Agile Transformation

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The Challenges of an Offshore
Agile Coach in a Large Scale
AgileTransformation across
Distributed teams

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Background

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Overall View
Team Distribution Landscape
22%
7%
71%
Distributed Offshore Centric Onsite-Centric
Team Distribution Landscape
Team Distribution
Models
9% 17% 14%
0%
100%
14%
7% 9%
0%
0%
77% 76% 77%
100%
0%
0%
20%
40%
60%
80%
100%
120%
LOB 1 LOB 2 LOB 3 LOB 4 LOB 5
Distributed Offshore Centric Onsite-Centric

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Road Map
PEOPLEPROCESSTOOLS&INFRA
Value Stream based Structural alignment
Value stream and Team Structure Role Alignment to Team Structure
Distributed Agile
Agreement on Agile Maturity
Model
Definition of Governance
Mechanism
Agile Metrics definition and Reporting Mechanism
Offshore Agile infrastructure
Enable collaboration tools
CI / CD and Automation Tools Framework
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12 M13 M14 M15 M16
Agile, Kanban, SAFe , ALM Tool, Engineering Tools Training
Core-hour Overlap Create a Distributed Agile Operating Model Create Long-term Strategy
One team seating
Common Visual Team Boards
Behavioral Training
Training content Alignment
Agile coaches and Change Agents Alignment
Implementation of Rewards and Recognition Program
Communication and Imbibing Agile Mindset culture
PI / Sprint Cadence, Agile
Practices
Agile Training
Video Conferencing Facility
Senior Management Training

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Teams
Tools,
Infrastructure
and Practices
Challenges faced by the Offshore Coaches
Planning &
Business
visibility
Time Zone
Alignment
• Delay in completion of work by the offshore teams due to challenges in accessibility of
infrastructure from offshore
• Collaboration Issues with respect to teams and effective utilization of collaboration equipment
• Low Engineering focus – No focus on CI/CD or ATDD
• Offshore team unaware of the Product Vision and Release Roadmap and not part of PSI
Planning
• Unavailability of Product Owners to Offshore centric teams
• No proper mechanism to highlight and resolve impediments from offshore
• Offshore part of the team was not part of any Scrum Ceremony and were working in silos due
to Time Zone issues
• Offshore teams not included in Community of Practices due to Time Zone overlap issues
• Team Structure – Onsite and offshore part of the teams working in silos
• Offshore part of the team work as only Task Executors and are not involved
• Mis-alignment of Competency across the locations
• Offshore part of team not involved in team celebrations or Rewards and Recognition Program
Process
• Teams doing Mechanics rather than getting the benefits of using Agile Methodology
• Contracts still follow Waterfall way of working and SLA tracking
• Effectiveness of Scrum ceremonies

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Offshore Agile Transformation Office (ATO)EnterpriseProgramScrumTeams
CATO Lead
LOB1 Coach LOB2 Coach LOB3 Coach LOB4 Coach LOB5 Coach
Academia PMO Infrastructure PMO
LOB Leads
Governance Definition
Training Content
Maturity Assessment
Roadmap Definition
Customer - CATO
ATO Transformation
Advisor
Wipro ATO
ATO Team CATO Team
(Coaches, Academia, Infra)
Team NTeam 3
Team 1 Team 2
LOB1
Team NTeam 3
Team 1 Team 2
LOB2
Team NTeam 3
Team 1 Team 2
LOB3
Team NTeam 3
Team 1 Team 2
LOB N
Coaching & Mentoring
Maturity Improvement
Enable Infrastructure
Conducting Trainings
Enterprise ATO Lead
ATO Program Director
Enterprise
CATO Lead
Enterprise
Agile Coaches
ATO Academia
Lead
ATO PMO & Tools
Lead
OCM
People Change

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Movement toValue Streams based Functional Team Structure from Component
andTechnology basedTeam Structure

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Agile Competency Enablement
 Strong focus on capability enhancement
 Agile training and certification program
 Scrum, Kanban, SAFe, VersionOne
 Behavioral training through
Experiential learning
 Multilevel assessment
 Role –based training
 Execution teams (Agile methodology
and process)
 Senior management teams (Agility as a
culture)
 Technical competency and skill building
 Essential technical skills delivery and
up skilling tied to competency
assessments
 Feature team focused competency
building and cross skilling
 Cross function orientation
 Coach team on converging
development and test behavior
Self organizing-Self Sustaining
Agile Team
Behavioral
training
Agile
Training/Coa
ching
Technical
Competency

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Gamification is a key tool in getting the millennial team
members to learn
 Training mechanisms
 Instructor led trainings
 Computer based trainings
 Using gamification concepts
 On the job

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• Weekly Coaches pull up meetings – Coaches across LOB (Including
Offshore Coaches)
• Share observations of the scrum teams and ART
• Enable Community of Practices for Coaches, Scrum Masters and PO to exchange the best practices
• Arrive at guidelines for various ceremonies atTeam and ART level
• Review and update the Maturity Assessment Framework
• Drive Competency Enablement – Agile, SAFe,ALMTool, DevOps and Engineering Practices
• Usage of common coaching methodology across LOB
• “Pair Coaching” (onsite and offshore coach) for better enablement of the team
• Common Coaching Methodology based on series of team observations
• Focus on Agile competencies and enabling team to take decisions
• Assessments of the teams and observation shared with the teams for further actions
• Observation of teams done in “Releases” or “Waves” in a scheduled manner
• Offshore Coach mentors team members at offshore on Agile competencies defined in the “Maturity
Model” across People, Process andTechnology Practices
• Distributed Agile Practices – Collaboration and Core hour overlapping – All LOB team members
work in timings aligned to core hours, enabling the offshore teams to participate in Scrum
Ceremonies.
Offshore Agile Coaching Methodology

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Thank You