Agile at Large by Nauman Nadeem

Agile At Large
Nauman Nadeem
Program Manager
www.agile.org.pk | contact@agile.org.pk | #AgilePK

Talk Agenda
● Agile Implementation Story in Multinational IT Company
● Effects/ Advantages of Agile Model: Process Study and Project
Implementation
● Nature of Projects in Government Departments
● Possibilities of Agile adoption in Government Departments
2
Why we Need Agile ?
● Productive Teams
● Speed to Market
● Quality
● Communication with Stakeholders
● Fun Part
3
Agile in Multinational Company
4
How we started : Initial Step
● Product Based Organization
● Decision to implement agile practices at build stage & is doable
● Hybrid Approach to begin with
● Gap items are decided to be log items
● Development time is divided into sprints
● Log Items are prioritized based on client preference
● Each sprint span over 5-6 weeks included development, testing and fault
fixing
5
Next Step
● Business Analyst acted as Product Owner
● 8-10 teams consisting of 4-5 members
● Each were engaged in development
● Tech lead acted as Scrum Master
● Daily stand up held – Questions asked
● My role was CO – Scrum Master
● Jira was used as tool to track progress
● Burn down and Burn up charts were used
6
Results
● Development was not delayed
● Shipment was on time with on time deployment and UAT at client end
7
A real Success Story
● Company hired an Agile Coach
● Agile trainings were carried out in order to inculcate Agile Culture
● Few internal projects were carried out using complete Scrum Methodlogy
● Process was defined
● Full Scrum was adopted on a client which is about to leave due to high
amount of bugs and quality issues
● Organization representative convinced client that Scrum will give a better
control to project and in very short span of time
8
A real Success Story (cont.)
● Product Owner was offshore but in continuous contact
● Client was already educated and trained in Agile framework and Scrum
Methodology internally
● Each Sprint was of 2 weeks
● Shippable items fully tested were delivered and client able to execute UAT
earlier
● Challenges faced were shared with client
● Testing results shared with client
● Project delivered within budget and 30% a head of schedule
● Client commended overall quality of system and high quality code.
9
Failures
● Critical project started
● Rules were broken like
○ Lot of constraints were imposed
○ Teams are expanded to 20 members. Control & Team Velocity failure.
○ Sprint duration were extended breaking guidelines. Planning failure.
○ Product Owners were disengaged
○ Leads were against Scrum
○ So control over project lost
○ Project was behind schedule more than 50% i.e. very bad SPI
10
Reasons of Failure
● Top management lack of willingness to understand process and to try
● Top management stance trickled down and line managers
○ "it will likely not work, therefore we will make sure it doesn't work".
● Project Office has different stance which is in conflict with Agile Scrum
culture
● Above resulted in a failure.
11
Improvements & Adaptions
● Agile helped to improve process in following ways which become part of
practice in organization:
○ Testing Automation
○ Continuous Integration and Continuous Development
○ Static Code Analysis
○ Unit Testing Maturity
12
Results
Organization shifted to
Agile approach
by adapted few practices
and improvements
during the process
13
Agile in Government Depts.
14
Nature of Projects
● Big Projects with dynamic requirements
● High level requirements in a brief form in PC-IV
● Most features and requirements generates during course of project
● Regular Pattern of project evaluation as follows:
○ Data Entry / Digitization
○ Operations / Main Features
○ Reports
15
Client Nature & Requirements Evolution
● First time digitization in Punjab Govt.
● Client want to see something fruitful in short time in weeks
● Client see what is developed and then try to map it to its manual and
business process.
● Results in more feature emerging in
● Requirement are changing frequently
● Frequent Deployments even weekly.
● Team is sitting onsite and developing features and getting it verified before
deployment frequently or vice versa
● Most of the time client verifies new features developed before moved to
production on frequent basis.
16
Possible Roadmap of Agile in Public Sector
● Requirements needs to be converted into shippable items
● Agile coaching
● Agile trainings mapping project and development nature
● Scrum is best suitable
● Scrum Roles & Ceremonies
● Client negotiation of delivering some substantial feature in minimum two
weeks.
● Client close monitoring of features developed help to fulfil product owner
role.
17
Conclusion
Scrum can be implemented

with organization which can
further help in achieving
Quality Control
18
Thank You
nadeemn@gmail.com
Your turn Now 
19

Agile at Large by Nauman Nadeem

Загружено:

Сведения о документе

Авторское право

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Agile at Large by Nauman Nadeem

Загружено:

Авторское право:

Agile At Large

www.agile.org.pk | contact@agile.org.pk | #AgilePK

○ Teams are expanded to 20 members. Control & Team Velocity failure.

○ Sprint duration were extended breaking guidelines. Planning failure.

○ Product Owners were disengaged

○ Leads were against Scrum

○ So control over project lost

○ Continuous Integration and Continuous Development

○ Static Code Analysis

○ Unit Testing Maturity

○ Data Entry / Digitization

○ Operations / Main Features

Scrum can be implemented

Your turn Now 

Вам также может понравиться