Agile for Oracle Practice

Dec 2015
 2

Agenda

Agile and Oracle

Infosys Agile Framework
Roles and Responsibilities
Estimation
Agile Tools (Specific to Oracle)
DevOps in Oracle
Case Studies
Trainings and Certification
Appendix
Agile and Oracle
 4

Types Of Oracle Projects

1 2 3 4

ENHANCEMENT &
GLOBAL ROLLOUT IMPLEMENTATION UPGRADE SUPPORT
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Agile Applicability

GLOBAL
ROLLOUT

• Several Agile teams can be formed and follow Scrum of Scrum to run multiple
enhancements/developments. For very large program SAFe framework can be
recommended.

• More and frequent business involvement (demos and requirements clarification)

ensures first time right development and results in customer satisfaction

• Prioritization of functionalities helps identify the most valuable changes and

enhancements. This helps deliver early business value

UPGRADE

• Agile requires frequent releases in span of a few weeks. Larger processes will need
several releases to attain full workable status. During this period it will difficult to
provide demos to the customer on the end to end process
 6

Agile Applicability …continued

IMPLEMENTATION

• Idealistic Agile implementation requires every sprint to spend considerable time on

testing and regression. However comprehensive regression can be done only when
most important processes are in place end to end However below approaches can
be used
-Related Module can be developed as part of one release which can be developed
in multiple parallel Sprints
- Sprint and Release planning using interface programs.

ENHANCEMENT

• Most important business processes are already in place and working in Production.
Only new enhancements are required which are mostly development projects and do
not impact base configurations.
• Reduced Time to Market and Early ROI is attractive for enhancements rollout
 7

Agile Applicability …continued

SUPPORT

SLA dependent incident resolution is not applicable in SCRUM framework. Need to use
other agile techniques like Kanban
 8

Key Considerations For Adopting Agile

Agile Practice Adoption challenge

Typically Oracle needs big-bang approach with high visibility of the end
Entire development
01 to end (E2E) process/requirements, so it is a challenge to break into
takes place in short
sub-processes and achieve the business value in an iterative approach
Sprints/Iterations

Each iteration with A typical E2E business process cuts across various modules and may
02 demo-able not be fully configured in a single sprint/iteration
functionality A working E2E process may only be ready for demo after several
Sprints/Iterations

03 Dependency on Dependency on Oracle for standards functionalities (scripts/patches)

Oracle during the Sprint Execution
 9

Key Considerations For Adopting Agile

Agile Practice Adoption challenge

Team includes Functional Consultants, Tech experts, Business

One team – Dev, Test, Owners, Developers, Testers etc. They may need to move between
04 teams based on the requirement
Business- PO, SM
Multiple cross-track/cross-competency/cross-domain team (For
eg:- middleware team, dba team) are required to be part of scrum

Close collaboration Functional consultants work closely with business owners to

05 among all team blueprint the process. Developers and testers are not usually
members
involved in this activity

Lot of repeated tasks

due to shorter
06 iterations hence Each implementation is unique and poses new challenges.
automation plays Automation is not easily applicable
important role
Infosys Agile Framework
 11

Infosys Framework For Agile

Pre-Initiation Initiation Sprinting Release

• Identify Project type, • Time box the current • Determine if the

• Perform non agile
Agile Suitability and iteration to a maximum Install is major or
tasks such as DB setup,
Readiness of 4 weeks based on minor feature
Data Architecture ,
• Identify the Critical the Product back log enhancement to the
communication plan
success factors for the • Design and Develop product
etc
project and review with the • All minor
• Enable Agile
• Identify Key stake Business user(s) on a enhancements can be
orientation for Team
holders and determine daily basis moved to the
members
the Decision Rights • Add the additional production, major
• Start the Story and
Framework user requests into the enhancements should
Epic sessions and add
Product Backlog and be move to the pre-
to the Product Backlog
Prioritize prod environment
• Refine and Prioritize
• Once the specific and released to a
the Product Backlog
feature is usable select group before
deploy movement to prod
Detailed process: http://172.25.103.244/sites/Pride/_layouts/PRIDE/ProcessDetailsDisplay.aspx?ProcId=259
 12

