 is definitely a trend which has to be taken as part of the curriculum itself. See if you see the history of education right all of you have passed several stages right in college and what you study there serves as an important base for you when you come to the industry right. So we also see several cases of ok people who feel a lot of people in bars are painted as heroes because of history how things are taught technically. So we firmly believe if things are not taught the right way in colleges, in universities then it's a big problem actually. So we wanted to first make sure that agile is a happening thing ok and the good news is agile is definitely a great trend actually which is the conclusion. When I come to second part you can raise one of your hands anybody who has suggestions both parts. What happens is if your solution is good right we directly take it into the curriculum. This elective is about to happen to a large set of students. So that way you become part of contribution industry academic contribution. So part 2 is where I will look for some suggestions from you. See a brief introduction about me because I have worked in around 11 countries actually and in the last 6 years I have been in agile consulting. See what happens is we have an m tech software engineering course in national university of Singapore. Many times right when we do student introduction when I go for the first day right. See there are around say 600 students. What happens some of the students put hands and then tell me are you from KLE or XC many are you doing knowledge engineering or software engineering. They mistake me to be a student among them. All the faculty members are 50 plus and the kind of profiles to work in my department right Oxford, PhDs, Stanford, PhDs. I am kind of an anomaly there for a specific reason because I am from industry having a lot of agile experience. Scrum professional, agile certified practitioner but this is not my core focus. My core focus is social networks research, agile project management research. I am also teaching there. Whenever we meet right I think we may be here for 45 minutes to 1 hour. At the end of the session no if I do not know even one of your names. There it is little harsh on you and me as well right. So I thought we will do a very brief introduction just the names section. How it will happen is I tell my name, second person will tell my name and his name and then we continue with it. We have less people here anyway. There is only two right. You do not want the last person to repeat all the names. Generally people who come to my classes right and who come late and who sit at the last get hurt. Because we have around my batch, we have around 80 students and then the 88th person generally suffers because the introduction goes that way. So maybe we will start with you Jagadish. Jagadish and Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. Jagadish Parath. You should not forget your name, that's why I am asking you, how about you? You didn't mention that I could not write, so I have done that. You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you. You should not forget your name, that's why I am asking you. You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? You should not forget your name, that's why I am asking you, how about you? Again, student is not a student who comes and does an M Tech or a B Tech or whatever. Students are people like you, people who take up short courses, people who see some industry focus curriculum. We also want to share a framework for an Ajay journey, how it can be done. We also expect some criticism on the courses we are trying to design. You can make a lasting soulful contribution at the end of this class. If you say this particular thing will not work, maybe I will take the feedback, retune the course and offer it to the public. See, let's do one minute exercise before moving on. All you need to do is mentally, you need to draw a circle, draw a rectangle inside the circle and then draw a triangle inside the circle. If you have a notepad, maybe a couple of you can draw it and then I can look at the solution. It's an independent exercise. See, you are solving complex problems in the industry. All I am asking you to do is take a very simple problem, draw a circle, draw a rectangle inside the circle, draw a triangle inside the circle. Assume I am your customer, ready to give you 1 million if you give the solution that I want. So, what's your solution? Then, I think he likes temples. Any other solutions? I think that's enough. See, I have seen three. Looks like this person is applying for a housing loan. I completed. You completed it? Correct. Congratulations. I am still paying. See, this person may be a temple goer or whatever. See, the idea is ready. This is a totally different solution altogether, right? See, such a simple problem, right? We have given it to 10 of you. Why 10 different solutions? Can you tell me? There are multiple possibilities. There are solutions. See, going from here to the airport, are there multiple possibilities? Yes. So, any problem and any solution, moving from a problem domain to a solution domain, are there multiple possibilities? Always yes, right? Always yes, right? There is no situation where there is only one loop to close the solution, okay? But I am the customer here, if 10 of you are giving 10 different solutions, okay? I am not impressed, right? Of course, I am not going to work with 10 of you. See, sorry, meaning. Meaning, what is going wrong here? Because the specification is not clear, you may tell