Agile Certainty, bringing predictability in Agile engagements
0 likes461 views
The document discusses NIIT Technologies' focus on enhancing predictability in Agile methodologies through various metrics like cost, defect rates, and delivery timelines. It emphasizes the importance of aligning agile processes with business goals, using automation, and measuring productivity for effective application development. Additionally, it addresses contractual aspects and quality definitions in Agile practices, advocating for a structured approach to ensure agility and customer satisfaction.
Agile Certainty, bringing predictability in Agile engagements
- 1. © 2015 NIIT Technologies 1© 2015 NIIT Technologies Agile Certainty: Bringing Predictability in Agile Agile Confluence 28th November 2015
- 2. © 2015 NIIT Technologies 2 NIIT Technologies – Focus industry segments Primary Focus Industries SpecializedServiceLines ADM (Development, Management, Independent Testing, Enterprise Data, Digital and Mobility Services) Business Process Outsourcing Managed Services- Infrastructure Management, Application Support Asset Based System Integration & Packaged Implementations Airlines, TD, Railways, Airports, Ground Transportation, Cargo, Logistics Life, P&C and Commercial (Re-)Insurance Banking & Investment Management
- 3. © 2015 NIIT Technologies 3 “Global Agile” @ NIIT Technologies 33% % of Rev. from Agile 30% CAGR in Agile Revenue 90% of Application Services 88% Offshoring Ratio 59.5% Reduction in Per FP cost 0.3 Wt. Defects escaped / FP 25%+ Increased throughput in Enhancements > 80 % Non Traditional Commercial Models
- 4. © 2015 NIIT Technologies 4 Changing face of application development Increased spending in Digital, Customer Experience and new business Complex, Ever Changing and Integrated Platforms Scale, Speed Increased ownership
- 5. © 2015 NIIT Technologies 5 Certainty at 4 levels How much will it cost? Will it have defects? Will it be on time? Will I achieve my business objectives? What type of predictability are we giving in agile engagements? e.g. New digital channel in 1.5 MN USD e.g. No Severity 1 or 2 defects in first 3 months of operation e.g. Soft Launch by Feb 2016 e.g. Increase in L2B ratio to 20%
- 6. © 2015 NIIT Technologies 6 Key contributing factors Requirements Velocity / Productivity Engineering Practices Automation Standard “Unit” of Size Alignment of process with business goals Technology
- 7. © 2015 NIIT Technologies 7 Alignment: Process vs Business Goals Business Agility Platform Agility Application Agility Operational Agility Dev + Test Agility Project Level results in Tactical Agile Implementation Business View drives Strategic Agile Adoption
- 8. © 2015 NIIT Technologies 8 Requirements and Technology Clarity All 4 levels of predictability can be ensured Quality can be ensured Quality can be ensured ?
- 9. © 2015 NIIT Technologies 9 Standard Unit of Development Size Problem • Difficult to measure and track development cost • Changes come in post project approval and cost starts to escalate Various Alternatives • Industry standard options with defined method of calculation • Function Point i.e. IFPUG or Mark II • Non standard measuring options • Story points • Stories Selection Criterion • Type of development • Greenfield development / Large programs • Strategic platform with steady stream of enhancements • Migration, small enhancements • Team dynamics & stability Basis for all KPIs • Establish an internal pricing model for features against a total available budget using it to justify changes and new requests. Measuring @ cost / Function Point • Basis for measuring predictability • Throughput / Velocity • Quality (extrinsic and intrinsic both) • Cycle time
- 10. © 2015 NIIT Technologies 10 Velocity / Throughput / Productivity Planned Units Committed Units Delivered Units Accepted Units Quality, Continuous Delivery Requirements / Technology clarity Impediments Scrum Team as a repeatable unit Scope / Size Analysis = # Units Units / Velocity = # ideal sprints # Sprints / timeline = # scrum teams + Shared teams
- 11. © 2015 NIIT Technologies 11 Automation – 4 dimensions People Feature Teams SDET Test Everything Automate Everything Automate as early as possible Process Visualize Flow e-2-e Optimize Flow e-2-e Automation Champion Automation Checkpoints Automation KPIs at all levels Technology and Tools Infrastructure Virtualization Ready Made Images Centralized Tools Infrastructure Development Team Self Service On Demand Provisioning Developer Productivity Tools Build and Release Automation Tools Environment Management Tools Unit Test Automation Tools Functional Test Automation Tools Service Test Automation Tools Non Functional Test Automation Tools Test Case Generation Tools Pattern Based Code Generation Tools Automatic Configuration
- 12. © 2015 NIIT Technologies 12 Contractual aspects Quality Definition of Done Technical Debt Functional Quality Non Functional Quality • DoD is part of the contract • Objective and measurable • Preferably automated • Various aspects of TD like standards compliance, coverage, duplication, complexity • Limits on functional defects that can be found • Limits on non- functional defects that can be found Cost, Time to Market Velocity Rework • Minimum commitment / Team every sprint • Limits on rework due to ambiguous requirements Value Business Outcome Cycle time reduction • Contract linked to transactions enabled (e.g. # Bookings, # online check-ins) • Contracts linked to reduction in # requests, improved efficiency leading to customer satisfaction
- 13. © 2015 NIIT Technologies 13© 2015 NIIT Technologies Open Discussion Puneet Sachdev, Chief Architect, NIIT Technologies puneet.sachdev@niit-tech.com,