Typical Agile Onshore-Offshore Model

Direct Collaboration
Dependency
management
Impediment resolution
User Stories

Offshore Iteration Scrum Team

Features &

Onsite
Manager Master
Sprint Sprint Heavy Collaboration Stand Ups
Product Backlog Retrospective
Tasks
Backlog Solution
Product - Story Grooming
Architect/ - Functional/Technical Dev Leads
Manager Discussion
SME - Demos & Feedback
- Dependency
Resolution
Product - Backlog Proxy Product
creation/Prioritization
Owner - Stand Ups/Status Owner
Meeting/Retrospective

Key Highlights Team ( Dev Direct Collaboration

Team
 Direct and Continuous collaboration Lead,
Functional discussion
(Dev/QA/
at all Levels Functional Dev Forum (Best Functional
 Continuous Improvement through Consultant Practices,
Tools/Utilities
Consultants)
Regular Demos and Feedback ) etc.)

 Proxy Product Owner (PPO) can

help play PO role in offshore time Onsite Offshore
zone
 13
Package Implementation -Waterfall Vs Agile
Waterfall Oracle Agile
Step 1
• Planning & Package Selection

Step 2
• Package Evaluation Strategic Planning Workshop

Step 3
• Organizing Project Methodology

Step 4
• Project Scoping
Release Planning Workshop
Step 5
• Requirement Gathering

Step 6
• To-Be Design

Step 7
• Package Configuration

Step 8
• Custom Development

Step 9
• SIT/ IT/User Acceptance
Release Sprint
As Per Release plan
Step 10
• Cutover and Go Live
 14
Global Rollout Approach - Waterfall Vs Agile
Agile
Waterfall
Strategic Planning Workshop (Scoping)
• Global Template Validation
Step 1 Global Template Release Planning
Workshop`

• Solution Definition
Step 2

• Configuration and Development

Release Sprint
As Per Release plan
Step 3
Local Template Release Planning
• Testing and Deployment Workshop`
Step 4

• Go-Live
Step 5
Release Sprint
As per Local Release Plan
 15

Oracle Upgrade – Waterfall Vs Agile

• Upgrade Assessment
• Study existing Business Processes Release Planning Workshop
Step 1 • New System study

• Development Trial Upgrade

• Trial Upgrade
• Upgrade customizations and interfaces
Step 2

• SIT Upgrade
• Refine Trail Upgrade Solution
Step 3 • Perform Integration and testing

• UAT Upgrade
• Perform UAT and Signoff
Step 4

• Production Upgrade Release Sprint

• Cutover and production Release
Step 5 As Per Release plan
 16

Team Distribution & Execution Models for Distributed Agile Execution

Following are different working models depending on the geographical distribution of the project team

Onsite and Offshore have at least a 3 hour

Model1 overlap in working hours

Onsite and Offshore do not have a significant

Model2 overlap

Onsite and Offshore do not have a

significant overlap and the team size is
Model 3 small

Note : Team to be collocated with in onsite and offshore. Split of locations with in Onsite and
offshore will make Agile model highly ineffective
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Model - 1
• Onsite and Offshore have at least a 3 hour overlap in working hours
Typical Team
Recommended Operating Model Composition
Scrum Team Size – 10 to
• Onsite and Offshore operate as a Fully Integrated Scrum Team
12
Onsite to Offshore ratio
• Task Level distribution of work
– 30:70
5 Developers : 2 Testers
• All Scrum Team members attend a single daily ‘Standup’ call
: 1 Designer : 1 Product
• Onsite team may hand over a complex User Story needing frequent Owner : 1 Scrum Master
customer interaction to offshore team once complexities are resolved
 18

Model – 2
• Onsite and Offshore do not have a significant overlap Typical Team Composition
Onsite Team Size – 6 to 10
• Total project team size is exceeds 15 members 1 Onsite coordinator for
Offshore team
Recommended Operating Model 3 Senior Developers : 1 Testers :
1 Product Owner : 1 Scrum
• Onsite and Offshore operate as a Fully Integrated Scrum Team Master
Offshore Team Size – 10 to 12
• Task Level distribution of work 5 Developers : 2 Testers : 1
Designer : 1 Proxy Product
• All Scrum Team members attend a single daily ‘Standup’ call
Owner : 1 Scrum Master
Total Onsite to Offshore ratio –
• Onsite team may hand over a complex User Story needing frequent
40 : 60
customer interaction to offshore team once complexities are
resolved
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Model - 3
• Onsite and Offshore do not have a significant overlap And the total
project team size is less which does not allow splitting into multiple
Scrum team. Typical Team
Composition
Recommended Operating Model Scrum Team Size – 10 to
12
• Onsite and Offshore operate as one Scrum Team Onsite to Offshore ratio –
40:60
• Onsite & Offshore Scrum Team members must attend at least one 5 Developers : 2 Testers :
common daily ‘Standup’ call. 1 Designer : 1 Product
Owner : 1 Scrum Master
• Onsite team members should be assigned Tasks that require close
customer involvement