that, correct, right? Or you do not interact more with me, maybe draw a circle. Ajay is about what? Failing past, right? Yes. Nobody stopped you after you draw a circle. You could have asked me, no? See, Jagadish is very unclear. Do you want me to put a rectangle here or in the corner or in the center? Okay. See, the great Ajay lessons, right? Start in the class for one day at a time or in a simple exercise. So this is Ajay, why didn't you fail fast? You could have drawn a circle, come back to me, asked where to put the rectangle. Many times, your customers work in different geographies. In this case, I am right in front of you. Being Ajay is as simple as this, okay? So the entire concept of Ajay can be bottled in a feature called failing fast. Are you willing to fail fast, okay? That's the solution. Try to relate it to my problem. I am the one running all the Ajay initiatives inside Institute of System Science, okay? There are several institutes, like Institute of Southeast Asian Studies, where Singapore president, right, who just retired, SR Nadan, you might have heard of him. Great gentleman, actually he's a teacher there. I'm just trying to give you a comparison profile, okay? So when I'm dealing with this kind of institutes, and the person who's going and selling Ajay, and then when I'm trying to convince him that Ajay will work, okay? You have to imagine what is the kind of people I'm facing, okay? They are very old, because in academies there is no retirement, right? The older you are, the wiser you are. And then the more you are needed, actually. It's not like industry. It's kind of an use and throw atmosphere is never there in academies, okay? I'm not against industry because I am also from industry. So if your skills are outdated in industry, right, you may not find a place. Whereas in academies, right, if your skills are outdated, you may be wanted more. Because chances are nobody will have that skill inside the department. You possessed it for 20 years. Now nobody has that you are a person who's going to redo things in a different way. See, my challenges were, right, each faculty has separate offices. For example, I have an office half size, half this room, okay? Seriously. So if there are 40 faculty members, we have separate lock and doors. It's not like IT where there are seats we sit together. So when I come, when I go, what I do, nobody knows, okay? So that's why I'm trying to tell each faculty are in their individual universes. As you know, all of us are faculty members in any of us. We have separate, okay, facilities actually. It's like a separate company in itself. And the context is Greek and Latin. We have people like Dr. Pallar Sahar, who's one of the best in enterprise architecture. We have people like Swarna Latha Ashok, one of the best in research actually. And each person doesn't know their subject. Okay, they are the best in their own areas. When we say we have to transform our curriculum to the agile way, all these people come and teach, right, their modules. Everything has to move. For example, agility is there in architecture. Agility is there in project management, right? So agile comes everywhere. So how to put all these people together and then do a transformation journey? That was a very big challenge I faced, okay? How did I overcome it? I'll also let you know. See some MTech background, as we said, we do a part-time course and also a full-time course. Full-time is straight, okay, one and a half years. You come in one and a half years, you finish it and go. Part-time is minimum two and a half years. It usually happens on Saturdays, okay? We have four core software engineering courses, eight electives, three advanced electives, which forms the MTech. Why I'm giving the background is you need to know it to really know what is getting transformed from a university perspective. Okay, core courses are, see, introduction to software engineering, software design, software project management, software quality management. There are several electives, okay, and then some advanced electives, let's say. How it is structured is this way. See, full-time students, part-time students, let's take the case of a full-time student, okay? Assume I'm joining in January for a full-time course. I'll do unit one and five, two and six. I'll go this way. When I come into somewhere around the second semester, right, July to November, I'll start doing a project, which will be for nine months, okay? Imagine this is happening the waterfall way, okay? Waterfall concepts are taught in core courses. When I do my project, I do it the waterfall way. I have six students go and get attached to industry. They do the project that way. Okay, now, what we are trying to do here is we are going to tell them this has to be agile. Don't teach waterfall anymore. We are trying to convince them, remove this, put agile curriculum. The student project will have to be executed to agile way, okay? So what is impact? Impact is to thousands of students, right? And now, several people we teach are CXO level people as well, okay? Because there is no end to learning as well, right? Some people don't come back to school for learning a particular technique. They come for pleasure. Because, as you know, in one batch, there are students from 24 countries, right? So you get to know them, get to know different cultures. Lot of things actually. So, transformation is, according to me, a very, very difficult challenge. Compared to an organizational transformation journey. Any questions so far? See, I am not using the mic because audience is