 So, shall we start, still we have 2-3 minutes, I think I will use this 2-3 minutes to have at least we will start with some interactions ok. People somebody from management have done management, you know 4 piece in marketing right, what are the 4 piece, product place, price, promotion ok. So, anyone guess, is there 3 C's, is there anyone in any book you have seen 3 C's for agile project success, C I, collaboration, good, good, good, cost ok, customer ok, good actually I think we are aligning in at least 80 percent of the things ok, we already revealed the secret, what are the 3 C's, this 3 C's is not taken from any book is based on our our agile experiences, never agile journey, what we felt this are the 3 important points which really anyone want to really adapt the agile in our organization, what are the level, this need to be taken care, previous speaker taken more on the process side, I am not going to take much on the process side, I will take on the other part of the story that the human back, we will see how this human back the people, they determine this agile success and what are the related things, really going to helpful for your software to work or the thing ok, this agile is a process, methodology, is it comparable to waterfall, somewhere I from my perspective is my own perspective, I didn't see agile as a process, I see agile is a way of working, so is the way how you develop, the good way of developing your software is a way of working, I am not saying is another process, reason is another process you want to transition any waterfall and all, it is a set of practices, processes you take a training and people can moved into it, but from my experience transitioning at least 100 plus team we have done for our OEM, I never seen that is a very easy task like just a process, teach them from planning, poke ring all those things, I don't think it is ends, it is complete the mindset change, you have to set the change the mindset of the people, really the agile want to work for you, you have to set the mindset of the people, so the people aspect is much more important, if you really want to successfully transition to agile, you tell automation, you tell TDD, so you create that culture, so he has said the context very clearly, one of the principle he told, it should be a yearly success the collective responsibility, so to bring that responsibility, the accountability into the team, it is very difficult, all agree, so transitioning to agile, some people telling I will do it in another couple of months, I feel is a team maturity, how your team has reached that kind of maturity, and become really a self-organized team, then only you can tell, we are moved into agile, good, with a note, a brief experience about me, I work mostly in the telecom application, and I have worked as more than five years in the agile projects, we use more scrum and the XT practice, scrum is for our planning and the XT will be the practices, we have used extensively, I played as scrum master role, agile coach, scrum coach, so these are the roles I have played, so this current case study, this is a case study, it is taken for the distributed team, actually this story dates five years back, we had a major program we taken, it is an IN development, people know IN, Intelligent Network, your prepaid cards, we, by the way we do a lot of R&D services in the telecom area, we are very specialist and we are the market leader, market leader means we co-create product for all the, any OEMs, Eric's, NSN, ALU, for everyone, they are our customers, so we specialize in the telecom domain, and this product is transitioning the legacy and the new product from one of the Europe region, and this project to be executed partly in our thing in Bangalore, and some partly in China, some part of the component like UA related in China, and the backbone traffic player we done, and some of the management portion is done in the Netherlands, so it is the distributed, totally distributed team in a different hierarchy and different time zone, that is one thing, and second thing I want to tell the nature of thing, some of we had around 12 plus agile teams, roughly 6 to 8 people, the team size, and the specialty of some of the team is some teams we are fully owned, the product owner will be from the, our customer side, product owner, and there will be an architect from the customer side, and the team will be sitting here, and another situation some of the teams, 4 members of the team will be here, part of our company, 4 members will be 2 members from China, 2 member from the Netherlands, so this creates lot of complexity and the challenges, so in this environment, how, what are the challenges we faced actually, what I am trying to share here, what are the challenges we faced, some of the challenges you also can agree, like how you told 3 C's, you will also agree these are the challenges, and how we work on the challenges, some of the proven practices, which is work well for us in most of the project, it could be helpful for you, it will work for you, I think that would be key take away from you for this, so 3 C's, communication, collaboration, I think last 2 days in this conference everyone is hearing, communication, collaboration, it is a very key thing, and another element I want to bring, who are doing this offshore development, the important element is the customer involvement, agile never succeed, if there is a proper customer, high customer involvement is there, if the product owner is not there, you are not going to get a continuous feedback, then this, the inspector at this process is not going to be more successful, so that the third element, very critical element is the customer involvement, so to really achieve agility, really want to agility, there are lot of changes happening in the business, why the agile is taken, time to market, and respond to the business changes, if anything is getting changed from the, you are discussing idea to the delivery, any idea, business, new idea coming, how it will go to the delivery, how we adapt it very quickly, without missing anything, this for that the better communication should happen across the stakeholders, starting from the product manager, business managers, and all the technical people, so you want to see, want to just go through what are the key challenges, what we face in the situation, what I told in the specific case study, the distributed agile thing, see one we seen this jaw-eficial distance, I told different time zones, so this initially what happened, there is the delayed decisions, so we have to coordinate or collaborate across the things, what happened most of the time, this technical decisions is delayed, some point of time we couldn't get the priority from the product owner properly, this has impacted the team model, and lack of mutual trust, I think this is a common problem everyone in the office, how many people, some services company, I think this would be important, you will also facing this challenge, so whenever the new upon started, the lack of trust, the architects from that side, the team always does better, not doing good, that is kind of perception, raw, the perception will build, so to work on the perception and build the trust, that is a big