• Offshore team members are assigned tasks that can be executed

independently or with minimal customer involvement
Roles and Responsibilities
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Key Role Description

– Responsible for business value & ROI, requirement prioritization

– Specify overall project goal and vision

– Provide high level requirements, their priorities & business value

– Ensure overall release plan is in line with business requirements Product Owner
– Participates in requirements workshop, in case of tie-breakers between requirements in terms
of priority /value, make decisions with regards to requirements

– Define the user stories for the software, work with team to decide iteration schedules and
release plan

– Provide detailed and well groomed requirements along with acceptance criteria before the
start of every iteration.

– As and when required, before and after every iteration, prioritize requirements and keep
product backlog updated

– Review working software at every iteration end, Accept/Reject items

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Key Role Description

– Responsible for Enterprise architectural standards &

considerations, decisions

– Review & Acceptance of the architecture decision

and design ( if applicable)
Architect

– Responsible for configuration set up

– Ensure functional design is detailed enough

– Accomplish the functional testing

Functional Consultant
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Key Role Description

– Works closely with the team

– Work closely with product owner to help maintain up-to-

date product backlog

– Ensure adoption of agile practices like daily standups

– Ensure progress tracking is available through burn down Scrum Master

charts, dashboards etc.

– Responsible for enacting Scrum values and practices

– Removes impediments and take proactive actions to resolve

deviations

– Ensure that the team is fully functional & productive

– Enable close co-operation across all roles & functions

– Shield the team from external interferences

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Governance Mechanism

• Mandatory Daily standup is the best Governance mechanism

• There can be multiple scrum teams with different scrum masters. Each team member will attend
only one standup call, but there would be multiple standup calls.

• Usage of a Agile tool to capture everyday data and enforce discipline to update the tool on a daily
basis

• Have governing body over Scrum teams to monitor and guide day to day progress and bottle
necks. It can consists of Scrum masters, Program Mgr (Infy & Client), PO, Architects

• Like daily standup meetings, daily governing body meeting is suggested (this will check proper
update of ALM tool, any show stopper, effort burn rate analysis, scope creep etc..)

• Have playbook/cook book for quick onboarding of new resources. This should include
Introduction to Agile, Overview of the program, Overview of the epic, Program mile stones,
Scrum team structure etc..). Quick onboarding of new team member is highly critical
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Communication

• Notes/remarks section in ALM tool to be updated clearly by the team members on

every story/task
• Any scope change/addition/deletion to be discussed in the daily governance body
meeting and to be updated in the story in ALM (considering the velocity is already
firmed)
• No scope change request entertained over mail or other media. Only ALM updates
are acceptable.
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Estimation
 27

Effort Estimation Models For Oracle Agile

Sample from a project

• Release planning workshop (RPW) is held at the beginning of every quarter which will pipeline all
stories for the next Release. These stories will be segregated as per the existing Scrum team and
separate work out session will be conducted. Every story will picked up and PO explains the
requirement, acceptance criteria and then team will use voting system to estimate it. A
predefined series of days are provided 1,2,3,5,8,13…(Fibonacci series). Each team member to
pick the estimated date and this will be openly discussed in the workshop until the day is finally
agreed by all (estimation is in days). This will be updated in Rally then and there. PO s/Architects
will help you to validate, but estimation will be done in the call itself

• A typical RPW will be 4 days session (6hrs workshop everyday which can extend based on
progress you make). Normally it happens at onsite hours. Every team member physical presence
at office is mandated. Executed with Webex video call