less, and then it will echo. See, some of the questions I had in mind are, I talked about the core subjects, right? Should core subjects be taught using existing waterfall methodology and RAP methodology, which is a rational unified process? Should core subjects be taught using agile? Should student projects be done the agile way? Questions in elective subjects, do we need new electives on agile? Compared to the above question, it says, what are the new courses? Okay. If agile is just a hype for all of these questions, answers will be known in the next 15 minutes, and then I can go back happily. Because, right? If you see, see, we are partners with ThoughtWorks. ThoughtWorks is one of the goal sponsors here, right? One of the best organizations for agile. They have something called a technology radar, where, you know, if you get to know it right, about 140 technologies can be mapped together in one go. Very interesting method they have. All the 140 technologies are not happening today. See, each new technology is concept, right? It has a life, it dies away. Assume agile is a buzzword today. Assume you start following it today, you get a job as an agile manager or whatever. In three years, it's dead. Then what happens? Right? If it is that kind of a trend, we don't want to change the curriculum. Very clear. But then if it is something which is going to affect the way work is done in software development in a fundamental way, then we are going to change the curriculum. So, it's a very important decision making process we did. And remember the faculty pools, we had our experts in their own area. If I go and tell them, no, you have to change your curriculum in the agile way, you know, they are definitely going to question us back. So, the kind of data we go with should be that powerful. I have a question here. When you say RUP, Rational Unified Process, is the same as agile technology, agile methodology or any of you aware of RFT? So, can you explain what is that? Rational Unified Process, actually, what works on that? And it was before Ajay? Yeah, it's also an attenuation model. See, whether RUP is better than agile or not, I am personally a fan of RUP. See, we can talk. RUP is National Unified Process. Yes, correct. Yeah, she got the point exactly. See, it's hinged to a tool, that's its disadvantage. But then his point is also right. Ajay also know, if you really remove all the masala out of it, Ajay is also a board hydrator. Yeah, both have the commonalities. There are commonalities, but as she said, there are disadvantages. Yeah, failing process also in the RUP. Yes, yes. See, there are some similarities, but then it's different. That's about process heavy, whereas this one, also like people who work with processes, that's what we have to do. Okay, what we do? I'm not an expert in many things, right? Organizational Transformation Consultants, they know their charges for our $3,000. We have seen some people like them. So, what we did? This is a transformation, right? So, it's very critical. And this transformation has a larger impact on the industry, academia, one of the best universities. And if you work for Ajay, right? Of course, many other universities, see, we benchmark universities against each other, right? Other universities may say, okay, they have gone this way, let's go this way, right? Then it becomes a chain effect. So, we wanted to be very clear. What we did? We got Dave Snowden on our board, actually. Have anybody heard of Professor Dave Snowden? Okay, so, I had the privilege of meeting him. I think you should know more about him. When you search about him, he is considered to be one of the, if not the best, one of the best on-demand thinkers in the world, okay? For example, IBM, okay? Mother of all software organizations, right? So, he did everything in the world. Then Google comes, Facebook comes. Starting salary 60 lakhs, 70 lakhs. Then engineers go to Google Facebook. IBM, those doing very well know it's going in a... See, the curve is not going up. The curve is going stable. They need some kind of transmission. Whom do they talk to? Whom do they engage? Dave Snowden. Transmission, okay? One of the best on-demand thinkers, okay? You have a social problem. For example, in Singapore, 30 years before, right? Small, tiny red dot, right, where we live. Challenges are very high. Now everything is available in Singapore, okay? But 30 years before, the kind of students had all the challenges when they grow up, right? Water issues, this, okay? Typically, like a backward country. Now everything is available at Torsted. So, his suggestion is right. So, your current students don't have challenges to a greater extent. So, he advises the government. All your best students, okay, from Raffles Institution, don't put them to law school, medical school. Put them in Africa. Ask them to do six months internship. See, this is an alarming finding. Six months internship where they soil their hands. See, that's where I find, you know, Indian students coming holistic and doing very well because, right, they go through all the cycles, right? You have to really know what's wrong, what's right by doing it, not by hearing it, okay? Having water is good. Hearing it, okay, it may not stimulate you. But being in a bad environment and moving the good environment will stimulate you. So, he's a kind of guy who, okay, advises the organizations, governments, everything. So, we took him to really ask him, you know, how to do this transformation journey. See, his suggestions, you know, three, four suggestions. He told encourage payas, okay? Many