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Introduction: Agile at HCL Agile methods have gone beyond small & medium sized projects and organizations. Despite the many motivators of Agile such as improved business value, lower risk etc., organizations have found it difficult to transform themselves and fully realize the potential of Agile. HCL is known for its heritage in engineering services and our journey in Agile development started well ahead of others about 12 years ago. We have been using Scrum methodology for nearly 10 years. In the last 5 years alone, we have executed close to 5000+ projects and programs in agile. As part of our Employee first philosophy, employee training is a key component of our DNA. We have widespread experience across the various models of agile and scaling s such as the Kanban, Scrum, XP, Spotify, Scaled agile (SAFe) & disciplined agile delivery (DAD). In the Agile practice models defined by us, there is higher emphasis on Collaboration, Just in Time and Feedback cycles. Detailed practice steps are documented as part of the Organization Management Systems (OMS) to propagate and sustain Agile ways of working. In our experience, many organizations underestimate the complexity in transitioning to agile. Moving to agile is beyond implementing a set of engineering and management practices. Some of the key agile transformation challenges which we have observed are: Large fragmented teams and specialized skills Team Hierarchies Legacy specialized tools and technologies Long running projects Lack of business participation Focus on individual utilization over outcomes Distributed teams INTRODUCTION: AGILE AT HCL 02
Service Offerings 1. Agile readiness and maturity The agile readiness assessment helps determine the right candidate projects for transitioning to agile. The takes a holistic approach to agility and focusses on 4 dimensions across Process efficiencies, Performance systems, Mindsets & Behaviors and Organization & Skills. Process Efficiency Performance Systems Disciplined focus on end-to-end value Making performance transparent so the streams to deliver what customers whole team can take responsibility for want by eliminating waste, outcomes and solutions. bottlenecks and avoidable waiting times. Mindsets & Behavior Customer Organization & Skills Engaging the front line to deliver for Ensuring that the work and people are customers and push for continual properly aligned while strengthening improvement in their work. management roles. Alignment with customer needs and requirements Understand customer expectations to effectively and efficiently respond to needs We use the Fluency model created by James Shore and Diana Larsen to help guide the teams as they adopt an agile culture and mature along the journey 03
2. Agile transition Our experience shows that the foundation for enabling agile adoption in an organization is based on the dimensions of People, Process and Technology supported by a strong Organizational change management (OCM) approach and the right infrastructure. Our below is a 3 stage approach to Transformation along the phases of Standardization, Optimization and Transformation. Focus on value Deliver value Optimize value Optimize for Systems PHASE Standardization Optimization Transformation DIMENSION Process Adopt Enterprise Agile Framework Define TOM Market the TOM Define one way of working Adopt agility at project level Define resourcing model Define roles Define R&R Achieve common cadence Adopt agility at Program/ value chain level Full DevOps Adopt Agile at portfolio level Achieve enterprise agility BusDevOps OCM People Team structure DevOps Technology Standardize technologies Build DevOps pipeline Extreme automation INFRASTRUCTURE Team Culture Team Skills Organizational structure Organizational culture 04
People Process Technology Infrastructure Focus on a common Defining and documenting Standardizing Our agile development centers resourcing model which is the Dreyfus model for skill the ways of working for co-located and distributed tools and technologies have access to all locations. Best in class infrastructure including acquisition teams collaboration tools such as Standardize team roles and moving away from Pyramid to Diamond resourcing model Teams focus on Objectives and Key results, where they are aligned to objectives set through the vision and federated Lync/Skype and Smart TVs to support distributed agile ways of working Focus on self-directed strategy teams focused on value delivery 05
3. Enabling distributed agile We have close to 80 % of our projects working in a distributed model. We have been successful with distributed agile because of the proven models and knowledge repository we have built on top of it. Our Distributed agile Distributed agile Tools for collaboration The agile community of playbook has the learnings captured in one place which gives the teams a jumpstart models based on nature of project, maturity of the and project management (ALMSmart ) Practice (COP) is a knowledge sharing platform and fosters when they embark on organization and Investments for the collaboration among agile distributed agile teams best in class teams development centers 06
Case-studies One of the largest Logistics Service Providers Business Challenge: The client was embarking on a multi-layer IT transformation initiative designed to improve delivery services with reduced risk of failures and workforce focused on the business. The customer was keen on a unified platform for agile future systems and reduce the total cost of IT ownership. Solution: Using agile methodology for faster time-to-market along with cost effectiveness, HCL drove transformation at client s system, at three separate levels: Business Model, Architecture & Operating Platform. HCL was able to leverage agile in the global delivery model by introducing process improvements and productivity gains, by making use of technologies such as SOA, BPM, and MDM. Business Benefits: Over a span of three years, by leveraging HCL Agile methodologies, Client achieved USD 5.4Mn worth of annual savings for their transformation program. This included Team force reduction by 70% Number of applications running cut down by almost 80% Servers used reduced by 67% Number of incidents reduced by 66% Less than 20% documentation was made to increase to cent percent, creating a process repository as compared to earlier Tribal process knowledge 07
Case-studies A leading US based Financial Services Company Business Challenge: The client faced tough competition from industry peers and sought faster time-to-market with higher quality assurance. They also needed a partner who could help adopt agile methodologies and cross-train the development team in multiple technologies to deliver improved customer experience. Solution: HCL provided multiple solutions and methodologies to the client to help achieve the objectives. Some of these included Adoption of Agile 2.0 Offshore Agile Lab Nearshore agile work area Offshore Proxy scrum masters Business Benefits: HCL set a new benchmark on key parameters that helped the client achieve the following benefits: 40+ services enabled through agile; three times the number while using non-agile technology 50% reduction in Time to market using agile methodology Defect count reduced by 85% 08
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