Pricing Models For Oracle Agile
Staffing and Effort
T&M
• Pure term effort and people
• Lots of unknowns.
•Suitable for initial engagements
where project team does not have
much control over dependencies
and SME support
• Delivery risk is shared between
client and Infosys.
** Infosys will evaluate the maturity and the available data points after successful delivery of 2 sprints.
Pricing Maturity
Fixed Scope
Fixed Price
• Well defined scope
• IT & Business commitment for
successful delivery.
• Controlled outcome and
expectation
• High cost predictability
• Majority of delivery risk is with
Infosys.
•Caution points: Scope creep in any
form, Gold plating (giving more
than what is asked), resourcing
challenges, low team motivation
levels are all risk towards Infosys
28
28
Variable Scope
Unit of Work (UoW)
Based Pricing
• Fluctuating work load based
business needs
• Feasible when the execution
model is matured and proper data
points are available to define UoW
**
• Client pays for each service unit,
for the UoW produced.
• Easier Change Request
Management
• IT & Business commitment for
successful delivery
Agile Tools and Templates
(Specific to Oracle)
 30

Tool Name Open Source / License

Agile Project Management
Document Collaboration
Requirements gathering
Prototyping
User stories
Sprint Planning & Tracking
Sprint execution & Monitoring
Detailed design
Coding
Unit testing
Rally/ Mingle/ Version One/
Agile Express /Agile Zen/ Agile Wrap/JIRA Agile
Confluence/ On Time
Rational Doors Next Gen
Infosys requirements quality analyzer
Visio, Oracle Forms, PL/SQL
IBM RTC (Rational Team Concert)
IBM RTC(Rational Team Concert)/ JIRA Agile / Tempo
JIRA Agile
Microsoft Visio
CA Erwin
DQA for Erwin
Eclipse
Oracle Jdeveloper
Altova XML Spy
DELL Toad
Embarcadero DB PowerStudio
Selenium, Perfaware
 31

Tool Name Open Source / License

PQM & Code analysis ERP Analyzer
Infosys Code Quality Analyzer
Configuration Infosys iDSS
DELL Toad
Embarcadero DB PowerStudio
Rapid eSuite
Oracle iSetup
Data migration Infosys iDSS
Infosys Rapid Migrate
Automated build & Continuous
integration Jenkins
Infosys Rapid Build/ Rapid Read
Infosys Rapid Deploy
Test management planning &
reporting Oracle application testing suite
Rational quality manager
JIRA
Zephyr
Integration & Functional
testing Oracle application testing suite
RFT
 32

Sample Templates

User Story Template

Story Point Sizing Template

Sprint Capacity Estimation Template

 33

DevOps in Oracle
 34

Phased Approach for Agile and DevOps journey

 35

Key Levers for Agile and Dev Ops Journey

Three key levers/ focus areas along with enablers to build Sustainable and Scalable model using
Agile and DevOps principles.

Predictability, Sustenance and

Business Agility Quality Continuous Improvement

Governance

A Adaptive Iterative Framework B Capability Uplift and Implementation C DevOps

Adaptive framework which Uplifting the capability of team by Creating DevOps strategy and
addresses key tenets of Iterative role based trainings , upskill team blueprint which will further
Way of Working in Sprints and with Tools training and facilitating accelerate Agility.
Key Levers

DevOps. the implementation.

Accelerate the automation journey
with Enablers & Accelerators
track.

Change Management
 36

DevOps Success Model in Oracle

DevOps Streams Initiatives Benefits

• Clear requirements , better planning , effective tracking Reduced rework & gap
Iterative Way Of Working • Agile , Flexible & Collaborative work culture Deliver what is needed IT Cost
• Build , Test , Show & Tell , Feedback loops , Learn & Adapt Increased Visibility

• Starting from requirement , source code to deployment track Reduce manual

entire cycle automatically via DevOps Delivery pipeline Product
E2E Traceability integration errors
• Online reviews , leveraging collaborative infra and tools Single source to refer Quality
• Central place for Business, Engineering , QA & Ops team

• Central distributed version control for all artifacts Continuous &

• The process and technical solution for deploying ready Incremental Validation Product
Continuous Integration packages without human intervention across Infosys and VF Reduction in SCM Quality
parts of the SDLC. related mistakes.