faculty pull out their red, call them, say, you know, this is how it needs to happen. Then see what happens, okay? And help will point out now also if you're reading, you know, I'm very fond favorite of that. In fact, I've written some travel journals and published it as books. He says, right? See, Asim, I collect all 10 of you and make you speak on a common topic, right? And you open up your mind and keep speaking. After 10 to 15 minutes, right, you turn inward generally and then start to speak about yourself. So, when generally people are allowed to work in an uninhibited environment, after a point in time, right, they turn inward and then they start getting genuine. They start opening up and then telling more, okay? He told create such kind of a chaotic environment, allow people to really go down and then they'll come back to their suggestions, okay? That is one thing we did. Be until in for a while in the sense that don't go by expert approach, okay? Go by, this is how it will work. Go by the rule book telling, this is how it will work. Then I told how rule book will work. Ajay is about breaking rules, right? Then he told a different example and explained it to me, which I personally realized also, okay? Sometimes following rules are great and good. For example, right, when I was cleaning up and moving from Pune to Chennai before relocating to Singapore, I had to drive my new car, okay? I had only one and a half days in hand, which is a real example. I had one and a half days. I didn't want to move it through a transporter. There are some variables also that need to be carried. But then I have a flight to catch in one and a half days itself. Around 30 hours I have in hand. So it was critical. So everybody said you cannot make it because around 1200 kilometers from Pune to Chennai, I'm not a great driver, okay? You need a break in the night, okay? They said you're not going to make it, just put it through a transporter. So then my calculation was, if I have to reach in one day, what are the rules I have to follow? If I drive fast, I'll get tired. Then I'll have to sleep, right? So why do I have to drive fast? Always 80. Regardless of whether the road is empty or full, okay? What are other rules I don't eat much? Only tea, whatever, okay? See with these simple rules, right, I reached in 21 hours to be very honest. But then I would have reached in 19 hours. I spent extra doors because, right, from Pune I start today evening 5 o'clock. I ride at 80. Same speed through the end going. Only doors are because there are hundreds of doors. They are delaying me. As I go forward, right, I'm crossing Bangalore, then I'm crossing Vellore, then I came across Vaniya and Badi, the best biryani they have. I got very tempted, then I ate it. Then I had to sleep for 2 hours. Breaking the road, okay, put me in that way. So I was able to reach. So we don't know, say the rules will work in certain cases. First tell them that Ajay is going to work. Okay? When they believe in it. So such kinds of things. Then what we did? We looked at the standard height cycle. Okay? See, generally, many technologies, what happens is no, it goes through a period of positivism. Then it goes down, right? So whether Ajay is really high for reality is what we wanted to find out. Is Ajay here to stay forever? That's again another question we had in mind. See, how many of you are aware of Gartner's bike cycle? I think almost all of you, right? This is a paid report which you can get. For one year, I think they publish it twice. Almost all happening technologies are populated here. Okay? So I took the example of July 2001. Where no? If you see here, Ajay is starting his journey in the slope of enlightenment. Okay? See, this is Ajay here. Okay? From an industry and academic perspective, right? Whenever you see a technology or a model being populated here now, it is starting to cruise now. So the next 10 to 20 years, I think it's going to go safe. Okay? This is a slope of enlightenment actually. So that is one very important point which told, okay, Ajay is going to happen. In a big way. See, we also consulted Barry Bohm, sorry for the figure, it's a big, maybe you can refer later, where he said, right, in his work on 21st century software engineering trends, he told Ajay is going to be at the center of everything. Okay? So we are getting the background ready now. Okay? Best of the people like Barry Bohm says, okay, Ajay is going to happen. Gartner Heitzekel says, okay, Ajay is away. Dave Snowden wants for it. If somebody says, okay, Yahoo adopts Ajay, Google adopts Ajay, we don't take it. Okay? We are ready to pay anything to get into Yahoo and then really sit and see. Is it done in a structured way? Because we need results which are verifiable. So that way, Accenture, Cisco, Dell, Google, Yahoo, our study was, no, they are really reaping benefits out of implementing Ajay. We at least studied around 30 top organizations. I gave a sample here. Then finally what we did bring the context down. Okay? See the Gartner Heitzekel. See what the famous experts say. See what the industry says, whether industry is actually following it at reaping benefits or not. Look at what universities are doing. Then what more is there? Only see what Singapore is doing. So we engaged two of our students. Okay? Consultation from an industry expert and one of our professors. Okay? And then no, see we got around 63 responses from 24 companies in Singapore where interestingly, forget that 14 percent. They say okay, I'm an Ajay team and then I did something in Ajay. But the rest of