challenge, and the communication, the cross communications and communication loops, and you will be seeing that the emails right, you will be for one of the requirement clarification, emails are keep on going, and finally you will see that the sprint is going to end, such kind of situations, I think you would have seen that one, so the, and lack of necessary documentation, so how many people agree that agile required documentation, others, so documentation means I, the value added documentation, I mean it is not a real documentation, like what you do in waterfall, so the value added documentation is certainly required if you work in the distributed, so let's moving into the proven practices from the communication friend, Raja has told about, you should have a proper infrastructure for your communication coordination, so and also you should have a proper right mix of the communication methodologies, I hope people know informal and formal communication, so what we have done is, we had a right mix of formal and formal communications, we seen the need for the better collaboration, so we use the link, so always the customer, and the customer also a part of the MS link, so the good IM communications they can have, they need not always go for your phone, so that one way we done, and the daily stand ups we done with the skype, so with the cost effective, as well as we are able to have like a video conference kind of thing, and all of the demos, planning meetings used to be a video conference, and so what is very important is, the face to face communication, Ajil tells about the people interactions, interactions over the email is ineffective, then you are doing over the some of this face to face communication tools, so those tools we use, and we have used WebEx sessions for all the sprint reviews, and we have the desktop sharing, those kind of things, the architect sessions are done that way, so this really helps, so we have, you should plan for the right mix of communication, this is what we thought, and what customer budget, if the customer has more budget, you should can go for a better tool, more informal tools which can increase more better communication. Second thing, architect and scrum master act as a communication bridge, so there will be a team communication happens, what we see also the delayed decisions, what I told, there is a delayed decision happening technically, so the technical things, architects will have a good sync with the architects over there, and the product owner, so always he brings and give that inputs locally, so it makes sure the delayed decisions are avoid, and scrum master makes sure the impediments went proactively and given on time, so that helped, and one more thing we done is the communication workshop, this communication workshop we have done with the customer, when the program started we done two workshop, one is communication workshop, and the cultural workshop, we will discuss in the next item that cultural workshop, the communication workshop we discussed about what type of communication, who will communicate to what, the complete the communication channel, what type of communication methodologies use, I think that really helped us make our project successful, that helped us, and one of the thing is a very innovative thing we have done, we feel that every jail projects will have a KPA straight, or some measurements for a product like team, for velocity like that, we also kept one subjective KPA, which really worked well to get a continuous feedback from our customer, it is called communication index, so every sprint, end of the sprint, we will ask customer to rate 1 to 10, how our communication went, from the architects, from the sprum masters, team and all, so based on the rating, it will help us to improve, and also to avoid any communication routes, so it really helped improve our relationships also, plan syncopic meetings, I told that this product is developed in the multiple location, and you will have a challenge during the design phase, and also design means we are not done a complete design, it is up to the evolutionary design, but still we have to do a high level architect, when the future is being defined, so that phase, our architects and architect from China and architect from, they synced up together, and they worked as one sprint, we used to call that as called sprint zero, sprint zero is typically start before your actual development sprint starts, so in the sprint zero, they have done, this really helped us, this is a syncoping meeting, and another syncoping meeting happened before the system testing phase, and the SAT phase, so this various competent getting integrated, so they worked together in one location, so it based on each release, the location is one time we worked in China, one time it will work in India, and one Netherlands, so they help this practices to improve the communication to avoid any problem in the release, and value added formal documentation, our design document we do design, we do all the whiteboarding, and we'll capture that thing with our mobile, and we'll put it in the document and send, so the documentation, because this is the communication we want to be in sync with the architect in the other places, that's how this written communication, but still we see is the value added point, so these are the practices really helped us in the communication side, so collaboration, so I read in a book that software development is a cooperative name, the agile is nothing but how to develop the good software in a very collaborative way, so that's what we all discussing for this conferences, so we'll see what are the key challenges for achieving this collaboration the distributed agile team, one is the geographical distance, the different time zones, where people have less time to interact, less interactions are there, and the cultural aspect, very important thing is the cultural aspect, how many people you've seen this problem, cultural aspect whether it is a service or a product company across the multiple is a very important thing, cultural aspect which need to be taken care of, and I can explain you this one, the context, the Netherlands people, Dutch people, anyone know about the Dutch culture, they will call direct Dutch, direct Dutch, the Dutch people they always call direct Dutch, the Dutch people give the feedback very straight forward in a very, not in a very polished, the direct way, whereas the Indians we working, we even the negative feedback we give will try to give in a polished area, most of them, and somewhere some speaker is telling about the transparency, the transparency, the transparency is not like we are not transparent, we are transparent, but we delay in telling it, if anything is happening, any issues are there, so it will be delayed, the Indian culture, the developer will delay, we'll say okay, I'll solve the issue then I'll tell the customer, you see the cultural differences, so totally two different there, they want immediate communication, direct communication here, we give delay, so initially we seen this problem, so what we done is, we have done a Dutch cultural workshop to our team, also we give an Indian cultural workshop to our customer, so to make them to aware, so what is the