• Identifying key regression flows to be automated

Automated Testing • Tool with solution in place to automate regression flows cost Early Defect Detection
IT Cost
effectively Stable deliverables

• Automated deployment and distribution of software assets,

Reduced Cycle time
Automated Deployment and application configuration, databases, infrastructure
automated env. provisioning configuration, auditing and logging systems Less Deployment IT Cost
Failure
• Usage of AWS to quickly spin-off boxes

Reference from a large telecom project

 37

Case Studies

Implementing Global Planning & Replenishment For Leading Telecom
Retailer (£45B) From UK
Client Profile
• Client is the leading Telecom retailer in the UK,
planning to improve its planning, forecasting and
replenishment processes. It has planned to deploy
automated planning solutions globally.
Business Goals
• Consensus on a single demand and supply plan
across different business functions
• Improved forecasting and inventory management
and enable visibility of forecasts, supply and
demand across the channels to
• Reduce obsolescence from slow-moving
stock
• Improve channel availability
• Reduce working capital
• >€70 million business benefit through planning
centralisation
38
Solution Highlights
• Implement global planning and replenishment processes using best of breed Oracle RPAS
solution
• System Integrator for end-to-end transformation, Package Implementation, Integration,
End to End Testing and Market Roll-outs
• Designed & delivered Demand Forecasting, Supply Replenishment Planning, Inventory
Visibility, Customer & Supplier Collaboration using Oracle Retail Predictive Application
Server v13.4 (ORPAS)
• Process integration with execution systems - Oracle Retail, SAP ERP, Oracle Seibel, MDM,
integration with 3rd party Hubs using Oracle Data Integrator (ODI)
• Devop’s tool implementation for the project delivery.
• Agile iterative development (Sprint) for design, development and testing
• Confluence for requirements, development through agile Jira, Testing using
Zephyr, Continuous Integration through Stash/GITs and continues automated
deployment through Jenkins
• Project reporting through Jira dashboards, automated regression testing and
automated deployment
Benefits to Client
• Delivered €60m benefits by rolling out the global solution to UK, Spain, Greece and South
Africa
• ES - Higher proportion of healthy stock (80%+), Increased availability in the direct channel
(2% stock out) and at Franchises (23 p.p. improvement)
• SA - Decreased DOS from 45 to 33 and 16 p.p increase in direct channel availability
• By implementing Agile and Devop’s,
• Delivery life cycle (value to realization) changed from 9 months to 4 weeks. Speed
of deployment increased to weekly deployments.
• Increased quality, transparency of development progress through live reporting
through Jira
• Benefit of 260K euro’s by Automated environment provisioning, Automated
testing and Iterative ways of working
 39

Agile Implementation For A Global Coffee Company Platform

Client Profile Solution Highlights
• Client is an American global coffee company and • Prototype and Build a CRM Application on Siebel v8.1.1.11 to fulfil
coffeehouse chain. It is the largest coffeehouse stated business requirements.
company in the world with 21,160 stores in 63 countries • Open UI implementation to enable mobility for below business
and territories processes:
• Order Management
Business Goals • Contact Management
• Opportunity Management
• Enable mobility through Open UI implementation for • Account Management
efficient order entry and tracking system, eventually • Customer Management
boosting Sales Productivity • Asset Management
• Provide better user experience through Open UI • Business document generation by leveraging Oracle BI
features and bringing disconnected Legacy Systems and Publisher
Business Processes on a common Platform • TPM Application Upgrade from Siebel v8.1.1.7 to Siebel v8.1.1.11
• Save maintenance cost by maintaining one Application and further enhance system capabilities.
instead of multiple Legacy Applications • Integrate Siebel Platform with external systems to enable
• Integrate and Customize the Application to provide a transactional data exchange.
360 Degree view of the Customer Information.
Benefits to Client
• Distributed AGILE framework accelerated delivery of the Application to end users by over 66% in comparison to traditional
waterfall implementation i.e. Release 1 of the project went live within 3 months of project kickoff in comparison to the waterfall
model that required 9 months to go live.
• Agile delivery model enabled continuous business engagement resulting in better application fit and also enabled the business to
adapt early to any process changes.
• Agile helped client organization with better tracking and visibility of deliverables, pending scope and budgeting.
• Agile helped client to re-prioritize the user stories based on changes in the Business Environment

