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Srinath Chandrasekharan, CSM
Senior Manager - Consulting
HCL Technologies
   The IT Landscape
   The Challenges
   Our Approach
   Learning's
Challenges in doing Agile in IT Services
   $ 6.2 Billion                         1 Lakh +
   Spread Across 31 countries           employees

   Multiple Domains
   Service mix includes
       BPO                                          1000 + active
       Engineering services and R & D                 projects

       Enterprise Applications
       Infrastructure Services
       Custom Applications
   Other large IT players
       Infosys
       TCS
       Wipro
       CTS
       + many medium and small companies…


    Most projects won through competitive
    bidding.. Margin’s play a major role….
   CMMI was a USP
     as customers looked for predictable, repeatable
      process.
     Spread across domains and technologies, this was a
      task huge task…

   All companies aspired for various levels…
       …. 5 was great, lower ones were acceptable…

   Heavy documentation needed lot of checks…
       Documentation became the focus and evidence was
        largely document based… compliance to processes
        became the focus instead of innovation
   Were more ‘Command and Control’….
       following the rule was common …
       deviations needed to be ‘approved’…..QA group
        was the gatekeeper
       specialization was considered good in
        processes, technologies, domains…
       creating smaller , specialized groups within the
        large organizations…..led to creation of silos
Challenges in doing Agile in IT Services
Challenges in doing Agile in IT Services
Challenges in doing Agile in IT Services
Challenges in doing Agile in IT Services
   For many client’s going agile means…..
       Not giving the requirement in full, yet expecting
        a functionally working feature….
       Changing the requirements within sprints..
       Not having to commit to the teams in terms of
        time…..
       Avoided heavy and bureaucratic change
        management processes
Challenges in doing Agile in IT Services
   Estimation became a problem..
       How do you estimate when you don’t know what
        to develop…. Yet you need this for winning the
        bid…..
       No industry published data to fall back on… SP
        are relative and many people don’t understand
        it…
   What’s the best methodology…
       People used to spoon feeding…
       Every step and outcome listed in CMMI…but Agile
        prescribes an open culture ……
       What’s Scrum ? DSM ? Reviews? Sprints ?
       Should I have a standard Agile process across all
        projects ? If yes, is it Agile ? If not, how do I
        compare?
   Some clients don’t care about them…
        So do we ask the teams not to waste time on
        them and use it more productively ?
   Even if we collected for the other projects
       nothing can be analyzed for a comparison
   No baseline report…
       Can’t get data for RFP’s
       Can’t compare which methodology will provide
        better results…..
Challenges in doing Agile in IT Services
   Formed CoE
       All got trained on CSM
       Created some process material around Agile
        (predominantly Scrum)
       Created training material similar to CSM
       Assessed / worked with projects implementing
        scrum
       Studied other Agile methods and created
        processes, so as to increase our basket of
        offerings….
       Forums for addressing questions..CoP
 Started  getting involved right from the RFP
  stage… so as to understand clients maturity
  and expectations from Agile.. And if needed
  correct them…
 Assessed projects for applicability of Agile
 Training for client business / IT teams
 Session for sales team….very important..
 Sessions for Senior Management….
 Self learning modules on the Learning
  Management System….
 Gathered  experiences from different
  projects on FPP
 Evolved a guideline on fixed price contracts
  for Agile
 Educated Senior Management
 Created  a structured process around Scrum
  and some XP practices
 Structured training program
 Leveraged existing QA group to continuously
  check projects for consistent implementation
  and regular feedback
 Getting involved with teams for 2-3 sprints
 Focused sessions with teams on estimation,
  story writing etc.
 Made  a set of metrics as core, ensured that
  these are gathered by all teams for every
  sprint…
 Published a report which said how are
  projects doing.. Without comparing them
 Used CSAT as a common measure, across
  Agile and Non-Agile projects as well.
 Collected qualitative data (team stress,
  weekend working, client pressure, etc.) to
  support the other data.
Challenges in doing Agile in IT Services
 Proactivelytake Senior Management along at
 all times. Agile should be well thought out
 instead of being knee- jerk
    CoE was focused a lot on projects and delivery
     teams, left senior management interaction to
     project teams.
    Sales teams / senior management involvement
     was as and when needed, so there was no single
     approach to Agile.
    Cultural change needed was slow to take off.
 Top-down    and bottom-up working together
    While teams were becoming Agile, management
     was not.
    Metrics from traditional methodologies were still
     expected from teams, resulting in pressure on
     teams.
    Support for teams was problematic, in many
     areas.
 Geta delivery sponsor who can speak for you
 at various forums
    Important to spread awareness and intricacies of
     Agile.
    Get buy in from delivery teams for activities
     done by CoE and not be seen as an ‘outsider’.
 Focuson tooling and skills ….along with
 processes
    While Scrum was becoming popular, XP practices
     were largely ignored.
    Some practices were questioned for cost
     effectiveness (Pair Programing, TDD).
    Leveraging projects experience was not well
     established.
Challenges in doing Agile in IT Services
c.srinath@hcl.com
Srinath_cs@yahoo.com

