Debunking the myth that Agile only works when teams are collocated!

Transcription

1 Debunking the myth that Agile only works when teams are collocated! David Windeler/ Ganapathy Kiriyamada Nov 6,

2 Speaker Bios David Windeler - An IIBA CBAP certified Business Analysis manager at Deloitte Touche Tohmatsu Limited (DTTL) s Global Technology Services has over 10 years industry experience who also possesses his CSM designation. He currently leads a team of 4 globally dispersed BAs whose focus is on supporting the implementation of a standard platform to support both the corporate intra and extranet products. He also oversees a DTTL requirements management Community of Practice (CoP) who are tasked with providing onsite assistance to BAs within all DTTL office locations. He has also contributed to Agile adoption by providing end user training to resources within the DTTL office locations. Ganapathy Kiriyamada - An IIBA CBAP certified Sr. Business Analyst at the Deloitte Touche Tohmatsu Limited (DTTL) s Global Technology Services with over 10 years of consulting industry experience. He currently works as a studio BSA on the GFA channel. His passion for service management has motivated him to receive his ITIL certification. He also leads the DTTL learning and certification group within BSA Community of Practice (CoP) and facilitates batches to assist BAs within DTTL office locations to get CCBA/CBAP certifications. He has also contributed to SharePoint and Rational ALM adoption on multiple internal projects within his office. He has participated in the review process of the BABOK v 3.0 and has been a volunteer to develop the IIBA s learning materials. 2

3 Overview of Deloitte Deloitte member firms deliver services in and related services in audit, consulting, financial advisory, risk management, tax more than 150 countries Vital stats: More than 225,000 people in more than 150 countries Nearly 99,400 people in the U.S. in 80 cities $35.2b global aggregate revenue. Nearly $18.3b in the U.S. Deloitte serves: 79% of Fortune Global 500 companies 85% of FG500 consumer business companies 70% of FG500 energy and resources companies 87% of FG500 financial services companies 80% of FG500 life sciences and health care companies (including all of the top 10 FG500 pharmaceutical companies) 78% FG500 manufacturing companies 94% FG500 telecommunications companies All of the 20 countries that comprise the G20 DTTL s Global Technology Services (GTS) is focused on delivering world-class information and technology by harnessing the combined power of DTTL and member firms to enable Deloitte clients to outperform. GTS builds global capabilities and providing game-changing technologies for Deloitte. 3

4 Why Agile? To help improve delivery times To become more responsive to member firm clients needs To become more transparent with member firm clients A better way of developing software. 4

5 How DTTL s GTS adopted Agile Pilot Pilot projects regularly monitored Feedback used to refine existing process and revise training collateral Process Collaborative definition of end-to-end Agile process leveraging industry best practices Deploy Gradual adoption through selection of pilot projects Train Develop in-house training to familiarize teams with basics of Agile Engage vendors for more in-depth training Top-down vision from leadership; bottom-up approach leveraged to implement. 5

6 The Myth Agile requires that stakeholders and developers work in a single location. Individuals and interactions over processes and tools Customer collaboration over contract negotiation Working software over comprehensive documentation Responding to change over following a plan Many think that team members must all work in the same location for Agile to be successful!!! 6

7 Debunking the Myth The myth can be overcome by adopting the below 6 items Modern Technology Build stakeholder relationships Monitoring & Tracking Improvements Apply Agile techniques from BABOK Established Community of Practice (CoP) Training Colocation - not a requirement for successful Agile teams. 7

8 Modern technology - Utilize Virtual Collaboration Screen sharing & Teleconferencing Information Management Rational ALM Social Media Bottom line: It s real-time communication channels and collaboration that matter, not where or how they occur. CMT Metro Styled Portal 8

9 Build Stakeholder Relationships Foster collaborative relationship with stakeholders Bringing highperforming resources to the frontline Give stakeholders a voice Scrum of scrums Successful relationships are possible using Agile. 9

10 Monitor and Tracking Improvements Agility assessment Continuous Delivery Frequent monitoring and application of lessons learned 3 rd party review through surveys Continuous Integration Change management driven by leadership Monitoring of progress is achievable when teams are not collocated. 10

11 Apply Agile techniques from BABOK Members perform multiple roles Mindset for continuous improvement Communicate sponsor's vision Flexibility & Adaptability Patience & Tolerance Have a flexible mindset - The BABOK agile perspective helps deliver effectively even when we are geographically dispersed. 11

12 Established Community of Practice (CoP) to provide support during/after transition Tight coupling of CoPs with MFs RATIONAL ALM SUPPORT Frequent Business Solution Analyst Lunch & Learns to DISEMMINATE knowledge CHANNEL CONTACTS to spread the message NEW Business Solution Analyst ORIENTATION A well established community of practice paves the way to successful coordination and adaption of practices with distributed teams. 12

13 Training Certified Scrum Master Training Promotes consistent workforce regardless of location IIBA supported Business Analysis certification curriculum Leverage 3 rd party vendor training In house agile training by an inhouse Certified Scrum Coach Project delivery training & refresher courses by the DTTL GTS Center of Excellence Training that applies directly to what BSAs do on a daily basis, is rolled out across teams distributed geographically. 13

14 Realization of development opportunities BA Product Owner QA Scrum master Modeler /Designer More opportunities now for BSAs not seen in Waterfall. Business Solution Analyst (BSA) wears multiple hats 14

15 Key Challenges Communication Time Zone Time Zones Cultural Differences Knowledge Sharing The challenges distributed teams have overcome, are fine-tuned into lessons learnt. 15

16 Lessons Learnt What we did well What needs to be done CoPs need to stay connected Leadership buy-in was key Change management Implement a Certified Scrum Coach in-house CoPs were well established prior to changing methodologies it could get challenging to build and change at the same time Quantifiable Benefits Delivery time metrics Enabled We will find a balance using the Lessons Learnt. 16

17 Questions? 17

18 Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee ( DTTL ), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as Deloitte Global ) does not provide services to clients. Please see for a more detailed description of DTTL and its member firms. This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively the Deloitte Network ) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. 18