the people right 43 percent here and then 43 percent there, they really told we don't anything about Ajay. This happened somewhere, this survey happened somewhere in 2010, 2011. Okay? So we saw there is a potential market as well, right? Almost everybody is telling we don't anything about Ajay. And then the Ajay methods usage like extreme programming, scrump, here also we noted that there is a lot of potential for Ajay, a kind of a conclusion. In summary, okay all this painstaking work, right? You may think, okay Ajay conference is happening, Ajay is the bus word, why this guy went and did a survey on Ajay, all these things. For universities, different, stable, verifiable results, then we change the curriculum. Right? So when I'm going to tell you okay Ajay is great, you can really believe my word because that kind of analysis is done. Then what we did, we summarized and then we found top organizations adopt Ajay consistently. New universities are starting to include Ajay subjects cautiously. Mark this word, not in like industry. Okay? And there is a lot of potential for Ajay teaching locally in Singapore and also internationally. Some of the inferences we made are Ajay, approach Ajay transmission is cautious optimism. Ajay is here to stay, it's not just a hide. Industry adoption of Ajay is ahead of, compared to academics. Academies have to catch up. Ajay demands inclusion in both, it demands inclusion in both core and elective subjects. This is the final decision we took. So I remember I talked about empty core and elective, right? So our conclusion now is we have to change it. Okay? See, why I am coming and presenting inside data? We'll have, of course we expected very less participants here. Okay? If any of you had any view telling no, your approach is wrong, right? It's a very important signal for us, right? Because being a university and then when we want to change things really, right? Industry feedback is very valuable. One question I have. When you talk about agile methodology, you looked into all agile methodology or only Scrum? Scrum is, Okay. One of the agile. There are many other methodology. So whether you looked into all other. See for us, see if it's a 400 page book, right? See, I'm giving a straightforward answer to you. Scrum is four pages in it. That's the reality, right? But then what happens is some courses are very marketable, right? For example, Scrum Master course, right? So people get trained in Scrum, then they say Scrum methodology is nothing but agile. It's just a tiny, as you rightly said, just a tiny part of the whole agile universe. We considered everything under the agile portfolio. So your curriculum is going to give a good stuff so that the student will learn about all the different techniques. Yes. See, you'll actually see the curriculum now and then criticize it for a particular elective. Okay. See, we ended here, right? With a summary. Now what happens? See, this is kind of a roadmap. Current state. What I created. In MPEG software engineering, we decided we are going to introduce agile project management elective and then have a research elective using agile. One of the first, not only organizations, but universities in the entire globe to drive research through agile methodology will be us. Okay. Have you heard of any research set of using agile methodology? No, right? So core units will have to be upgraded in agile topics. Students probably should follow iterative development approach. This is a safer approach we took because no student probably, if you say agile, they are attached in the industry and then if they go and ask their industry managers, can we do agile approach? Scrum is that no, it's not working out. So we said we'll cautiously do only iterative development approach for student projects. And then we said we'll roll out several short courses. Continuous delivery, agile engineering. Answering your question. Agile requirements, agile certificate practitioner, agile leadership. This doesn't mix Scrum master course, of course. Pete Deemer is, as I said, we are industry focused, right? I think many of you would have heard of Pete Deemer, right? When we say we do, it doesn't have to be we actually teaching it. We can engage a lot of people. Pete Deemer does currently the Scrum master course for us. Continuous delivery, who does it for us, thought works. But then the decision to engage these people is taken in a structured way. That's the roadmap I showed you. If you really look at, where our intake was and where it is now, look at the background work that has done. Any of you coming in and questioning me, your curriculum is agile oriented. Is it really meaningful? I have an answer for it. So, that's the background. We also told, we get into a lot of agile consulting, like the transimational road journey, stuff like that. A lot of research and publication on agile. So, this is kind of a roadmap. Go ahead, man. This curriculum is primarily focusing on agile, nothing else, right? Or it is just one of the elective subject. See, the background is right. We have a M-tech software engineering program. Correct, yeah. Okay. This curriculum goes and hits that software engineering curriculum. M-tech software engineering will remain the same, but all agile oriented stuff will go into that curriculum. But you told in the beginning like you are not planning to teach software development life cycle, waterfoil now. So, in place of waterfoil, you are replacing it. Correct, correct. So, only waterfoil is replaced. Restore will continue to be there, right? See it this way. You are