2219 v1

Debunking the myth that Agile
only works when teams are
collocated!
David Windeler/ Ganapathy Kiriyamada
Nov 6, 2015
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Speaker Bios
David Windeler - An IIBA CBAP certified Business Analysis manager at Deloitte Touche Tohmatsu
Limited (DTTL)’s Global Technology Services has over 10 years industry experience who also
possesses his CSM designation. He currently leads a team of 4 globally dispersed BAs whose focus
is on supporting the implementation of a standard platform to support both the corporate intra and
extranet products. He also oversees an DTTL requirements management Community of Practice
(CoP) who are tasked with providing onsite assistance to BAs within all DTTL office locations. He
has also contributed to Agile adoption by providing end user training to resources within the DTTL
office locations.
Ganapathy Kiriyamada - An IIBA CBAP certified Sr. Business Analyst at the Deloitte Touche
Tohmatsu Limited (DTTL)’s Global Technology Services with over 10 years of consulting industry
experience. He currently works as a studio BSA on the GFA channel. His passion for service
management has motivated him to receive his ITIL certification. He also leads the DTTL learning
and certification group within BSA Community of Practice (CoP) and facilitates batches to assist
BAs within DTTL office locations to get CCBA/CBAP certifications. He has also contributed to
SharePoint and Rational ALM adoption on multiple internal projects within his office. He has
participated in the review process of the BABOK v 3.0 and has been a volunteer to develop the
IIBA’s learning materials.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Overview of Deloitte
Deloitte member firms deliver
services in and related services
in audit, consulting, financial
advisory, risk management,
tax more than 150 countries
Vital stats:
225,000
More than
people
in more than 150 countries
99,400 people in the
Nearly
U.S. in 80 cities
$35.2b global aggregate
revenue.
Nearly $18.3b in the U.S.
Deloitte serves:
79% of Fortune Global 500® companies
85% of FG500 consumer business companies
70% of FG500 energy and resources companies
87% of FG500 financial services companies
80%
of FG500 life sciences and health care companies
(including all of the top 10 FG500 pharmaceutical companies)
78%
FG500 manufacturing companies
94%
FG500 telecommunications companies
All of the 20 countries that comprise the G20
DTTL’s Global Technology Services (GTS) is focused on delivering world-class information and
technology by harnessing the combined power of DTTL and member firms to enable Deloitte clients to
outperform. GTS builds global capabilities and providing game-changing technologies for Deloitte.
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© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
Why Agile ?
• To help improve delivery times
• To become more responsive to member firm clients’ needs
• To become more transparent with member firm clients
A better way of developing software.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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How DTTL’s GTS adopted Agile
Pilot
Process
• Pilot projects regularly
monitored
• Feedback used to refine
existing process and revise
training collateral
• Collaborative definition of
end-to-end Agile process
leveraging industry best
practices
Deploy
• Gradual adoption through
selection of pilot projects
Train
• Develop in-house training
to familiarize teams with
basics of Agile
• Engage vendors for more
in-depth training
Top-down vision from leadership; bottom-up approach leveraged to implement.
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© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
The Myth
“Agile requires that stakeholders and developers work in a single location.”
Individuals and
interactions over
processes and
tools
Working
software over
comprehensive
documentation
Customer
collaboration over
contract negotiation
Responding to
change over
following a plan
Many think that team members must all work in the same location for Agile to be
successful!!!
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© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
Debunking the Myth
The myth can be overcome by adopting the below 6 items
Modern
Technology
Monitoring &
Tracking
Improvements
Established
Community of
Practice
(CoP)
Build stakeholder
relationships
Apply Agile
techniques from
BABOK
Training
Colocation - not a requirement for successful Agile teams.
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© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
Modern technology - Utilize Virtual Collaboration
Screen sharing &
Teleconferencing
Information
Management
Rational ALM
Social Media
Bottom line: It’s real-time communication channels and collaboration that
matter, not where or how they occur.
CMT Metro Styled Portal
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Build Stakeholder Relationships
Foster collaborative relationship
with stakeholders
Bringing
highperforming
resources
to the
frontline
Give stakeholders a voice
Scrum of
scrums
Successful relationships are possible using Agile.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Monitor and Tracking Improvements
Agility
assessment
Continuous Delivery
Frequent monitoring and
application of lessons
learned
3rd party review through
surveys
Continuous Integration
Change management
driven by leadership
Monitoring of progress is achievable when teams are not collocated.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Apply Agile techniques from BABOK
Members
perform multiple
roles
Communicate
sponsor's
vision
Flexibility &
Adaptability
Mindset for
continuous
improvement
Patience
&
Tolerance
Have a flexible mindset - The BABOK agile perspective helps deliver
effectively even when we are geographically dispersed.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Established Community of Practice (CoP) to provide support
during/after transition
Tight
coupling
of CoPs
with MFs
RATIONAL ALM
SUPPORT
Frequent
Business
Solution Analyst
Lunch & Learns
to DISEMMINATE
knowledge
CHANNEL
CONTACTS to
spread the
message
NEW Business
Solution
Analyst
ORIENTATION
A well established community of practice paves the way to successful
coordination and adaption of practices with distributed teams.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Training
Promotes
consistent
workforce
regardless of
location
Certified Scrum
Master Training
In house agile
training by an inhouse Certified
Scrum Coach
IIBA supported
Business
Analysis
certification
curriculum
Leverage 3rd
party vendor
training
Project delivery
training &
refresher
courses by the
DTTL GTS Center
of Excellence
Training that applies directly to what BSAs do on a daily basis, is rolled out
across teams distributed geographically.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Realization of development opportunities
BA
Product Owner
QA
Scrum
master
Modeler
/Designer
More opportunities now for BSAs not seen in Waterfall.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
Business Solution
Analyst (BSA) wears
multiple hats
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Key Challenges
Communication
Time Zone
Time Zones
Cultural
Differences
Knowledge
Sharing
The challenges distributed teams have overcome, are fine-tuned into lessons
learnt.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Lessons Learnt
What we did well
• Leadership buy-in was key
 Change management
• Implement a Certified Scrum
Coach in-house
• CoPs were well established prior
to changing methodologies – it
could get challenging to build
and change at the same time
• Quantifiable Benefits
 Delivery time metrics
 Enabled
What needs to
be done
• CoPs need to
stay connected
We will find a balance using the “Lessons Learnt”.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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Questions?
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.
This communication contains general information only, and none of Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively
the “Deloitte Network”) is, by means of this communication, rendering professional advice or services. Before making any decision or taking any action that
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loss whatsoever sustained by any person who relies on this communication.
© 2015. For information, contact Deloitte Touche Tohmatsu Limited.
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