culture, and both the people who are participant of this cultural workshop before the program, so then they understood okay, this the people is like this, rather than the perception is building, it help them actually to start the relation, otherwise the relation we would have a very difficult thing to set the initial relation, personal tryouts, it is naturally the people how people is required, further we'll see the personal tryouts impacts this collaboration, that is also very important, we have to see in the recruitment, we'll see in the next slide how to do, if the communication is not good, it automatically lead to the collaboration issues, and also the organization culture and leadership, anyone can tell why organization culture and the leadership impact collaboration, exactly, it is like the traditional way of command and control you keep, and that's where I am also seeing from that the transition, when the agile transition happened, we are all trained or we are all coached by our coach, first time along with the team, so exactly coach tell us how we should face the facilitator role, initially for me is also transition was very difficult, we used to give command and control, we used to assign the work, and coming to a new way of role like team will select, and we need to only facilitate, we didn't have control, somehow we felt like that, so this is actually that moving to the servant leadership, the transition, not all managers does, you have to select a right leader into this thing, rather than a manager you have to get a leader for agile team, and organization culture also the structure, the deep hierarchy, that also impact the transparency is getting an impact on this, the more the information get filtered, so those things also seen, our customer told why not you can have a flat hierarchy, why you call take lead, project lead, project manager have one person's, one person's response, make it very simple hierarchy, so what will happen if you are, actually I see the, if you are not handle this situation properly, you will end up in the blame game, somewhere, how many people attended the IOS, the windows for transformation, IOS yesterday, they are telling they, we write, so we will always end up in they, so people point each other, and blame game will be there, it may not be very productive, and communication certainly the right style of communication we have to give, it's a very important thing, whenever you are setting up a new account or the program, this thing, at least ensure that you are having a visit from the customer, the critical person like a product owner, architects, visit you there, your premises and meet the team, similarly the team also visit team, at least the key members, visit the other team members or the architects, this will increase the collaboration, this we really see an effect, I can tell one instance we had one architect from, always his perception, I think he built up the perception, in the end the bad quality of code, people does a good quality of code, so without any data, this is the given starting of the thing, so what will happen, whatever we does, always he comes out with a better supporter of 13, I think this really need to be taken care, requirement workshop, somebody taken about the fixed bid, agile model thing in this right, so very important thing is this kind of requirement workshop need to be done actually before signing your contact, agile doesn't advocate about contact, still you have to sign a contract, so this requirement workshop will help you you and customer to understand what exactly the requirement and what is going to be the way of working, how you both work together, the communication collage, all the places and what is an architecture, it will give a good amount of information for you to really make a realistic commitment to the customer, so the requirement workshop and the hiring focus, cultural workshop we discussed, hiring focus, yeah, agile thing, we always give more importance to the social skills, all the communications and other team skills, so is there anything you want to share on this anyone, is that people also focus on this, because agile requires the different set of people, not only the technical competency, people should work as a good team player and we cannot, it is very difficult to mold such kind of social skills, but technical skills can be molded and organizational cultural leader, agile leadership, that's what we discussed about the servant leadership and the last but the least, the customer involvement is very important, if you see that customer involvement is there, I am seeing the most of the agile, you will be end up in doing agile but or it will become like a fragile you, so rather than you need not to play, it will create a lot of team attrition, those kind of things, even those kind of projects we see, so customer involvement is certainly very critical, so agile methods are intensively customer driven and no customer involvement means no agile approach, so what are the challenges we see in this particular program is the organization, they also started learning the agile first time, who is outsourcing, why they want to outsource is they want to have a cost effective and time to market everything fine for agile, still they also want the learning phase, so this, so they didn't see the value of lending one of the product one initially, so that created a problem and collaborations I told all the trust like an architect who started earlier and lack of knowledge even they have a lack of knowledge in the product as well as the processes that will have an impact and lack of time commitment, mostly they will see why I have to, I have to the project, why I should spend time with them, so that mentality will be there, so we have so we have, we found some solution work around for that, I use the word work around that, so that is not a solution, so work around for that, so this factors really impacts your customer involvement, one is like initially when I was setting a program, you set the way of working how we work, what is your response expectation, you set your expectation what we want the product owner, so it will be there and periodic visit for collaboration, the last thing what I want is customer proxy, what we done one program where customer put in able to give time, but team want that kind of consistent feedback, so we then our senior architect became a proxy product owner and he played as a customer proxy, so this really helped in bridging that gap, but I will tell this is work around, but still we need to have, we have to ensure the good customer involvement, then only you would not see any surprises during your releases, otherwise after the spin they will see, this is what I would not expect, so the involvement is very much required, so what are the key results we achieved is that team moral is a very high team moral, I could tell that addition is less than 5% in this team and we did missed our deliveries, all we are able to make with the good quality and we also had a very good seats at rating, I want to close, so we could, this proven practice is help to deliver the value to the customer and I want to close my talk with the human man, the leadership, so thank you any questions you can show.