right. When it comes to software development life cycle model, waterfall is replaced by agile method. Yes, right. When it comes to design, then agile approach comes in. Okay. Okay. I think you have attended a lot of sessions from Yeah. Linda Raising, Meri Kokandeng, right? They talk about kind of design. So, design changes. Then your testing changes, test driven development comes. Okay. So, every phase of the teaching changes accordingly. It is a big challenge for us. Right. So, this is from master courses targeting whom and the people who are doing industrial experience of the student who is coming out of the institute. M-Tech is for students. Yeah. Short courses is for industry. Not for a student. Yes. Not for the students. Students can also attend it, but then it is primarily focused on industry. See, that is why I told we are not only a teaching organization. We are a consulting organization. We do a lot of short courses, everything. Okay. But then all the money we earned is not a profit in that. The idea is not to earn money because you are funded by the government directly. See, elective what happened? I have given a snapshot. See, several electives are there, right? We have introduced new electives now. In advance IT management, agile software project management, I will be teaching that elective. Inside end years. Heavy nominations for this. Okay. Then, naturally we understand people are really interested in it. And then we have introduced two electives on advance IT topics one and advance IT topics two, which is primarily doing some research work. Okay. I will tell you what is exactly that agile software project management because that is contradicting with our understanding. We talk about product owner role, we talk about scramb master role. Yes. What exactly is software project management agile software project management? See, I will come to it in few minutes. Hold your question for few minutes. I am opening this entire course design to you. Generally, there is not time. Then you can tell whether it will work or not because the course is happening only in September. It's fresh and hot. Okay. If you are telling Jagadish this is not the way it needs to be but as you are talking about the software project management in agile. They start with the product backlog then talk about a spring backlog, scramb master product owner. But all of that is part of project management, isn't it? So if you are telling, we are clubbing all of them together and telling the curriculum name is project management then it's fine. It makes sense. Yeah, I think you will come out in a few minutes. It's an oxymoron, right? Agile project management. Correctly. See, doing all of this with a project manager. Yes. Secondly, we are teaching agile software project management so people may say is it contradict? It's a good suggestion. Maybe I should change the name of the elective itself, right? Right. But I did a server in LinkedIn. I used all my contacts. Very famous industry people doing agile stuff like that. Most of the people told this stuff is things. What is agile software project management? Okay, it contradicts. Different reason. Okay. See, industry can use bombastic words, you know. When it comes to university, you know, we are very soft in our approach. Agile gave second life to our government research elective. Okay. Research, you know, as we hear from industry, you are coming to do m-tech software engineering. You don't want to do much. All you want to do is learn certain things and go away. If you ask you to do some fundamental research, you know, the best faculty teaching the elective. So, at least I have four or five people here now, you know. Assume our great professor is teaching. I don't want to name him. With only one student, he has to run a semester, you know, how it's very difficult, right? So, but then when we moved it to agile, we said we'll drive it through agile method, you know. Students started getting interested. This year, we're having 25 students. So, the focus was to deliver a proof of concept prototype or a minimum viable product. Okay. By, why I've highlighted this is minimum viable product means what? We work with lot of CEOs also. CEOs do not like, CEOs at IT companies. Okay. CEOs who are working in, who are studying in business schools. For example, second year MBA student having a great idea. He came out with an idea of glaucoma patients, right? With eye drops. They keep forgetting it. This side, how many drops? This side, how many drops? Can, there be an app on iPhone telling them, in Taiwan, people are obese. Can there be an app reminding them that you have to eat less? Simple things, right? Okay. So, these days, right? How new CEOs are coming up with ideas is they don't create a business plan, go to industry, because we have, we have an incubation hub where we also encourage a lot of CEOs to come up inside the university, where what I find is, right? You have an idea, a workable idea, you go to the market, do something with it. Then, the idea sells, then you get funding. Business plan comes in later. It doesn't come upfront these days. Okay. So, our research students, right? For example, the glaucoma idea, can you build a minimum viable product which can go out of focus. How we, if it is here, we use crumb. Six to eight students, one faculty advisor, okay. They have set of requirements, then they do things. So, your research program is already in progress or it is to the start? Research semester. See, it has gone through two cycles already. It's already gone through two cycles. What's the duration of