Scrum Bangalore 16th Meetup - March 5, 2016 - Yes Scrum Did Wonders Beyond IT - Padma Satyamurthy - at Prowareness
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Padma Satyamurthy is an IT professional with over 14 years of experience, focusing on creating process management frameworks that enhance project delivery. She advocates for the use of Scrum methodologies across various non-IT domains, demonstrating improvements in efficiency and collaboration in human resources, finance, and sales and marketing. The document outlines practical examples and results achieved by applying Agile principles in diverse business functions, emphasizing adaptability and improved communication.
Scrum Bangalore 16th Meetup - March 5, 2016 - Yes Scrum Did Wonders Beyond IT - Padma Satyamurthy - at Prowareness
- 1. Yes! Scrum did wonders beyond IT Padma Satyamurthy www.mepasinnovation.com
- 3. Padma Satyamurthy is an enthusiastic IT professional, aspiring to create & implement meaningful process management frameworks which can enable project delivery excellence. She has 14+ years of experience in the IT Industry with expertise in Consulting, Project Management, People Management, Coaching, Mentoring & Training and Solution Design. This experience is coupled with strong leadership, communication, analytical, problem solving, and customer service skills. Padma has worked in various domains like BFSI, Engineering, Aerospace, Healthcare, Retail and E- commerce Methodologies and techniques Agile - Scrum, Kanban, Lean, FDD, TDD, Scaled Agile Framework Domains Retail, BFSI, Telecom, Healthcare Core Competency Enterprise Agile Transformation; Executive coaching; Scaling agile Agile Tools Rally, TFS, Jira, Bamboo Training Competency Leading SAFe, Agile, Scrum (trained over 600+ project managers, architects, developers and testers among others; training customized to suit senior management and leadership teams) Certifications Certified Scrum Master, SAFe Agilist, SAFe Program Consultant
- 4. Content HR Finance Business (Sales & Marketing) IT Operations
- 5. At OpenView, we’ve found that Scrum can double the production of anything – it doesn’t matter whether it’s sales, marketing, software, finance”. “It works everywhere.”
- 7. Why Scrum for non IT teams
- 8. “The… ‘relay race’ approach to product development…may conflict with the goals of maximum speed and flexibility. Instead a holistic or ‘rugby’ approach—where a team tries to go the distance as a unit, passing the ball back and forth—may better serve today’s competitive requirements.” Hirotaka Takeuchi and Ikujiro Nonaka, “The New New Product Development Game”, Harvard Business Review, January 1986.
- 10. Human Resource Management Function designed to • Talent Acquisition • Learning and Development
- 11. Team Board – (Talent Acquisition) Daily Stand up Weekly update to BUs Weekly Retrospective
- 12. Team Board – (L&D) Alternate day Stand up Bi-Weekly update to BUs Bi-Weekly Retrospective 3/7/2016
- 13. Final Results • Talent Acquisition efficiency increased by 30 – 40% • Joining formalities made hassle free for new employees • Losing good candidates due to lag in recruitment process decreased significantly • Learning & Development under one umbrella • Easy identification of trainers and trainees • Easier to measure effectiveness of training and outcome • Right training for right team member based on career interests
- 15. Capitalization and Operational Expenditure • Assets (plant, property, equipment) • Extrinsic Value • Pushes out expenses incurred today to subsequent years (e.g. Licensing cost) • Cost of running day-to- day operations (resources, license renewal costs) • Intrinsic value • One-time expense that can be measured in a time frame
- 17. OpEx CapEx Capitalization in waterfall Prioritization Feature Implementation Spikes Feature Maintenance CapEx (with small negotiable OpEx cost
- 18. Funding Waterfall Agile Project A Project B Project C Cost Center A Cost Center B Cost Center C Epic / Feature A Epic / Feature B Epic / Feature C Product Prioritized Funding
- 19. Sample Board Once a week stand up Monthly update to BUs Monthly retrospectives
- 20. • Clear identification of priority funding • Dates and Resources are fixed and hence easy to track • Exact information on which teams did the work • Day-by-day task burndown (from the team boards) • Stories, Features and Epics easily traceable through tools • Reduces waste by reducing non-value added activities impacting positively on the P&L OpEx CapEx
- 21. Agile for Business Sales & Marketing Business
- 22. Fast • 2-4 wk sprints • Adapt to market changes • Fail first – fail fast Focused • Clear user stories • Prioritized • Transparency • Metrics Predictable • Identify risks and impediments thru standups • Remove impediments Why Scrum for Sales &Marketing
