This Presentation was delivered in Discuss Agile Delhi Conference for Scrum alliance sponsored event 2015 This is to showcase why some companies are successful in agile Transformation while some are not

1. • ‘Why’ is important Than ‘How’
• What Successful companies do
• Figure your company ‘WHY’
• Agile Survey Facts
Agenda

2. WHY is important than HOW
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why
how

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4. 4

5. 5

6. Why Apple is so innovative ?
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7. If Apple were like everyone else, A marketing message from them might sound like this: "We make great
computers. They're beautifully designed, simple to use and user friendly. Want to buy one?"
The Golden Circle !!!
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Everything we do, we believe in challenging the status quo.We believe in thinking differently. The way we
challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just
happen to make great computers. Want to buy one?"
Source: TED.com : Simon Sinek

8. ABCD of Transformation
A - Analyze
B - Believe
C - Commit
D - Deliver

9. WHY do AGILE Transformation for companies do work
and for some it doesn't?
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Here is what I found out!

10. A
G
I
L
E
Collaboration Transparency Automation
IT/Business alignment
Distributed teams
Faster Time to Market
Productivity
Risk Management
Simplify Delivery
Quality
Focal Point
Business
Value
We Want everything
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11. TEAM WORK
Cross-cutting skills
Includes all roles
Team Size (8-12)
Co-location / working together
Self-organized
Specialized skills
Partial role composition
Large teams
Reliance on SMEs
PLANNING
Well-defined sprint backlog
Combined release planning
Tech team influence s scope
Sprint duration (2-4 weeks)
Team knows their velocity
Well-defined acceptance criteria
Collaborative estimation
Switching priorities
Release planning in silo
Pre-defined scope & deadlines
Productivity not known
Absence of used cases
REQUIREMENTS
Effective grooming sessions
NFRs defined early & clearly
Prioritized Product Backlog
Well-defined acceptance criteria
Ineffective or no grooming
NFRs not clearly defined
Incomplete requirements
Unhealthy Pipeline of requirements
Absence of used cases
COMMUNICATION
Effective stand-up meetings
High bandwidth communication
Informal communication
No Accountability
Infrequent or low b/w comm.
Formal communication
TECHNICAL PRACTICES
Iterative Design
Continuous Integration
TDD approach
Tech Debt reduction
Pair programming
Upfront design
Low quality of code
Lack of pair programming
Lack of Tech Debt visibility
Lack of CI & Automated Tests
QUALITY
Automated Testing
QA involved from beginning
Bugs fixed during sprint
IT, UAT, Perf Testing
Well-defined criteria for DONE
PQM Tracking
Mostly manual testing
Bugs caught late in development
Lack of variety in testing
Vague used cases
Lack of independent testing
No PQM tracking
Why? Heat map Model
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Why
Why
Why
Why
Why

12. More ImportantLess Important
Less Improvement
Required
More Improvement
Required
Why?
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13. Facts
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14. Why is
missing
Why is
missing
Source
www.versionone.com
FACTS – Source 8th Annual State of Agile Survey
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15. Source
www.versionone.com
FACTS – Source 8th Annual State of Agile Survey
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16. FACTS – Source 8th Annual State of Agile Survey
Source
www.versionone.com
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