 Organizations these days for whatever reason have adopted agile or the process of adopting agile and You should be interested in knowing when agile breaks. What are those things that would you know pull? You know agile going to Meeting its maximum speed. So that basically is the intent of the stock and before I talk I need to understand the crowd. I've been saying from morning that the crowd is a little tough Not so interactive to the extent that I was expected. So We need to have a nice break Familiar characters. Yeah Yes My my trouble is I do not move forward unless I Unless I see people as noisy as I am Okay, and I'm a little deaf. So you got to be loud. Yeah, you had good lunch. If not, so great lunch It's not a home food. So Familiar characters Familiar characters Who is the favorite character in this Tom or Jerry hey, I'm not going cold here Stuff that you have seen you continue to watch perhaps with your kids Okay, was it go with Tom who likes Tom and for what reason Tom's a poor guy and so he likes to mock at socialist Any other answer Okay, he never gives up Any other reason any of the reason for liking Tom No, the reason is it okay for those people who like Jerry? Why do they like Jerry is very Jerry is very tricky. Okay You like your manager I mean, there's been a lot of jokes going around on manager poor managers Okay, any other reason for liking Jerry Please smart. Okay, any other reason is that all you're thinking I mean please not think I mean This is I mean, there are no points to it. There's no success failure thing. It's okay I mean, it's your subjective thing. You like a character for what it is and Jerry is very adaptive he's very adaptive to changes no matter what change Tom brings Jerry is always there to break Okay, so that makes it interesting. Okay By the way, this has got nothing to do with my session I just hadn't because we need to break we basically have to you know Break the silence bridge the gap between us that basically is my idea and there's also another secret agenda Which is usually the audience have the highest, you know attention span for the first Few minutes or up to five minutes after that. They're not so attentive and if you're more attentive to this The rest of my talk really goes off easy because you're not very attentive to my talk and I can blabber anything I like So they asked This has got something to do with my talk perhaps but we'll figure it out You see these characters three different images there Which of the character you can associate more to the agile adoption in your Which of these images is one two three the skeleton class it's a full muscular man here There's the skeleton thing Which do you associate more to you know agility in your organization? Answers Still no points. I mean there's no winning no losing. It's okay It's still your thought process No answers Middle one. Why is it you follow scrum? But not any okay, so you follow scrum because you can go about saying yeah I'm a child. Okay. Cool. Thank you Any other anything is that you associate with I mean I'm not gonna give a lecture here. That's not my style. It just doesn't work out I'm not a great speaker. I know my weakness, which is a reason why I make my top very interactive Yeah, and and my intention is I should learn by the end of this half-hour. I should have some takeaways. Yeah, so then Which you associate to your you know agility which one the skeleton Because a jealous yet another process That's how your company calls it us or like this the first picture why why the first Anyway, I leave it to you. I'm not going to I mean, there's no straight answer. We'll go to things later. Okay, but generally I see a child more as this on the first picture because the way I see This to do agility the way I have been in a project team is nearly everything matters. It's not like okay This is not required. That is not required every practice that somebody has put it And or has probably preached it. It's out of their experience So you'll have to see how your experience and project connects to it that experience and start implementing it in a project That is true success. So I mean, you have to see the see the value out of these products practice And not see it as mere process a lot of them Take agility as I go to consulting thing. I see people see more as yet another process Right, you see people actually giggling on the ground saying, okay yet another process in place yesterday It was CMI today. It is urgent. Yeah, you have it on Okay, so the fun part is probably over. We've got hard lessons in place and that would require In a you to see as I'm going through flipping through each of these slides for you to retrospect to see How it is back at your workplace because that alone defines the success of the next half hour That you're going to spend with me first thing this one Like some of the things that I see a problem as problem in in the agile is is this hierarchy thing I have the kind of, you know, doesn't help accelerate teams big way, right? Before I move forward some of the things that I see as problem in hierarchies Hierarchy Command and control thing. I'm a superior guy and so I know things better happens in your organization show of hands Right. If you're a boss you say I'm a boss. I know it Right. You say it. Yes, show of hands. Oh All liars Okay, at least you are not your liars That's laughter, right? I mean, okay, so the best Way you can start learning is when you start admitting reality, okay That's that's really very important. I do not know the number of times that I've failed not lost come I've