Development Of Sale Application Using Agile For Electronic
Distributor
Client Profile
• A global provider of electronic products, services and
solutions with Business Vision to emerge as a clear # 1 with
sales of over $16 billion
• Serves as a supply channel partner for approximately 700
suppliers and 140,000 original equipment manufacturers,
contract manufacturers and commercial customers through a
global network of more than 300 locations in 50 countries and
territories
Business Goals
• Client has been using different ERP systems per region. It is
now implementing ERP driven Global Business Transformation
Program, that would serve as a key enabler in the realization of
a unified global organization that leverages its full size and
scale to gain competitive advantage through a superior ability
to respond to the critical needs of customers and suppliers
• It’s Sales team deals with huge volume of transactions
worldwide and to meet global business challenges Sales portal
needs to be real time, user friendly application with high
availability and high performance
40
Solution Highlights
• Scope of work for composite application development:
- Understand the functional and non functional requirements
- Architecture definition and Design
- Service level objectives metrics development
- Build composite web application
- Integration and Performance Testing
- Multilingual Support
- Deployment and Support
• Technology involved
- Software – Oracle Fusion suite, Oracle EBS R12
- Languages – Java/J2EE, BPEL, RIA on EXTJS, AJAX, RESTful web
services, Oracle Apps and custom schema
- Framework – ADF
 Integration
- Complex solution with three different architectural framework (OAF,
ADF and Oracle Applications (Oracle Forms) integration
 Methodology
- Scrum was used to deliver scope in release consisting of 11 sprints
Benefits to Client
• Agile scrum based execution allowed to have an integrated applications
roadmap, reduced development cycle time, and business focused life
cycle approach
• Technology selection through multiple Proof-Of-Concept phases as part of
the Reference Architecture definition, Internet Taskforce etc
• One of the first R12, Oracle SOA/Fusion implementation in the entire
world, gave Infosys the first mover advantage

Oracle SOA Implementation For Leader In Providing Innovative Data
Center Management Platform
Client Profile
• Client is the leader in providing innovative software and
hardware technology that rapidly helps customers link
corporate and IT strategies.
• Client delivers IT infrastructure management solutions for
enterprises worldwide, helping customers reduce costs,
increase availability of network resources, and enabling
control, security, and compliance
Business Goals
Following are the business drivers for DCIM platform
development:
• Provide cost effective Data Center Infrastructure Management
(DCIM) platform as with increasingly complex environments,
mass virtualization to the cloud and disparate tools used by
traditional facilities and IT managers, data centers management
has become difficult and costly
• Develop a platform which provides full offering, from asset,
power, and cooling design and management solutions to
embedded server firmware and management capabilities.
• Design intelligent closed-loop control system that brings
together disparate, heterogeneous point platforms into one
proactive management solution
41
Solution Highlights
• Technologies involved – Oracle SOA 11g, OSB, ADF, CEP (Complex Event
Processing), BAM, EJB 2.0 etc
• Solution Architecture – Multitier platform based on Oracle technologies
• Rich UI - ADF 11g, BAM
• Mid tier - SOA 11g, OSB, Oracle Business rules, EJB, CEP
• Data Tier - Oracle DB, Toplink
• Setup of Scrum agile framework
• Design using Enterprise Architect /ICONIX process
• In development cycle for this platform Infosys Team participates in following
activities for first release:
• Scrum coaching for India team
• Execution: with daily Scrums, Scrum of Scrum, Burn down charts,
Frequent Builds
• Customer Demos, Continuous Testing and Integration, Visible
Increments
• Sprint Closure: Sprint Review, Sprint Retrospective
Benefits to Client
New generation DCIM platform is aimed at delivering below benefits:
• Deliver product fast using agile methodology to maintain first mover
advantage
• Reduce the total cost of ownership (TCO) of data centers
• Proactively manage energy usage
• Predict infrastructure failures before they occur
• Optimize server and power chain headroom
• Communicate with and control heterogeneous equipment with different
communication protocols and physical interfaces
• Automate policies and heuristic procedures to reduce operational costs
• Extend the useful life of existing data centers
• Improved efficiency and capacity management with uncompromised
availability
 42

Recommended Agile Training and Certification

• Infosys Global Agile Trainings and Certifications

http://sparshv2/portals/QualityAndProductivity/Pages/Functions/Agile-
CoE/Certifications.aspx

• Certified Scrum Master from www.scrumalliance.org

http://sparshv2/portals/QualityAndProductivity/Pages/Functions/Agile-CoE/CSM.aspx

• SAFe Program Consultant and SAFe Agilist from

www.scaledagileacademy.com
http://sparshv2/portals/QualityAndProductivity/Pages/Functions/Agile-
CoE/Ext_Certifications/SPC.aspx
Appendix
 44

