Agile Adoption in IT Services - Evolution over Revolution

Agile Adoption in IT ServicesEvolution over Revolution

Ravi [email protected]

Sept 14th, 2013Sunday, 15 September 13

mailto:[email protected]

mailto:[email protected]

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


A thing about CHANGE


Software Development System

Methodologies

customers

man

agem

ent

HR

Sale

s


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.


Revolutionary Approaches

http://www.luxoft.com/blog/agile/to-be-agile-or-to-fail-shift-your-software-delivery-methodology/

SCRUM

XP

Demanding !!


Agile Culture

http://agilitrix.com/2011/03/agile-culture-is-all-about-people/

disrupt

ive for

change!!


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 !!


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!!


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


Evolutionary Approach

www.tumblr.com

Accommodative

for Change!!


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.


KANBAN Culture

http://agilitrix.com/2011/04/kanban-aligns-with-control-culture/

Aligns well with IT Services




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.


• 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


https://twitter.com/balajiTw



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




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


thanks to @balajiTw





CYCLE TIME - 8d

LEAD TIME - 13 Days

Projects Performance• Cycle Time• Lead Time• Cumulative Flow Diagram

Improvements

thanks to @balajiTw




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.


http://www.redbubble.com/people/skoolboiz/works/9004287-evolution-of-revolution

to sustain EVOLUTION we require well thought out REVOLUTION !!




Thank you!!Sunday, 15 September 13

Agile Adoption in IT Services - Evolution over Revolution

Technology

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