- 23. Applying agile values and principles • Responding to change over following a plan – This doesn’t mean that marketing and sales team don’t have any plans however the teams respond to changes in the marketplace and makes constant adjustments the plan and reprioritize on a weekly or bi-weekly basis as needed rather than following quarterly or semi-annual plans • Small iterations over big bang campaigns – Many a times, the marketing teams may not get their campaigns right for the first time. Agile marketing done in iterations helps teams to try things quickly and fine-tune as they move forward. • Collaboration for increased customer satisfaction – Since iterations are small and frequent, the teams get to have more customer collaboration and better understanding of the requirements • Improved Internal Communication and alignment– SAFe expects business teams to participate actively in Release Planning events and also be part of the System Demos to provide frequent feedback. Also, business teams provide business value to the Team Program Increment Objectives which improves the alignment between development and business teams
- 24. Examples for mapping agile terminology Backlog Story Task Impediment Release • What deals do we need to close for the quarter • What deals need to be developed in the coming quarter/s • High level goals that needs to be completed to close the goal • List of activities to achieve the story • Issues that will blocks achieving the target • Final numbers delivered to the business (target achieved)
- 26. Sample Board Alternate day stand up Bi-weekly update to BUs Bi-weekly retrospectives
- 27. Results on the way… • Transparency around customer details • All customer details including geographic details available in one snapshot • Multiple enquiries with same customers are certainly avoided • Better tie back with development team and to the filed • Involved in release plans and better visibility around milestones
- 28. IT Operations
- 29. Scrum for IT Operations • IT Operations teams work on SLAs and time is a key factor in their day-to-day activity • There are few key questions IT Ops teams have to answer • How much time is spent on what type of work • How to categorize our work for easy prioritization • Where do jobs come from (proactive or reactive) • How to share knowledge within the team • How to lower the context switching that is common in IT Ops team
- 30. Keep it simple • 3 – 5 columns to track the work (To do; WIP and Done are basics) • Minimal sizing and estimation for the stories • Use visuals for effectiveness • Take time for innovations
- 31. Sample board for IT Operations team Daily Stand up Work on priority Bi-Weekly Retrospective
Editor's Notes
- #3: Thank you for the opportunity
- #8: Customer Satisfaction – highest priority of any function of an organization is Customer Satisfaction. It’s proven beyond doubts that being agile yields highest rate of Customer Satisfaction Early feedback – every team would like to receive early feedback so that they can take appropriate actions early and have very little rework effort. Agile helps getting early feedback Regular reflection of how to be more effective – all agile methods focuses on regular retrospections and continuous improvement helping teams and business units to reflect on their performance and what can be done better Best output emerges from self organizing teams – agile emphasized teams to be self organizing and helps to build self organizing teams through its practices Regular quick meetups (alternate days or once a week) will keep the team on track and coordinated Participate actively in R&D team meetings – Being agile yourselves will help you in actively participating in technical and R&D team meetings and support them effectively
- #18: Furthermore, because agile practices create releasable software every month, they can tie infrastructure development work with individual features, making them capitalizable. Some waterfall companies have felt that infrastructure work was so indirectly connected with user features that it had to be expensed. Now that you know more about agile capitalization, your company has an opportunity to report its activities more responsibly to shareholders and tax authorities. It can require a lot of negotiation, planning and process changes to do so. However, your engineering group may be able to hire more engineers; your company may be able to reduce its tax burden significantly; and your company’s financial reports may stabilize. The value of these improvements may be in the millions.