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Enterprise Agility, is it a ‘Myth’?
Prasad
Prasad_Prabhakaran@Infosys.com
Twitter – Pras_India
Views expressed here are not necessary of the company I belong
www.agilenoida.wordpress.com
Little boring stuff..
I work for Infosys Enterprise Quality Consulting,
and I take care Enterprise Agility, Quality
Management and ALM consulting.
We are building a great Enterprise Agile
Consulting Practice to transform Fortune 50 !!! 
Help CIO organization to adapt disruptive
technology, process and be relevant in Business
I am a certified SAFe Program Consultant.
Part of Leadership team of ALN, Bangalore
www.agilenoida.wordpress.com
What is in store
•
•
•
•
•

Context / Background – A case
What is not Enterprise Agile
Key challenges and issues..
Why it is common?
How did we approach to achieve Business
Agility
• Q&A
www.agilenoida.wordpress.com
What we hear from CIO’s
•Not able to realize / validate the business case quickly
•Still not responsive to market changes and customer
demands – release cadence have not improved
•More than 70% of the IT capacity is utilized for
support, maintenance and defect fixing – want to
utilize the better capacity for building new features
•Not able to realize business benefits of the
productivity and quality gains at the team / project
level

www.agilenoida.wordpress.com
context ..
• A large US based multinational bank wanted to modernize and re architect
their CRM solutions.
• Under current CRM portfolio there are 15 plus lights- on kind of application
managed by 4 different vendors from offshore in multiple locations India
and Brazil.
• The proposed modern CRM solution has to interface and consume certain
API's, services and components from existing legacy application.
• New CRM solution is mobile & device friendly
• The single business KPI set for this program is "CSAT - customer
satisfaction"
www.agilenoida.wordpress.com
Context cont..
• The VP of CRM LOB- Nancy wants her IT counter
part to be ‘responsive’ and ‘align’ to what his
business wants.
• Director of IT –VKing, who is responsible for this
program, with great enthusiasm set up a
business governance meeting and tells, “Yes we
are going Agile, all our vendors have given me
great Agile stories – will delver early business
values”
What happened after this???
www.agilenoida.wordpress.com
What is the pattern of this context??

www.agilenoida.wordpress.com
Context 1
• Business problem known
• Solutions known
Eg:- Standalone desktop application ( Payroll
system) with minimum integration or known
interfaces..
Can do extensive planning via estimation ( more
known, less unknown)
Well defined product backlog
No need of shorter cycle, it is ok if you give early
feedback
Context 2
• Business problem known
• Solution little hazy – unknown
Eg: Web Application with integration to a Mainframe system, trillions
of transaction data, how to optimize – what is the best solution
SAP integration with a proprietary system
Agile fits – can give early feedback to business stakeholders
• Well defined product backlog
• Can size and provide certain predictability
• Detailing of engineering tasks critical
• Solution more empirical learning, early feedback, spikes
• Agile engineering practices
• Agile adoption at project level
Context 3
• Business problem less known
• Solution unknown – hazy
Enterprise IT – changing business landscape, convergence, geography, technology
Portfolios, products, collaborating and competing components, architectural complexity
Agile perfect fit with engineering ; ability to provide early and frequent feedback,
• Test early and frequently
• Component team Vs feature teams
• Automation Vs its maintenance
• Effectiveness of Agile adoption - portfolio contribution margin/ revenue / stability to over all
organization
• Higher order metrics Vs lower order metrics
• Coexistence of legacy Vs modern
• Product mindset Vs Project
• Support Vs New product
• Collaboration Vs Cooperation ( Build – Deploy –Test )
• Release management Vs DevOps
• Staging Vs Production
Context 4
•
•
•
•

Problems un known & solution unknown
Start-ups – searching for a business model
Twitter, LinkedIn, Facebook,
Fail effectively Vs Fail early

New Agile – Lean Startup, Pretotyping etc..
Future – each LOB as a Startup
Enterprise Agile is not multiple project executions by multiple
agile teams in an organization

Agile which is
misinterpreted
• Building code in Agile is endto-end Agile
• Replicating model of few
successful agile projects
means Enterprise agile
• Executing many Agile
projects means Enterprise
Agile execution

Business benefits still
missing when
organizations try to scale
up Agile
• Agile execution is still not
helping realize business
benefits
• Productivity and quality
improvements gained
by IT are not resulting
in business gains
• No focus on Agile
value delivery

Mindset and Culture not aligned for
Agile scalability
• Success cannot be scaled from
small projects to portfolios since
• Matrix and functional siloes
organizational structure
discouraging cross
functional team behavior
• Organizational culture
focused on command and
control, micromanagement.

