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Challenges of an Offshore Agile Coach in a Large Scale Agile Transformation

Agile Transformation

Challenges of an Offshore Agile Coach in a Large Scale Agile Transformation

  1. 1. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL1 The Challenges of an Offshore Agile Coach in a Large Scale AgileTransformation across Distributed teams
  2. 2. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL2 Background
  3. 3. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL3 Overall View Team Distribution Landscape 22% 7% 71% Distributed Offshore Centric Onsite-Centric Team Distribution Landscape Team Distribution Models 9% 17% 14% 0% 100% 14% 7% 9% 0% 0% 77% 76% 77% 100% 0% 0% 20% 40% 60% 80% 100% 120% LOB 1 LOB 2 LOB 3 LOB 4 LOB 5 Distributed Offshore Centric Onsite-Centric
  4. 4. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL4 Road Map PEOPLEPROCESSTOOLS&INFRA Value Stream based Structural alignment Value stream and Team Structure Role Alignment to Team Structure Distributed Agile Agreement on Agile Maturity Model Definition of Governance Mechanism Agile Metrics definition and Reporting Mechanism Offshore Agile infrastructure Enable collaboration tools CI / CD and Automation Tools Framework M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16 Agile, Kanban, SAFe , ALM Tool, Engineering Tools Training Core-hour Overlap Create a Distributed Agile Operating Model Create Long-term Strategy One team seating Common Visual Team Boards Behavioral Training Training content Alignment Agile coaches and Change Agents Alignment Implementation of Rewards and Recognition Program Communication and Imbibing Agile Mindset culture PI / Sprint Cadence, Agile Practices Agile Training Video Conferencing Facility Senior Management Training
  5. 5. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL5 Teams Tools, Infrastructure and Practices Challenges faced by the Offshore Coaches Planning & Business visibility Time Zone Alignment • Delay in completion of work by the offshore teams due to challenges in accessibility of infrastructure from offshore • Collaboration Issues with respect to teams and effective utilization of collaboration equipment • Low Engineering focus – No focus on CI/CD or ATDD • Offshore team unaware of the Product Vision and Release Roadmap and not part of PSI Planning • Unavailability of Product Owners to Offshore centric teams • No proper mechanism to highlight and resolve impediments from offshore • Offshore part of the team was not part of any Scrum Ceremony and were working in silos due to Time Zone issues • Offshore teams not included in Community of Practices due to Time Zone overlap issues • Team Structure – Onsite and offshore part of the teams working in silos • Offshore part of the team work as only Task Executors and are not involved • Mis-alignment of Competency across the locations • Offshore part of team not involved in team celebrations or Rewards and Recognition Program Process • Teams doing Mechanics rather than getting the benefits of using Agile Methodology • Contracts still follow Waterfall way of working and SLA tracking • Effectiveness of Scrum ceremonies
  6. 6. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL6 Offshore Agile Transformation Office (ATO)EnterpriseProgramScrumTeams CATO Lead LOB1 Coach LOB2 Coach LOB3 Coach LOB4 Coach LOB5 Coach Academia PMO Infrastructure PMO LOB Leads Governance Definition Training Content Maturity Assessment Roadmap Definition Customer - CATO ATO Transformation Advisor Wipro ATO ATO Team CATO Team (Coaches, Academia, Infra) Team NTeam 3 Team 1 Team 2 LOB1 Team NTeam 3 Team 1 Team 2 LOB2 Team NTeam 3 Team 1 Team 2 LOB3 Team NTeam 3 Team 1 Team 2 LOB N Coaching & Mentoring Maturity Improvement Enable Infrastructure Conducting Trainings Enterprise ATO Lead ATO Program Director Enterprise CATO Lead Enterprise Agile Coaches ATO Academia Lead ATO PMO & Tools Lead OCM People Change
  7. 7. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL7 Movement toValue Streams based Functional Team Structure from Component andTechnology basedTeam Structure
  8. 8. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL8 Agile Competency Enablement  Strong focus on capability enhancement  Agile training and certification program  Scrum, Kanban, SAFe, VersionOne  Behavioral training through Experiential learning  Multilevel assessment  Role –based training  Execution teams (Agile methodology and process)  Senior management teams (Agility as a culture)  Technical competency and skill building  Essential technical skills delivery and up skilling tied to competency assessments  Feature team focused competency building and cross skilling  Cross function orientation  Coach team on converging development and test behavior Self organizing-Self Sustaining Agile Team Behavioral training Agile Training/Coa ching Technical Competency
  9. 9. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL9 Gamification is a key tool in getting the millennial team members to learn  Training mechanisms  Instructor led trainings  Computer based trainings  Using gamification concepts  On the job
  10. 10. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL10 • Weekly Coaches pull up meetings – Coaches across LOB (Including Offshore Coaches) • Share observations of the scrum teams and ART • Enable Community of Practices for Coaches, Scrum Masters and PO to exchange the best practices • Arrive at guidelines for various ceremonies atTeam and ART level • Review and update the Maturity Assessment Framework • Drive Competency Enablement – Agile, SAFe,ALMTool, DevOps and Engineering Practices • Usage of common coaching methodology across LOB • “Pair Coaching” (onsite and offshore coach) for better enablement of the team • Common Coaching Methodology based on series of team observations • Focus on Agile competencies and enabling team to take decisions • Assessments of the teams and observation shared with the teams for further actions • Observation of teams done in “Releases” or “Waves” in a scheduled manner • Offshore Coach mentors team members at offshore on Agile competencies defined in the “Maturity Model” across People, Process andTechnology Practices • Distributed Agile Practices – Collaboration and Core hour overlapping – All LOB team members work in timings aligned to core hours, enabling the offshore teams to participate in Scrum Ceremonies. Offshore Agile Coaching Methodology
  11. 11. © 2014 WIPRO LTD | WWW.WIPRO.COM | CONFIDENTIAL11 Thank You

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