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Can it services organizations be agile

Session presented at Regional Scrum Gathering South Asia 2015

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Can it services organizations be agile

  1. 1. Can IT Services Organizations be Agile?
  2. 2. # Topic Duration (minutes) 1 Introduction, Agile & IT Services in today’s world 5 2 Need for customization 5 3 Sample framework 5 4 Development Lifecycle 5 5 Other Building Blocks 5 6 Q&A 5 Total: 30 minutes Agenda
  3. 3. Agile & IT Services in today’s world % of software development projects using Agile methods that is outsourced to IT services organizations Software Development & Services • Outsourcing to IT services organizations became popular and strategic for businesses since 1990s. • Agile is increasingly the way of life for software development. Can IT services organizations succeed in delivering Agile projects? Using Agile methods Outsourced software projects
  4. 4. We think… Y E S Industry Standard Agile Methodologies However.. need customization in the context of IT services organizations
  5. 5. What is the need to customize? Fail Fast and Early Self Organized Time-boxing Tools Contracts Standard methodologies have gaps for practical adoption Customize & Bridge Gaps Standard Concepts Gaps A Holistic Framework
  6. 6. How are the gaps bridged? Guidance on development process A sample holistic framework – Building Blocks Lifecycle Guidance on Administration & Metrics Governance How to select tools? Tools Guidance on distributed environment Guidance on Large projects Guidance for Contracts, RFPs Distributed ScalePre-Sales
  7. 7. Development Lifecycle Understand the business value, lay foundation for the project Develop ‘Potentially Shippable Product’ Software is released into production & Handover Standard Roles & Ceremonies + Additional Roles & Ceremonies
  8. 8. Q & A
  9. 9. Appendix – Other Building Blocks
  10. 10. Tools & Governance Tools • Guidance on tools to be used by teams and project managers • Tools which can be instantiated in very short duration • Invest in tools which help maintain “transparency” Governance • Guidelines on how project managers and account managers can assess agility of teams – different from traditional status reports • Engagement and Account Managers to support removal of impediments
  11. 11. Agile Contracts Are Agile Contracts different from traditional ones? • Rigorous Change Management • Iteration acceptance • Release acceptance • Basis of fee paid • Metrics & Reports 1. What is committed in the contract and How are they delivered? 2. On what basis the deliverables are accepted and the fee is paid? 3. How are changes embraced? 4. What are the obligations of the organization and the Customer?? • Distributed delivery • Penalty clauses • Clear RACI • C&C Tools • Escalation Mechanism Key Considerations & Mandatory Sections
  12. 12. Distributed & Scale DISTRIBUTED Challenges 1. Different time zones 2. Availability of PO 3. Language barriers 4. Cultural sensitivity Best Practices 1. Build Trust 2. One-Team culture 3. Seeding visits, Invest in travel 4. C&C Tools SCALE Challenges 1. Lack of vision & priority 2. How to synchronize work? Best Practices 1. Effective knowledge and information sharing practices 2. Top-down or centralized strategy to some extent.
  13. 13. References 1. https://www.scrum.org 2. https://www.scrumguides.org 3. https://www.scrumalliance.org 4. https://www.extremeprogramming.org Copyright © Capgemini 2012. All Rights Reserved.
  14. 14. T H A N K Y O U Suresh Konduru Global Agile Practice Head, Capgemini. Email: SureshKumarKonduru@gmail.com Mobile: +91-91600-18581 LinkedIn: https://in.linkedin.com/in/skonduru Hemanshu Ghia Agile Coach, Global Agile Practice, Capgemini. Email: hemanshu.ghia@capgemini.com Mobile: +91-9833002328 LinkedIn: https://in.linkedin.com/pub/hemanshu- ghia/4/259/9b6