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Challenges in doing Agile in IT Services

  • 1. Srinath Chandrasekharan, CSM Senior Manager - Consulting HCL Technologies
  • 2. The IT Landscape  The Challenges  Our Approach  Learning's
  • 4. $ 6.2 Billion 1 Lakh +  Spread Across 31 countries employees  Multiple Domains  Service mix includes  BPO 1000 + active  Engineering services and R & D projects  Enterprise Applications  Infrastructure Services  Custom Applications
  • 5. Other large IT players  Infosys  TCS  Wipro  CTS  + many medium and small companies…  Most projects won through competitive bidding.. Margin’s play a major role….
  • 6. CMMI was a USP  as customers looked for predictable, repeatable process.  Spread across domains and technologies, this was a task huge task…  All companies aspired for various levels…  …. 5 was great, lower ones were acceptable…  Heavy documentation needed lot of checks…  Documentation became the focus and evidence was largely document based… compliance to processes became the focus instead of innovation
  • 7. Were more ‘Command and Control’….  following the rule was common …  deviations needed to be ‘approved’…..QA group was the gatekeeper  specialization was considered good in processes, technologies, domains…  creating smaller , specialized groups within the large organizations…..led to creation of silos
  • 12. For many client’s going agile means…..  Not giving the requirement in full, yet expecting a functionally working feature….  Changing the requirements within sprints..  Not having to commit to the teams in terms of time…..  Avoided heavy and bureaucratic change management processes
  • 14. Estimation became a problem..  How do you estimate when you don’t know what to develop…. Yet you need this for winning the bid…..  No industry published data to fall back on… SP are relative and many people don’t understand it…
  • 15. What’s the best methodology…  People used to spoon feeding…  Every step and outcome listed in CMMI…but Agile prescribes an open culture ……  What’s Scrum ? DSM ? Reviews? Sprints ?  Should I have a standard Agile process across all projects ? If yes, is it Agile ? If not, how do I compare?
  • 16. Some clients don’t care about them…  So do we ask the teams not to waste time on them and use it more productively ?  Even if we collected for the other projects  nothing can be analyzed for a comparison  No baseline report…  Can’t get data for RFP’s  Can’t compare which methodology will provide better results…..
  • 18. Formed CoE  All got trained on CSM  Created some process material around Agile (predominantly Scrum)  Created training material similar to CSM  Assessed / worked with projects implementing scrum  Studied other Agile methods and created processes, so as to increase our basket of offerings….  Forums for addressing questions..CoP
  • 19.  Started getting involved right from the RFP stage… so as to understand clients maturity and expectations from Agile.. And if needed correct them…  Assessed projects for applicability of Agile  Training for client business / IT teams  Session for sales team….very important..  Sessions for Senior Management….  Self learning modules on the Learning Management System….
  • 20.  Gathered experiences from different projects on FPP  Evolved a guideline on fixed price contracts for Agile  Educated Senior Management
  • 21.  Created a structured process around Scrum and some XP practices  Structured training program  Leveraged existing QA group to continuously check projects for consistent implementation and regular feedback  Getting involved with teams for 2-3 sprints  Focused sessions with teams on estimation, story writing etc.
  • 22.  Made a set of metrics as core, ensured that these are gathered by all teams for every sprint…  Published a report which said how are projects doing.. Without comparing them  Used CSAT as a common measure, across Agile and Non-Agile projects as well.  Collected qualitative data (team stress, weekend working, client pressure, etc.) to support the other data.
  • 24.  Proactivelytake Senior Management along at all times. Agile should be well thought out instead of being knee- jerk  CoE was focused a lot on projects and delivery teams, left senior management interaction to project teams.  Sales teams / senior management involvement was as and when needed, so there was no single approach to Agile.  Cultural change needed was slow to take off.
  • 25.  Top-down and bottom-up working together  While teams were becoming Agile, management was not.  Metrics from traditional methodologies were still expected from teams, resulting in pressure on teams.  Support for teams was problematic, in many areas.
  • 26.  Geta delivery sponsor who can speak for you at various forums  Important to spread awareness and intricacies of Agile.  Get buy in from delivery teams for activities done by CoE and not be seen as an ‘outsider’.
  • 27.  Focuson tooling and skills ….along with processes  While Scrum was becoming popular, XP practices were largely ignored.  Some practices were questioned for cost effectiveness (Pair Programing, TDD).  Leveraging projects experience was not well established.