Agile is just a means to achieve a business outcome.. How large enterprise need to achieve real business agility.. connecting engineering outcome to business outcome
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
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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
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3. What is in store
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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
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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
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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"
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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???
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7. What is the pattern of this context??
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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
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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
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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
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15. Key Strategies Vking may adopt
Key Strategies
Outcomes
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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
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