support
and
Service
Delivery
People –
Structure
and Skills &
Knowledge
developm
ent
• Processes are defined - improved quality and
reduced costs, with fewer errors and
subsequent re-work
•Stakeholders understand how we do business
– reduced confusion and improved
satisfaction levels
•Clear direction - decisions keep us going in
the right direction
•Delivery times reduced - due to increased
efficiency
•Continuous improvement - mechanisms are in
place to involve everyone
•Staffing levels are correct - better estimation
achievable leading to flexible engagement
with suppliers
•Information at hand - the right information is
available to influence key decisions
Multi-level Governance
Process definition - what,
who and when
Tools,Templates&
Guidelines
KPIbasedMeasurement

29. BENEFITS REALIZED
29
•Reduction in
Coordination effort
•Reduction in Test
Support
•Reduction in Test Effort
•Reduction in
Management Effort
10-15%
Reduction in
Cycle Time
Around 15% Cost
Saving
Around 30%
Improvement in
Quality Index
(Defects/PD)

30. Speaker Name: C. Padma…………………….
Email ID: padma.c@sonata-software.com …………...
Organized by
UNICOM Trainings & Seminars Pvt. Ltd.
contact@unicomlearning.com
India Agile Week 2015,
Bangalore
http://www.agileinbusiness.com/bangalore/2015/India_agile_week/
Bangalore