failed so many times, but it is only those failures and the lessons that I've learned out of the failures Isn't a brought me here So so it's going to come with you again Yes, you're kind of familiar with this Happens you see your boss saying we got to do this thing Without giving sufficient and a reason as to why you got to do it. Yes Yes, your bosses are around so you don't want to show your hands Let's let's do another world. Yeah, so offense How does the love hierarchy show offense? Let's change the question. We love hierarchy How does the love hierarchy? How does it make flat structures? So offense you like flat structures. Oh, come on. Come on Okay, so so let's go with the honest person first. You said you like hierarchy. Can you tell you why you like hierarchy? Yeah, so so you like hierarchy because tasks can be Otherwise, it's a little chaotic just about everybody says, okay, I'll do it, right? Actually, people don't say I'll do it. They'll do it. It's like the Indian fielders when boss ball crossing on They'll actually raise hand Outside the boundary they'll actually pick the ball and throw it to them. That's cool Okay, so so here's one reason I Believe that people like hierarchy. It's because It's again Characters we can start from the safe similarly everything is at home usually the latest You probably if not your dad's friend your cousin's friend your sister's friend Somebody who comes from this air. Yeah, I am a tech lead in this company What are you doing? Oh, I'm a developer in this company. Okay. He's a techie. I say same cousins, right? So the same because this guy's a techie. You're still a developer and then somebody says, yeah, you're still a business analyst And I'm right now a senior business analyst in this company. Yeah, I mean you Happens at our home. That's how I mean. We always crave it or have I need to next in a break go to the next This happens. Yes Okay, sure fans is probably a bad idea. Let's do shouting. I mean, then you do not know who is shouting, right? Yes Okay. Yes Not so loud probably have a different idea if you have a different idea, but you know speak out why Right. So yes Okay, now it's a little higher. Okay So so that's one thing. So you probably want to go home go back home and say this is what it is The other reason that is about it's like people saying, okay My friend in this company is such and such a position, right? Isn't this he's he's somewhere growing in the hierarchy Right. So the motivation factor in reality has changed from their nature of job That's a sad thing. There is so much In development the way at which technology is changing is so crazy. There's so much to learn and technology friend There's so much that's happening On the business analyst side something I can tell from the delivery thing I've seen business analyst writing poor user stories. Hell. No, I mean Pathetic user stories really long ones and then say I do not know how to break these if any of you Have got ideas. Well, I'm okay taking it off. That's not being a job That's terrible thing Business analysts do not spend time reading books Everything nearly in software development is a craft to be better than right be it software development I would be coding the business analysis be writing user stories be talking to customers be negotiation Now there has been a lot of jokes going around on the manager Right, so but that nine years have got their own roles to play So like Sunil Mughra was talking about servant leadership So if you are probably in any position of influence your role changes from be given, you know instructions You're actually facilitating to getting things done Typically things that happen in a project management is conflict between two different roles between These are things that are so so common in their projects. These are not bad at all If those things happen, it's good. It means people are thinking people are thinking on their own terms and they are fighting managers got a facility typically The manager's toward question mark is that you redo it question mark what happens? Then there is a conflict between ideas and project. Is there somebody who wants to share the story? any volunteers There's no conflict management in projects at all things are just more because it's one way somebody gives an instruction somebody is does that yeah, I You hope that things are being done at least you think things are actually going on in reality. It's not okay So that's another problem So before I go to the next slide. I want to ask this is any managers here. I Am not going to offend you for sure. Definitely. So can you actually say what is your role as a manager? you're doing in your company and Is it in a giant company or it's not I mean it's something again if you can throw some context around To ensure that everything is So that's more that's what I From my perspective the biggest challenge that I found is that many times during the requirement In stage or even during the daily standard Is the entire team Concentrating on what the protocol is Saying there are they giving the updates correctly as in what are the challenges or what are the blockers that they have? Because many of them what happens is they wait for the last woman So so as a manager it's like he's saying his job is to make sure People you know come out of their thing and then Basically do their job, right? So do me it's more about yeah facilitating things make sure people come out of there You know she'll not actually talk it's about self-discipline. It's about you know Ensuring or inducing that self discipline info in folks, which is