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Enterprise Agile Adoption - An Organizational Change Management Journey
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Zaheer Abbas Contractor
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Agile India - Pune, November 2014
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Enterprise Agile Adoption - An Organizational Change Management Journey
1.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 1 Enterprise Agile Adoption: An Organizational Change Management Journey Rituparna Ghosh General Manager – Continuous Improvement Zaheer Abbas S Contractor Head – Agile Next
2.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 2 The evolution triggers Increase in the number of Agile projects in the system, and need to align to customer’s large transformation The new roles from Agile execution perspective impacting the existing roles within the system The charter and goals & objectives for individuals and teams and difference from existing G&O existing in the system Their career roadmap based on new roles Team structure alignment: From pyramid to Hour glass structure to align with the flat team structure Infrastructure changes : For collaboration and for DevOps enablement Talent incubation and fulfilment Sales team enablement Sr. management enablement Wipro by establishing a COE streamlining Agile process(Scrum, XP), piloting small projects, D-agile. 1 2 3 4
3.
© 2014 WIPRO
LTD | WWW.WIPRO.COM | INTERNAL 3 Organization Change Management framework OCM Vision/ Strategy definition Process Communication and stakeholder relationship Technology and Infrastructure Training and Behavioral development Organisational structure Performance management
4.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 4 Vision & Strategy Increased Agility Enabling Agile delivery : Centre of Excellence Execution across the delivery organization Investment in people, process and technology development Enhancing Customer Value Predictable Operations Driving Business Value Customer Focus Agility in Execution
5.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 6 People enablement : Unlearning + Relearning Agile Coach/Manager Scrum Master Team members Online training Class room training On-the job Coaching and Mentoring with Enterprise Agile Coach Senior Leadership Business Development Business Finance
6.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 7 Cross Skilling Learn Coding Learn Engineering New normal : Institutionalise CI/CD, ATDD, TDD from career beginning Traditional state: Focus on coding Cross Skilling Traditional state: Increased focus on specialization in one area New normal : Build a culture to develop two core skills
7.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 8 Behavioural training EXPECTED BEHAVIOR One Team Collaboration Accountability Trust Assertive communication Servant Leadership
8.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 9 Gamification is a key tool in getting the millennial team members to learn
9.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 10 Career Growth Traditional State : Pyramidal structure New normal
10.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 11 Aligning performance management Agile aligned G&Os More frequent feedback Holistic performance measurement
11.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 12 Communication : Multi level and multi channel Wipro Management speak Wipro Team oriented communication Early adopters share their experience Recognizing people who make a difference Newsletters and Mailers Open House Online Knowledge Management and Broadcasts
12.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 13 Technology •Requirement Elicitation and Management •Project Management RTC, Eclipse, WiproStyle, Junit, Ant, Jenkins TFS, Visual Studio •Development activities management •Gated Check-in, Code Review, Unit testing, Static Analysis •Configuration and Build management Rational Quality Manager, RFT, RPT, JMeter, Selenium TFS, MTM, Visual Studio Test and Defect management Automation support CLOUD CLM ADDITIONAL TOOLS In-house tools to enable increased agility in development and test automation WiproStyle Wipro Code Checker Deep check Requirement composer Team Foundation Server
13.
© 2013 WIPRO
LTD | WWW.WIPRO.COM | CONFIDENTIAL 14 Zaheer Abbas