Agile is culture - Unless adopted fully enterprise scaling of Agile is a challenge

1
2
Adopting Enterprise Agile is challenging with
unchanged Organization structure and processes
Organization Structure not suitable
for Enterprise Agile success
• No focus on aligning to Agile
methodology
• Organization roles and
career paths
• Distributed development
• Multivendor scenarios
• Standardization from
project to programs to
portfolios
• Upstream and downstream
process

Insufficient Engineering Eco-system

Organization Process not scalable,
adaptable and standardized

• Missing in action
• Limited tools landscape
• Missing Tools integration
• Manual provisioning
• No focus on continuous
integration, test
automation, continuous
deployment
• inability to strategize across
geographies
• Lack of collaboration,
communication tools

• Missing in action
• Methodology suitability
checks
• Metrics and measurement
structure
• Integration of multiple agile
methodologies & practices
• Procedures for coexistence of Waterfall and
Agile
• Uniform Agile process and
standards

Organization must align to Agile culture for the success of enterprise agility

1
3
VKing reached out to us …

www.agilenoida.wordpress.com
Key Strategies Vking may adopt

Key Strategies

Outcomes

1
5

Improve Business Agility, Predictability & Quality

Enterprise
Agile

Integrated
ALM
(Application
Life Cycle
Management)

DevOps/
Continuous
Delivery

Quality Shift Left

Foundation

Process Standardization
Metrics Based Governance

Organization Change Management

Quality –
Infra
Shift Left
as a Service

Infra
as a Service
One more thing …
Is Agile your passion ….
Reach out .. Prasad_Prabhakaran@Infosys.com
Twitter- Pras_India

www.agilenoida.wordpress.com
Q&A

www.agilenoida.wordpress.com
Thank You.

www.agilenoida.wordpress.com

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Agilty at large Enterprise is it a myth?