what servant leadership is talking about do what it takes to you know get people on on track The other thing generally the troubles me and I see in a jelly companies that this cubicles This kind of cubicles that you see on the top. It's a terrible thing You cannot go really a child with all those things here are some of those findings things that I see happen And the cubicle system is it gives you so much privacy that a person ends up Facebooking person ends up reading a person ends up day-long trading Between nine and three trading hours. So I mean depending on your roads depending on your passion Are you end up in all these things? Yeah, you have seen this. Yes Yes happens right so too much of privacy is kind of a problem Something I mean I've been there. I mean I've been there. I've done all this Bullshitting business I've been there as well So for me this this thing kind of hell and recently this is a new moment that's starting up I'll just catch up on it sooner Typically we call this thing a stunning table culture. It's good. It's a way into which self-discipline is enforced I mean Facebooking if you still somebody that Facebooking is bad You tell somebody tweeting is bad if you tell somebody that trading is bad. It's a pathetic thing people will actually come back to saying Aren't you not doing it back in the cubicle right the other way the other reason is when you are here Even when someone is there in the cubicle say a person pins him for a required reason A tester, you know things a developer saying hey, I have a defect if a developer is not interested in that Testers defect is not going to answer it in his eye or whatever chat mission thing it is common things that happen in a cubicle system Yeah, I mean it is breaking your communication, right? That is a barrier in communication Kind of things are solved in that I've seen experience in this planning table culture. You're right there sitting across the table It's easier to talk show say hey, I have this problem Can we fix this thing up? Am I on the right track? Is my thinking correct right across the road? It's easy and Things are slightly more. I mean it's this kind of this adoption is going on because there is a study that has come up Big time that software industry has gone to the highest level levels of what stress, right? I mean folks in software industry are leading a very very bad life If you're gonna sit in your you know desk for more than are continuously it is gonna harm your health badly So that's this book called the healthy program by pragmatic publishers. So if you're interested, please I mean I'm not saying whether you're whether or not you're interested. Please pick up the book. I read it It talks so much about life Right. I mean the importance of healthy living I mean in your workplace So if only you're healthy in your personal life, you know, actually be healthy in your workplace So so that's very important a reason why this thing has come up I've seen these things come up of late adopted in a lot of companies where people when they're working here They when they think they want to make it bring about some change. This is gonna change move places They go back people stand here than the court Standing is good. It's much better than you know, you know being Seated on the chair. So things are changing a lot is happening Start going through these things. It's really important. It's it's good for you. It's good for your teammates, right? So blind obsession with tools The moment somebody talks about agile adoption people talk about okay, what's the next product that I want to buy, right? Typically people would say, okay, I need mingle. I need Jira. I need What's that rally? I need version one what not whichever tool is there available in the market or go get it Because why it's not because it is helping the product or the project team is because when they are familiar with the tool They can put it back on the resume saying I'm familiar with this tool. Hell. I mean, this is pathetic, right? Reason why people go with certifications is the same thing they can put it on their titles, right? They can add CSM. They can add PMI or whatever. I mean, what is more important is one adding it I mean, I'm not against certification so long as you have the lessons out of it learn the lessons But would be more into this certification thing with more into this tools thing because Because it will help you say, okay, I know this tool. I'm used to this tool. How did it? Give you value. How did it give value to a customer? I don't have an answer. I mean, that's where you'll end up people saying it And the worst is I will put it, you know for likely how well it was not my choice that company had actually asked it And so I had used it Just we're using it and and we thought of using this project management tool But then we had a poor infrastructure it so it was kind of flaky I mean you grill more and kind of get different answers out of it So the best thing is always focus on value delivery. I really repeat it. That's more important There's so much fun. There's so much learning that comes out of it Then using all these tools. Those are not bad. I'm not against it But go slowly when you're using the tool see at every single thing that you're using that how does it affect? Positively your project your team your customer, right? I mean that is important. Otherwise, it's just a waste of money Familiar this thing Yeah, when was the last time you had your performance? A lot of companies in trying to make stop is it you're not familiar this Velco It's such a common thing. All