Trigger : When To Use Agile

• Technical complexity – The technical feasibility of the requirements needs to be explored
before committing to deliver
• New or Untested Technology
• Time to market is critical – for instance to respond to new product releases from
competitors
• Requirements cannot be clearly specified at the beginning of the project & the customer
would like to Progressively Elaborate on requirements
• Greenfield projects where time to market is critical and there is a need to go live with
core functionalities much earlier than the project end
• Client is keen to spend time through the development cycle to see the application
getting built and provide the feedback
 45

Benefits of Agile

- Early Feedback cycle

- Faster Time to market

- Facilitation of change management

- Identification of issues at the early stages

- Higher communication and collaboration

 46

Some Misconceptions On Agile


Typical Challenges And Mitigation
Challenges
•Bridging the gap between distributed teams –
Customer team , Infosys Offshore
Development.
•Unproven methodology and hence likely to
have more challenges than others
•Meeting the release dates
•Lack of scientific methods for estimation
•Skill Set Maintenance
47
Mitigation Plan
•Staggered offshore working hours to ensure 2 hrs overlap
with onsite hours.
•Established multiple daily calls for project status - Usage of
tools like Net Meeting, Video Conferencing.
•Agile Offshore requires flexibility from both Customer and
Infosys Onshore teams to make it work.
•Communication enabling tools are highly recommended.
•Monitor these projects more closely with respect to
project management and change management.
•An agile project needs to have a high level project plan as
well as a brief iteration level plan.
•Tracking of each task on a daily basis.
•Daily Stand up meetings with onsite team.
•Tracking of issues
•Preferred overlapping shifts in GDM.
•Modified version of the iterative SMC estimation method
can also be used.
•Customizing the existing estimation methodologies to cater
to this need.
•Good mix of resource skills to be maintained for all the
applicable technologies.
 48

Critical Success Factors

Ensuring Agile Process Awareness

• Define the Agile process in GDM environment, which is risk aware and context
sensitive
• Deal qualification kit and suitability metrics for Agile implementation
• Resources will be trained on the client processes and expectations

Operational Alignment
• Offshore will align their work schedule during the initial few months to ensure
time overlap of 2-3 hours
• Offshore will attend Iteration Planning and Retrospectives
• Frequent video conferences with offshore team to build a relationship
• Scheduled visits by the onsite client team to the offshore development center
 49

Critical Success Factors ..Continued

Appropriate Resourcing
• Identified profiles have the right technical expertise and communication skills
• Offshore resources will be screened for communication skills

Usage of Tools and Infrastructure

• Shared repository for effective management of documentation
• Using Collaborative tools such as Live Meeting, Microsoft Communicator and Live Chat
• Be able to adapt new engineering practices e.g., Test Driven Development
• Using Video Conferencing and International bridge lines

Metrics
• Quality and Productivity metrics will be tailored to Agile BI approach and tracked for each
iteration
• Aggressive project schedule and effort tracking and reporting
• Executive reviews
 50

DevOps – Typical Challenges

People Process Organization Impact

• Fragmented org structure • No unified process • Impact on stakeholders/units

• Can’t decentralize Ops • Measurable outcomes, metrics • Defining end-state and roadmap
• Developing DevOps skills • No clear execution models • Success of DevOps implementation

Technology – Automation setup for DevOps

• Selection and implementation of right tools for automation • Improving quality and reliability using automation
• Cost and correctness of automation • Measuring Automation benefits
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DevOps – Key Success Factors

 Encourage communication, collaborative work practices

between Dev & Ops
 Improve trust across organizational boundaries
 Shift focus towards delivered business value
 Align Dev & Ops to common goals
Org Culture
 Integrated knowledge repository
 Common vision, vocabulary, knowledge & tools
 Training programs for effective use of
continuous delivery process & associated tools

Knowledge
Management DevOps IT Agility

 Adopt Agile Development

 Adopt Agile Ops / Infrastructure
 Flexible standardized processes, practices &
tools
Continuous  Eliminate Silos & build cross-functional teams
 Adopt Continuous Delivery Flow
 Automate wherever possible through tools integration
 Effective & adjustable feedback loops
 KPI measurement
 Incremental improvement using Kaizen

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Continuous Integration

Continuous Integration workflow

Trigger
Build
Develop based
Static code
Feature analysis
Code Code
Dev Code Coverage
Scripts Artifact
Commits Publish Repository
Compile Package Build
Config Automated Unit
Testing Build
Version
Ops Control

