Battlefield agility


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This ppt describes the #methodology designed to make teams #efficient and #goal driven through use of humane principles and team work

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  • My problem with this is the fact that Army isn't a self organizing unit. In fact it relies on being very structured and driven by hierarchy and command and control. To postulate work environment as a battlefield, and team as a platoon stretches the imagination. For one armies wage war, their role is to defeat the opposing forces. In the process much destruction takes place and based on longest wars about to wind down, those of us who are civilians recognize they can not nation build.

    Armies are hardly agile
    - they have a great deal of upfront planning, as they often have to build supply lines and mini cities to host the encampment.
    - It doesn't allow for the lowest level of troop to say what is possible and what isn't.
    - It doesn't hold concept of self organizing as a means of achieving a goal
    - it isn't sustainable as in no army is in constant battle

    The true lessons from War are that it doesn't solve deep rooted problems, creates a lot of technical debt that won't be solved for a very long time to come.

    There are armies that one may considered to be agile, often guerrilla groups, many of the terrorist groups but then so are many of the deadliest forms of viruses. Sure isn't out to make the system of work better and joyful.
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  • Learnings : Reduce the time to market, Get Improvement in Quality & Enjoy the Reduction in Feature throughput time.
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Battlefield agility

  1. 1. Battlefield Agility
  2. 2. + [Accidental Agile Coach, Status-quo Disruptor, Transformation freak, Behavioral mystic, nomad, INDIAN]
  3. 3. + SOFTWARE DEVELOPMENT DONE RIGHT Netherlands | USA | India | France | UK; Blog :
  4. 4. + “The rush and the pressure of modern life are a form, perhaps the most common form, of innate violence. To allow oneself to be carried away by a multitude of conflicting concerns, to commit oneself to too many projects, to surrender to too many demands, to want to help everyone in everything is to succumb to violence. More than that it is cooperation with violence. The frenzy of the activist neutralizes his work for peace. It destroys her inner capacity for peace. It destroys the fruitfulness of her own work because it kills the root of inner wisdom which makes work fruitful” – Thomas Merton
  5. 5. + The Lessons from the War
  6. 6. + Battlefield Agility  A methodology designed to make teams efficient and goal driven through use of humane principles and team work
  7. 7. + The Methodology Project Commander Project Platoon Features Project War Map
  8. 8. + Project War Map®
  9. 9. + War Rules  Find your mate: No troop works on a feature alone. Have at least one mate with you  Not > 2: No troop fights more than 2 battles at a time.  Flag if Stuck: If you are not able to move forward on a feature, report to Project Commander® immediately.  Not > 3: Each attack party should not have more than 3 troops at a time.  Feature <=4: Each Feature should not take more than 4 work days to win.  Stop not till win: Don't withdraw from a feature unless you have won.  Minimize Loss: Not > 2 Lost features in a month.
  10. 10. + The guidance for Battlefield Agility
  11. 11. + Kaizen  Good Change  Continuous  “Eliminate Improvement Waste to get more efficiencies”
  12. 12. + The Kaizen Cycle Plan Act Do Check Problem Finding Clear Display Acknowledge
  13. 13. + The Fish! Philosophy Play! Choose Your Attitude Make Their Day Be There
  14. 14. + Key Benefits reported  A focused approach to software development as development proceeds through small battles to be won  Reduced multitasking and better efficiency of team members  Faster deliveries as the work is divied to right sized battles to be won  Parallel efforts by team members ensure the time to market is significantly lesser  Less process overhead as the collaboration is real time and more time is spent on the ground than on meetings  Small teams ensure close camaraderie and collaboration among team member  The team can even work on disparate work areas ( if required) in order to make best us of their expertise
  15. 15. + Field Data available till now  3 clients ( 6 months)   Reduction in time to market -30% (Average)  Improvement in Quality – 28% (Average)   5 Project Platoons ( Total size:75 troops) Reduction in Feature throughput time- 43% More results awaited…
  16. 16. ttlefieldagilityforefficientteams
  17. 17. + India Agile Adoption Survey 2013 Participate and help the community
  18. 18. + Agile Consulting Agile Consulting and Transformation Services Point based coaching workshops Agile transformation readiness review Mid-cycle intervention and correction Agile transformation solution design and execution  Scrum  XP, BDD, ATDD  DSDM  FDD
  19. 19. + If I can be of any help • • Skype: madhur.kathuria • I am available on Twitter: madhurkathuria    My Spaces
  20. 20. + Contact us @ Websites Xebia India Thought Leadership Htto://