companies here. It's got this Velco thing. Yes, so offense And this is the company not with you so you can happily do it so offense go offense. Yeah Okay, for those people are not Races I'm curious. What are you doing? How does How does it work in your company? I I don't know. I mean I get some appraisal a of the day That's what matters to me. Yeah, that's what it does. All these are in France answers Oh, come on Answers Man, just speak your whatever you want to speak and then leave that that's what you have in your mind today It's all Velco Okay, let's go this other way sexes will go Let's shout. Yeah, Velco is a thing that happened in our company. Yes Yes Yeah, so any ideas why this is a problem Somebody wants to share their experience or maybe as this objective leaders, maybe not in your company But what you have seen what you've experienced Okay, maybe I'll make it even more polite. Maybe not in your company. Maybe in your friend's company. I Cannot talk bad about my company in my in a conference at and that too publicly when somebody is videographer I don't want to get in trouble. Yeah Okay, let's make it safe your friend's company And you don't have to name your friends companies or no offense to the company. So please all enters Yeah Yes, no, what's the problem? Okay, I've got 10 minutes. So I'm gonna rush the trouble is Belkov talks about saying these are very very much the extreme thing that you sing the superstars and pathetic guys Basically, these are these are rare events in a project But what they come enforces is you'll have to forcefully bring in You know these kind of people and what in reality it turns out is not that there are people who are You know who end of the day fits in that very rare events are really bad It is it come it is completely at the discretion of a boss his boss is super boss Yeah, that's how it is, right? It kind of goes there your manager in your performance appraisal your boss It's not pretty even man your boss He says you defend plastic job. I think you are you are there you are beyond Expectations right and then they've drawn this will curve And you've not got a good appraisal go back to your manager says yeah, it is all lost in in the overall normalization Sounds familiar. This happens, right? So so what happens? How does that affect agility, right? It affects agility because we end up saying Thank you. Okay. What is it that I need to do to break this metric? That's how the mind gets motivated You're instead of learning things on your project. You're motivated to break this, right? So which is why? We evangelists in some companies they kind of break, you know performance appraisal to to this performance at all Because they classify things if you know Microsoft has you know Thrown this stack ranking thing that's on a similar principle, right? So they've thrown it because it is hurting them It's like people are cannibalizing inside the project. That is the reality, right? Just to prove that you are a better off than your fear You can have Damage your fear and then you will do it. What good it does to the company. It's not it's hurting the company The reason why they have gone. So some of the companies that I know off They kind of remove this performance appraisal and performance thing performance and feedback thing feedback has to be continuous It has to be very very frequent, right? I mean pushing it to a there towards the end of the performance Thing is this is a pathetic thing Another thing that happens with agile why people hate agile is a lot of meetings People get into a meeting room discuss they say meetings and collaboration. We are collaborating Collaborating so we need to get in a meeting room and what happens in the meeting room. It's either These things some kind of a fight or you have people sleeping like even as I'm talking I Know some of them are sleeping. So it's a very common thing because the moment it is one way people tend the other folks Time to sleep now quick question. Where do you think this happened? meetings in which Happens It happens with retrospective End of the demo you show it. There's a problem. They're not happy customers. I'm not happy with this You end up teams have immediately have a trust but it's because of you. It's because of you. You're the problem You're the problem, right? They do not solve the problem at hand rather. They're trying to say who they can do the blame came So that's where I think agility mindset is important It's about the team think it's not about one person thing. The other thing is this During the demo you would see a good half the team sleeping, right? Somebody doing the demo They say now tell everyone has to be the entire team has to be in the demos. I'm there. It's not my business I'm happy you sleep. So some of the tricks that works is make sure it's not just one person Who's given the demo make sure that comes everyone gets a chance to demo it to the customer because that's how the customer That's how every individual team gets the feeling of ownership, right? That's how our self discipline is brought in And in retrospective make it a point not to blame another person. Just focus on the incidents I just focus on the subjective thing try to be as objective as possible And the problem is always make sure in any of your meetings Time box you've not arrived at it close the meeting and then move on but then you really have to figure out Time boxing and then come to a conclusion. That's where facilitation comes in now That's where probably if you are a manager, we'll have to focus on this It's a hard act. It's a very very