agile adoption in it services - evolution over revolution
DESCRIPTION
This talk will try and look into the complexity of project execution in an IT Services industry and questions the viability of certain agile methods such as Scrum and XP and also looks at Lean (Kanban) as a method that might help us achieving successful agile adoption leading to a more effective and efficient change.TRANSCRIPT
Agile Adoption in IT ServicesEvolution over Revolution
Ravi [email protected]
Sept 14th, 2013Sunday, 15 September 13
Agenda Culture, Change & Complexities
Project Execution Landscape
Revolutionary approach & Dysfunctional agile teams
Is Evolutionary a better fit?
Case Study
Embracing LEAN-agile for change
Revolution or Evolution
Agile IT Services Manifesto
Sunday, 15 September 13
Organization Culture
http://collectiveedgecoaching.com/the-agile-enterprise/agile-culture/
Actuality
Possibility
Personal IMPersonal
William E. Schneider Model
IT Services
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A thing about CHANGE
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Software Development System
Methodologies
customers
man
agem
ent
HR
Sale
s
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Agile Transformation Challenges in IT Services
Balancing and right sourcing between internal and external dev teams.
Business Participation and Collaboration.
Leadership and Culture Change.
Multiple delivery models and vendors.
Collaborative office setup.
Scaling skills and team agility.
Lack of Agile centered contracts.
SLAs, Penalties and Attrition.
Rigid Administrative and HR Policies.
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Revolutionary Approaches
http://www.luxoft.com/blog/agile/to-be-agile-or-to-fail-shift-your-software-delivery-methodology/
SCRUM
XP
Demanding !!
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Agile Culture
http://agilitrix.com/2011/03/agile-culture-is-all-about-people/
disrupt
ive for
change!!
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Revolutionary Approaches
At a Team Level with one or few teams. Where there is Leadership and Management Buy-in All teams work for the same company. Skills is not an issue etc.
Works WELL !!
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IT Services & Team DysfunctionsTeam Dysfunctions
Team DysfunctionsAgile Context
Customer Manage Vendor Teams
MSAs, SLAs and Contracts Business Participation Divided by Walls Lack of outcome based
measures
Most Team Dysfunctions occur because of Business factors that are outside the team!!
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Revolutionary Approach Challenges
Manage both support and dev? Economies of Scale. Multiple stakeholders. Collaboration across teams. Centrally Driven Architecture Scarcity of specialized skills. Sharing of key people across teams.
Quite a Challenge ??dribbble.com
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Evolutionary Approach
www.tumblr.com
Accommodative
for Change!!
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Evolutionary Approach Embrace a more holistic approach. No Local optimizations Long term success by gradual change and
sustenance. Respect current ways of working and making
small yet definitive incremental changes. Small results and success leading to big
changes.
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KANBAN Culture
http://agilitrix.com/2011/04/kanban-aligns-with-control-culture/
Aligns well with IT Services
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motivations for Kanban Controlling the rate of transition.
Allocating specialized skill sets
Enabling participation of management and leadership
Providing teams with guiding principles on Lean & ToC
Enabling teams to work on the right-sized chunks.
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• Pre Mature Estimation. • Contractual Obligation
and 8 Days/Month is spent on Estimating
• whatever was estimated (50%) was not taken up
for development• Multiple Level Of
Estimation
• Too Many Blockers • Delay in providing
the clarifications• High level of
Dependency on IT and Business Team
Late Consumption,
resulting rework efforts
Too Much of Context
Switching
• Lack of adequate Reviews• Less rigor of Knowledge transfer• Little of Slack in the team• Lack of Visibility on who is doing
what• Sense of Ownership
One Person owns the
Ticket till the Deployment
LEAN-agile: Case Study
thanks to @balajiTw
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LEAN-agile: Case Study
Delivery Cadence• The rate of delivery of work to UAT or production
environment• Teams define and agree on ‘Definition of Done’
which is used to move the work to the next stage.• Progress tracked through WIP limits and daily
stand ups• Metrics (Cycle time, Lead time, CFD) derived out of
the delivery cadence
Input Cadence• Needed for a healthy pipeline of work• To be prioritized sized rightly to get a predictable
delivery cadence• Work items to be thinly sliced to reduce variability• Each user story to have well define Acceptance
Criteria• Value of the stories should be quantifiable
Blockers• Work Items which needs
immediate attention• Impeding the flow• Sleeping Work Items
Delivery Cadence BlockersInput Cadence
thanks to @balajiTw
Sunday, 15 September 13
Blockers/Impediments• Clarifications | Dependencies without addressing them the CRs
will not be progressed are tracked here• Classification on Blockers : Biz, IT• Ageing on Blockers
Benefits• Brings out immediate visibility (possible delay| items to be
tracked closely etc )• Leverage existing knowledge of the team (Environmental ,
Technical)• Triggers Management to pitch in
Waste Identified• CR’s getting Deferred
Ageing
Kaizen / Continuous Improvement• Target on the improvement in Cycle • Action Items to achieve the improvements
Benefits• Target gives motivation for the team to work towards achieve it
Continuous Improvement
LEAN-agile: Case Study
thanks to @balajiTw
Sunday, 15 September 13
LEAN-agile: Case Study
CYCLE TIME - 8d
LEAD TIME - 13 Days
Projects Performance• Cycle Time• Lead Time• Cumulative Flow Diagram
Improvements
thanks to @balajiTw
Sunday, 15 September 13
IT Services: Implementing LEAN-agile
Start by answering WHY and not HOW
Centralized Strategy (LEAN) coupled with Decentralized Execution (agile)
Customer and engagement as a whole and not just projects/programs.
Establish a FLOW mechanism by decoupled Input and Delivery Cadence
Visualize the flow and overcome constraints
Collaborative workspaces and Information Radiators.
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http://www.redbubble.com/people/skoolboiz/works/9004287-evolution-of-revolution
to sustain EVOLUTION we require well thought out REVOLUTION !!
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Thank you!!Sunday, 15 September 13