1 dia.in Date Name ScrumIndia.In Proprietary Information Agile In Outsourced Environment – A...

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ScrumIndia.In Proprietary Information

Agile In Outsourced Environment – A PerspectiveZaheer Abbas S. Contractor

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Agenda

Agile in IT Software Services Organization

PUSH or PULL - Adoption

Does it really gain by adopting Agile?

Reasons Uncovered for Agile Transformation

Practical Situations

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Software IT Service Organizations Scenario

Adoption of Agile Perceived not Beneficial in Software Business Services Portfolio??

Varied Inflow of business

services portfolio to

cater to

Varied business execution approach based on customer

culture

Varied business operations of

customers to cater to

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Agile Adoption - PUSH or PULL??

Best Practice Adoption through external PULL or internal PUSH??

2005 – 2008

70% 30%

2008 – 2010

60% 40%

2010 Onwards

50% 50%

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Does it Really Benefit by Adopting Agile?

Business as usual by providing core delivery

service irrespective of the execution mechanism!

Adopting Agile is to align to customer demands and

gain business!

ARE WE MISSING THE BIG PICTURE???

NEED BASED Agile ADOPTION to PROACTIVE STRATEGIC Agile TRASFORMATION

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Agile Adoption - Various Scenarios

CUSTOMER PULL

Maturity of customer in Agile Adoption? Highly Mature and requesting vendors to align to realized stated benefits of Agile New Comers and requesting vendors to align without any commitment from them!

INTERNAL PUSH

Alignment of Internal Stakeholders How does it help their topline or bottom line growth! Does it matter if existing execution mechanism is already achieving high CSAT Agile adoption translating all the benefits to customer, how does it benefit internal

teams Alignment of External Customers

Maturity of Customer in Agile adoption Readiness to provide the given commitment from business and other stakeholders Multi Vendor scenario

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Reasons Uncovered for Agile Transformation

Move from Just Being Vendor to Client Partner

Collaborative Approach, Increased Customer Confidence Early On

Uncovering Technical and Business Risks Early On and Effective Risk Sharing

Shift from T&M/FPP to Fixed Capacity/Out Come Based Value Driven Model

Do it Right First Time[DRFT] : Sustained Quality & Minimized Overruns

Engineering Rigor & Business Focus Practices

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Situation 1 : Multi Vendor Scenario (Development)

Master Backlog

Vendor A Backlog

Vendor B Backlog

Vendor C Backlog

Slicing of Backlog to minimize dependencies amongst team

Consensus on Velocity based Pricing Schedule

Integration amongst various modules and regression

Participation as active strategist for the customer

Consensus on Common Estimation Approach

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Situation 2 : Multi Vendor Scenario (Development & Test)

Master Backlog

Dev. teamVendor

Test teamVendor

Dev Vendor: Hey Customer, Test team has to be co-located in Agile, I can take up the testing job also! Test Vendor: Hey Customer, I

get the build on the last day, how do you expect signoff of

the sprint on last day!

Test Vendor: Hey Customer, Test team not involved on

day to day basis with the Dev vendor, we do not have

clarity

Test Vendor: Code keeps on changing daily,& our defects considered as feedback until

end of iteration!Only those feedback not

address until end of sprint is considered defect, how do

we measure our test effectiveness!

Dev Vendor: Test team efforts should be part of the overall velocity of the team

WHAT IF We have Separate UAT, Sys.Test, Ops, Release Management teams ???

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Q & A

Lets Share our thoughts!

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• Zaheer Abbas S. Contractor

• [email protected]

• Sr. Manager – Agile COE

mailto:[email protected]

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