tough thing You can take a number of books and start practicing and it's it's a worthwhile exercise now That's something that you can take pride of you can tell them that okay. I'm a good facilitator. It's a fantastic thing Not everybody can be a facilitator not everybody can be a good conflict manager, right? Conflict resolution skills hard scale right? It's very very important. So these are skills that one needs to acquire So every role has got something, you know The other couple I see it as is working late hours what they see is this dedication commitment quality What the ground reality is this you have people cribbing around say this this fellow he sucks That is clever. You know what he did. You know what she did and all these things and basically it's a waste is waste of current a waste of Personal time and whatnot right total waste Everything has got a superstar Right. Yes. No Yes, another it looks Counter-intuitive right you want to reward somebody who is doing good, but here's a problem When you reward somebody who is good It should ideally be like like a democracy, right where the entire Votes for a good person But what happens in reality is that the manager or where the boss the team besides who is the best person? To be you know declared a superstar. This is a sad thing So so like like like in a World Bank thing any person has got just one word, right? So so it has to be a socially electric thing one Secondly a true superstars one Is not okay. He's not one who actually contributes big to the project He's one who contributes big time to the team, right? I mean that's a superstar So when next time when you actually work for a superstar what the team needs to see something that we actually have Discussing around is like we tell them what is it that you've learned from this person to call them a superstar Now that that changes the very dynamics of voting now if you say okay I'm gonna vote him a superstar because he's brought this many changes in a project He alone is going to be the knowledge pillar alone is going to be the person who knows thing who is a know-all thing He leaves he's going on a sick leaf the other person is actually I mean the entire team is not dialogue They are on purchase. They do not know what to do Sounds familiar. It's a familiar thing, right? We have knowledge pockets in your team Right, these are this is serious trouble because I understand a man is selfish You want to make sure life your life is cool. You are the best But here's another trouble for the same person. Here's what I tell them that person if that person were to go on and leave If things are not great on a project is not sanctioned Right, this is the way you did you get it's a huge spread knowledge because so some of the companies that have been companies that are genuinely a child Nobody actually asks for you know permission for leave. They just You know put things in notice. I send them mail when I'm on vacation. I just send out a man saying hey I won't be available next week I'm good because it gives me enough room for my personal life and the team is good because I mean if not me there's always other person the team who can take up work and then do it So that's a win-win situation. Yes. So that's how you need to educate I think it's all about educating It's really what matters The other problem with big iterations is people coming from this still waterfall is r.u.p. model, right? Like what Naresh has put in I think I like that from today's thing. It's about iteration and what increment It's increment in iteration together is what makes it but you're going to have big iteration your feedback cycle is long enough Right, uh, what's the typical iteration size in the agile companies here projects I can hear One week One week two weeks Three weeks any any four weeks Your friend's company Basically, uh, you know ideally one with this world It's just enough two weeks. Okay Three weeks four weeks and all this bad. So here's the trouble you might ask why and if you're not asking why please ask why Why want to know what I want I can hear you Why right so so here's the thing If you're going to estimate for three weeks four weeks two weeks thing your estimation becomes that much harder Right, uh, the whole point of agile is about talking about yesterday's weather Right, you're better off. I mean you can estimate based on what was this yesterday, right? If I ask you what you want to do three weeks from now Completely is there anybody who can say okay. This is how my plan is going to be for the next three weeks No, right. So it's a plan. I mean make it one week iteration They're done. So if you're not meeting it, you know what needs to be changed Maybe you have estimated it wrong so you can correct it in the next iteration and you have faster feedback Basically your motivation levels are more and it's time out right now. So I'm going to run three things quickly There are things about change priorities, which is another sad thing people say, uh, this customer is such a dumb ass He doesn't uh, you know, basically he brings in a change in the last moment Right, the real thing customer is down, right? We call this thing gaming on customer Not really the case. So like what narration the other folks have talked. It's about evolution We are all human beings thoughts keep evolving Documentation, I think we have heard it in the previous talk metrics development leads to not focus Too much into the metrics. See what is the value you're adding into the project? That's more important Classical read this is velocity is killing agility. Please google