  • 1. Enterprise Agility, is it a ‘Myth’? Prasad Prasad_Prabhakaran@Infosys.com Twitter – Pras_India Views expressed here are not necessary of the company I belong www.agilenoida.wordpress.com
  • 2. Little boring stuff.. I work for Infosys Enterprise Quality Consulting, and I take care Enterprise Agility, Quality Management and ALM consulting. We are building a great Enterprise Agile Consulting Practice to transform Fortune 50 !!!  Help CIO organization to adapt disruptive technology, process and be relevant in Business I am a certified SAFe Program Consultant. Part of Leadership team of ALN, Bangalore www.agilenoida.wordpress.com
  • 3. What is in store • • • • • Context / Background – A case What is not Enterprise Agile Key challenges and issues.. Why it is common? How did we approach to achieve Business Agility • Q&A www.agilenoida.wordpress.com
  • 4. What we hear from CIO’s •Not able to realize / validate the business case quickly •Still not responsive to market changes and customer demands – release cadence have not improved •More than 70% of the IT capacity is utilized for support, maintenance and defect fixing – want to utilize the better capacity for building new features •Not able to realize business benefits of the productivity and quality gains at the team / project level www.agilenoida.wordpress.com
  • 5. context .. • A large US based multinational bank wanted to modernize and re architect their CRM solutions. • Under current CRM portfolio there are 15 plus lights- on kind of application managed by 4 different vendors from offshore in multiple locations India and Brazil. • The proposed modern CRM solution has to interface and consume certain API's, services and components from existing legacy application. • New CRM solution is mobile & device friendly • The single business KPI set for this program is "CSAT - customer satisfaction" www.agilenoida.wordpress.com
  • 6. Context cont.. • The VP of CRM LOB- Nancy wants her IT counter part to be ‘responsive’ and ‘align’ to what his business wants. • Director of IT –VKing, who is responsible for this program, with great enthusiasm set up a business governance meeting and tells, “Yes we are going Agile, all our vendors have given me great Agile stories – will delver early business values” What happened after this??? www.agilenoida.wordpress.com
  • 7. What is the pattern of this context?? www.agilenoida.wordpress.com
  • 8. Context 1 • Business problem known • Solutions known Eg:- Standalone desktop application ( Payroll system) with minimum integration or known interfaces.. Can do extensive planning via estimation ( more known, less unknown) Well defined product backlog No need of shorter cycle, it is ok if you give early feedback
  • 9. Context 2 • Business problem known • Solution little hazy – unknown Eg: Web Application with integration to a Mainframe system, trillions of transaction data, how to optimize – what is the best solution SAP integration with a proprietary system Agile fits – can give early feedback to business stakeholders • Well defined product backlog • Can size and provide certain predictability • Detailing of engineering tasks critical • Solution more empirical learning, early feedback, spikes • Agile engineering practices • Agile adoption at project level
  • 10. Context 3 • Business problem less known • Solution unknown – hazy Enterprise IT – changing business landscape, convergence, geography, technology Portfolios, products, collaborating and competing components, architectural complexity Agile perfect fit with engineering ; ability to provide early and frequent feedback, • Test early and frequently • Component team Vs feature teams • Automation Vs its maintenance • Effectiveness of Agile adoption - portfolio contribution margin/ revenue / stability to over all organization • Higher order metrics Vs lower order metrics • Coexistence of legacy Vs modern • Product mindset Vs Project • Support Vs New product • Collaboration Vs Cooperation ( Build – Deploy –Test ) • Release management Vs DevOps • Staging Vs Production
  • 11. Context 4 • • • • Problems un known & solution unknown Start-ups – searching for a business model Twitter, LinkedIn, Facebook, Fail effectively Vs Fail early New Agile – Lean Startup, Pretotyping etc.. Future – each LOB as a Startup
  • 12. Enterprise Agile is not multiple project executions by multiple agile teams in an organization Agile which is misinterpreted • Building code in Agile is endto-end Agile • Replicating model of few successful agile projects means Enterprise agile • Executing many Agile projects means Enterprise Agile execution Business benefits still missing when organizations try to scale up Agile • Agile execution is still not helping realize business benefits • Productivity and quality improvements gained by IT are not resulting in business gains • No focus on Agile value delivery Mindset and Culture not aligned for Agile scalability • Success cannot be scaled from small projects to portfolios since • Matrix and functional siloes organizational structure discouraging cross functional team behavior • Organizational culture focused on command and control, micromanagement. Agile is culture - Unless adopted fully enterprise scaling of Agile is a challenge 1 2
  • 13. Adopting Enterprise Agile is challenging with unchanged Organization structure and processes Organization Structure not suitable for Enterprise Agile success • No focus on aligning to Agile methodology • Organization roles and career paths • Distributed development • Multivendor scenarios • Standardization from project to programs to portfolios • Upstream and downstream process Insufficient Engineering Eco-system Organization Process not scalable, adaptable and standardized • Missing in action • Limited tools landscape • Missing Tools integration • Manual provisioning • No focus on continuous integration, test automation, continuous deployment • inability to strategize across geographies • Lack of collaboration, communication tools • Missing in action • Methodology suitability checks • Metrics and measurement structure • Integration of multiple agile methodologies & practices • Procedures for coexistence of Waterfall and Agile • Uniform Agile process and standards Organization must align to Agile culture for the success of enterprise agility 1 3
  • 14. VKing reached out to us … www.agilenoida.wordpress.com
  • 15. Key Strategies Vking may adopt Key Strategies Outcomes 1 5 Improve Business Agility, Predictability & Quality Enterprise Agile Integrated ALM (Application Life Cycle Management) DevOps/ Continuous Delivery Quality Shift Left Foundation Process Standardization Metrics Based Governance Organization Change Management Quality – Infra Shift Left as a Service Infra as a Service
  • 16. One more thing … Is Agile your passion …. Reach out .. Prasad_Prabhakaran@Infosys.com Twitter- Pras_India www.agilenoida.wordpress.com