
Agile Transformations
Discovering, Aligning, Visioning & Improving Business & Development Value Streams
Adapting human centered approach for product management to improve patient delight in a large US based Clinical trial platform development Organization
Enterprise Agile Coach Virtusa PVT LTD
Problems - Pains and Objectives
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Traditional waterfall product development lifecycles
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Heavy compliance oriented processes and lack of flexibility towards change and innovation
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Clients ( patients ) have given poor customer delight index for few quarters
Key Challenges during transformation
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Leadership misalignment around agile transformation
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Lack of communication and constructive relationship with some leaders

Key Improvements and Results
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Define NorthStar metrics to measure definition of awesome of vision and arrived tracking and reporting and evaluating mechanics of product lifecycle
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Introduced Patient centered discovery, and delivery product development process influenced from Design thinking, Scrum and Disciplined Agile
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Formed product discovery team in patient enrolment value stream to enhance collaboration in all stakeholders during product discovery
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Integrated the compliance activities into agile product development lifecycle than confining to phase gates
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Slipped defect density ( defects slipped to production ) reduced in 30% which incrementally resulted in improved patient delight index
Improved Synergy between Business, IT & Compliance teams to Accelerate time to market in a large Local Bank
Founder & Enterprise Agile Coach: Agility Tune Up
Problems - Pains and Objectives
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Digital, Core & Retail banking business unit faced multiple challenges to release several products to market due to poor communication and dependencies between teams
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Improving lead time from idea to done was one important objective.
Key Challenges during transformation
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Compliance department had considerable decision making power and requirements tend to change at the compliance phase
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Due to special skills compliance department members hold they were afraid of loosing their jobs with agile transformation
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Product owners lacked clarity and experience on Agile PO role
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Establishing ScrumMaster role was challenging due to lack of proper career path

Key Improvements and Results
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Formed executive action team to to make important decisions around process/ policy and structure level changes
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Coached compliance teams on importance of engaging from the beginning of release cycle and integrated compliance to product development life cycle
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Introduced an RPA solutions to minimize repetitive complex compliance activities and it helped to improve definition of done of sprint to realize potentially shippable product increment
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Coached PO to lead product level decisions
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Worked with HR to redefine job descriptions and career paths of compliance members and ScrumMasters
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Teams were able to bring down average lead time ( idea to done from 90 days to 68 days in first cycle of transformation
Improved communication & minimized dependencies between multiple functional groups of a large telco to drive pace of innovation by aligning teams to value streams
Enterprise Agile Coach : Agility Tune up
Problems - Pains and Objectives
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A large telco intended excel in delivery of home based experience to their high value customers.
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Objective was to deliver a converged product offering instead of individual products ( mobile, broadband, TV )in line with consumer behaviors, trends, analytics and with best-in-class service and customer experience
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This required many improvements & innovations through out the product & sales lifecycle. To implement this, multiple functional teams ( product, marketing, business intelligence, development ( ML & AI ) and sales teams work with high alignment. Current Structure & Team design didn't allow this collaboration
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Pace of innovation Index ( ( lead time of new idea to test & validate with stakeholders ) was really low

Key Improvements and Results
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Led a value stream identification & mapping workshop with leadership of these multiple teams to identify blockers to communicate and align
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Ran agile maturity assessment to further discover problem and validate our assumptions
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1-1 leadership interviews with key leaders of the teams to identify their pains and potential to re-align the teams around value streams
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Ran open space style brainstorming followed by problem solving sessions to identify pros and cons to re-align these functional teams around value streams
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As part of minimum viable change we aligned marketing & business intelligence teams to value streams
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As part of this Product increment plantings were able to run smoothly and reduced dependencies.
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Pace of innovation index improved in 20%