for it. There's a great article written on it criticizing This metrics driven agility thing So please that's one thing technical practices these things technical practices are not things that are You know got overnight It's hard work. It's about a craft. You'll have to it takes a long time to you know, get into that rhythm Get into that expertise level. So it takes time. Please be realistic about it Just giving a training and then expecting the person to be great. You don't really get it Uh, I was planning for a Story, but uh, there's sort of a shortage of time. So here's a test pyramid. Typically your test architecture Should be like that Unfortunately most most of the projects Even in many of the agile companies that I see remains to be like this. It's an unfortunate story ideally it has to be like this and How much time do I have grace time? I'm done. Okay. Uh, so I'll probably answer any of the questions Of the states because he said no more time I know I need to what and basically the story that I wanted to run through Yeah, so we are going to break for tea coffee. Do Do you mind spending two three minutes for questions? We are okay, but we have to regroup at For all those people want to have cup of tea For all those people want to listen to the story Uh The story based on this uh test pyramid thing most of the time when you go tell project team members that okay This is how the test pyramid has to be. It's hard for people to take it. Uh, and one of the member is called Patrick Wilson He has got this nice way of presenting things to the folks The test pyramid is you know It's kind of put this way bottom is the brakes middle is the wooden stack top And the way he communicates to the teams are like this This should be familiar for all those people who have done babysitting Who who never who have done, uh, you know, uh Tell this kids original, uh, how many of them have done babysitting show of hands Okay, hardly any there is enough problems at office man Go home do is babysitting. That's not my business. Yeah, that's the thing, right reality Reality right bad work at office So Isn't it some person who didn't raise their hands who's who knows this story show of hands? Okay. I need you here on stage Tough times It's a story. I mean just was the way you tell your kids you can actually Share it to the public so many of them are so so bad. I mean they've not done it. You're awesome Round of applause to the one Wow They were old enough to be on their own. She asked them to be At their own leaving so three of them left and the eldest one Who were very lazy? Got some hay and build a house of hay full of hay so that it Makes them easy It's an easy task for him and then he was happily inside the second one went And he was more playful. So he just gathered some Sticks he was playing with it and along with it. He built the house which was just I mean made of sticks and the third one who was very hard-working. He Got brick and then cement cement and then he built a strong house So after sometime the wolf was going that way. He saw that there's a small house which was built with hay And there was a piglet inside so the wolf came knocking the door as the piglet to open the door So the piglet was so scared. He just locked it The wolf told okay, you're not going to open it. I'll blow it out and then he blew The house went away the piglet started running and he came to the second one's house So both of them again the same story. He went inside locked it Then again the wolf told okay, you go you all or you are inside and blew this away So he blew the house went up and then the wolf went to the third house So it was very strong. The wolf was not able to blow it. So he told okay, you are not Coming out. So what I'll do is I'll enter your house through the chimney. So he went inside the chimney and The three piglets together. I think yeah To this this point is this is where the cut story is. So thank you very much another round of applause So you need to go back home try doing some babysitting. Okay, so that's one lesson So here's a quick thing just to rush thing out included Go back to this story The clay you've seen the third piglet. I mean that built it around you see this thing The strong thing is the unit test in your project. You are the strong ones. They are the foundation Right, your unit test coverage has got to be just enormous But then that's not enough your your projects you have got Comprints interacting with each other. So you need to figure out if the handshaking is going well So that's where the integration test comes in. That's where the acceptance test comes in Right, so that's where your integration test is in the middle of a pyramid. It says it's much lesser In in in comparison to the density and finally you have the GUI tests which is a And that's where the Britain our GUI is basically you are is very fluid and in our projects and there's no point building huge, you know GUI based test. It's it's just wastage of money. It's just more Bad stress to the team. This is what I have learned out of hard experience in spite of So many books and stuff. So you're doing it. You're doing it at your own cost. So that basically is a lesson Make sure the test parameters like this for you to have You know a smooth successful project and you can go home happily do some babysitting as well Right, so I'm done with my talk. Thank you all for your patient hearing if you have any feedback Please go to speaker rig and give me feedback of my talk. I would be very happy to hear Your constructive feedback. Thank you all. Thank you very much