Report Build
Failure

Common source repository across the teams

Automate the code assembly on every source code commit in the version control
Enable automated code quality & unit tests to ensure a good build every time
Use build tools to initiate code inspection, code coverage and unit/ integration testing
Use tools for code quality check, code coverage and unit testing
Track code quality and code coverage compliance to ensures good quality build
Create test mocks to enable integration tests
Use build repository for storing build binaries
Standardize process to always use the latest binaries from the build repository to deploy into
different env.
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Continuous Delivery

 Version controlled binary repository

 Reuse of binaries across environments (Build once,
deploy everywhere)
 Fast, consistent & repeatable deployment process
across environments
 Ability to deploy multiple artifacts at the same time
 Deployment traceability to know who deployed what &
where along with deploy status
 Standard deployment model to integrate changes to all
tiers of a system
 Ability to deploy only the changed component/tier of a
system
 Standard environment setup achieved through the
 Hassle free rollbacks in case of deployment failure
deploy scripts using configuration properties, use of
 Easy production deployments due to repeated masking for sensitive data
validation of deployment process & environment
 Managed access control to decide who can deploy to
configurations in lower environments
which environments, enable self-serve builds to test
 Increased confidence of successful production environments
deployment
 Validation to ensure successful deployment (smoke
tests)
 54

Continuous Validation
Auto- trigger of Smoke Test scripts on Auto- trigger of System Tests on successful Auto- trigger of Performance Tests on
successful completion of Build deployment completion of Acceptance Tests. successful completion of System Tests.

Test Monitor
Results Results
PERFORMANCE TESTING
DEPLOYMENT TESTING BUILD ACCEPTANCE SYSTEM TESTING
TESTING

Continuous Test Automation

Tests can be run in multiple machines to reduce

Auto updating of System Test Cases in Testlink/ALM load on the CI Server. We have independence in
and Defects tracked using Mantis. triggering any suit required.

TEST MANAGEMENT TOOL

DEFECT MANAGEMENT
TOOL

Infrastructure Provisioning &

Test Data Management Security Testing
Automated Testing
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On-demand Provisioning And Infra-as-code

Infra Models
Script Popular open source
Environment Hardware Stack
infrastructure automation tools

Environments
definitions Provision
Environments Physical include Chef, Puppet, CfEngine,
Infra
Manage scripts Bcfg2 etc.
(infra-as-code) testing
Virtual
Version Control

High level infra automation setup

Infrastructure automation provides automated environment provisioning

approach enabling faster test infrastructure setup. Key objectives of
infrastructure automation include:
 Ease of creating and managing changes to environments or related configuration
 Ability to re-create environments from scratch in case of hardware failure
 Version controlled infrastructure scripts & configuration provides traceability of infra changes
 Consistent, production-like environments across deployment pipeline
 Faster response to changing infra requirements
 Support controlled, fully repeatable deployment & release process through deployment pipeline

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Tools For Orchestrating The Capabilities – An Illustration For

Informatica MDM

Project and Change & Architecture & Development Test & Defect Build, Deploy & Environment
Portfolio Requirement Design Management Release Management
Management Management BuildManagement

HP ALM (/MS Test

Visual Studio
TFS, MS Manager), CA
Ultimate or Please see below VS Release
TFS, , MS Project PowerPoint, MS LISA/ Chef
Enterprise, MS table* Management
Excel & MS Word SOAPUI,
Visio
Selenium &
Cucumber

Planning, Budgeting, Requirement, Task Enterprise Development & Deployment to

Functional, Build, Deployment
Forecasting Management Architecture and Quality Tools* Environments
Regression, Defects
Solution Design

OpsHub or
Chef with VS Release Management 3 RC
Kovair omni bus
Chef with VMWare plugin

TFS As ALM
.NET Java SSIS BizTalk MDM
Code FXCop, Coverity, Visual Studio Coverity, Pragmatic Works - BizTalkCop
Quality tools - Static Code Analysis, SONARQUBE, Best Practices
Tools Code Metrics, Code Coverage & CheckStyle, Emma, Analyzer
Code Profiling, SONARQUBE, Clover for Code No Standard Tools
StyleCop Coverage
Unit NUnit, Visual Studio Unit Test Jtest, JUnit, ssisUnit, SSISTester BizUnit, BizMock
Testing Framework
End of Presentation