each cycle? Yeah. See, see, it is two electors and see, it comes to around hundred percent days of effort of six students coming together actually. And what are the research topics personally? What are the research on? Anything under the sun. As long as it's not through a regular cycle. For example, right, some of the research projects like weighted park tap where I'm in the park, I want to find where I am actually. Okay. See, always remember these are ordinary people who work in IT in different roles coming back to university. They want to make it big in their life. Okay. Of course, our qualifying criteria is very, very, very tough. But when they come in now, we look for learning ability only. We don't look for IT skills and knowledge. So, we don't have that criteria. When they come in, right, they are able to create wonderful products like this. Okay. So, let's say they pick up a topic that they want to locate a place in the park, right? So, how do they do Agile? They do their research and iterations. That's what you were saying. Or do they do any research on Agile? Let's say they want to do research on Scrum. So, what is the research? Is it on Scrum? Are you right? See, two questions. See, it is not a, Agile is predefined. Okay. Agile is a technique for Agile. What they do is they use Agile for their research. For example, I have to build a park tap application. It has five features. So, we call that we make a product backlog out of it. Students come together. Then it works. It's like a software project. I got it. Thanks. See, our transformation journey of MTech, right? Kind of emergency entrance never works for us. Okay. We do it patiently and then slowly. It is having a structured approach. It helps us back early management buy-ins, get staff concurrence, provide definite purpose and plan to our journey. Now everybody is in the same page. Continuous reflection is also the key. We have something called a reflection journal for students, even for faculty. Today also, when I go back, right, I look at why there are few attendees here, why certain questions are coming up actually. So, this journal, okay, readings from it also help. Even traditionalist are just stated as an inclusive journey. We have some PhDs who are teaching the same subject for 25 years. Asking them to change this particular way is a huge, huge challenge. But then if you include him as part of the journey itself, right, then it is very easy to transform them. These are our learnings. Following an adaptive process itself, this again, agile preaches, right, look at where you are, what you know and then find a way. Okay. Lastly, data speaks for itself if it is relevant. The data is cracked, right. For example, we collect a lot of data from industry telling, okay, all top companies are doing agile. It does not work. We have to specifically tell in-acenture, this is the method and then it seems to yield results. Then they will ask us, can you please pass on the data to me? Okay, so it goes that way. So, this is about MTech transformation, okay. So, I see the next part is very important for me, right. You are going to wear the hat of a criticiser here, not as a learner. You asked about the project management elective, right. This is what we are going to do. We want to fail fast and go the agile way, okay. I think first in the history of university somebody is coming and opening a course design even before teaching it, okay. If you cannot give feedbacks now, offline also you can send me feedbacks. I will consider all those things. Assume I am taking your feedback and then changing from this person this is what was there, correct, right. Because we cannot own credit which we don't create. This course what is the aim? Agile project management. See in industry there are several courses, right, for agile. Even in these talks, right, some people talk of management mindset is that there is no one course connecting everything, right. For example, if we do an appraisal in agile we tell 4 to 5 people work together. But in appraisal we say this guy got it, right. So there is an appraisal issue in an agile environment. So HR comes in. Management has to be convinced for an agile journey to happen, right. If the management is having a fixed mindset, if you do a lot of scrums, agile journey at the low rehearsal it doesn't work. So there should be a course which connects from top to bottom. That's the aim of this course. That's why it's very powerful. Okay. It should be an A to Z approach starting and sustaining an agile journey. Okay. Learning scrum helps but then it's not everything, right. Scrum is only one piece of many things together in agile. We wanted an exclusive, it's like a biblical course. Okay. I want to learn about agile project management. Everything is here, right. So this will be a 5-day electrical course. See our technology is very different way we teach, right. It's totally different. Extremely dynamic. For example, we create dynamic question backlogs. Nobody will comment right in the world. Every student has a mobile configured, right. So when we teach as staff, right. Assume you have this particular question. Assume, I'm running you through this course. Assume at the end of 30 minutes you say, okay this is not working. Jagdish has to work in a different way. One way is to stop me and then suggest. Another way is just type it. Okay. There will be a screen and then we'll create a question backlog. We'll pick up certain questions and then we'll teach. Which will be very dynamic learning experience. Okay. That is one part. Ajay is storytelling by Dr. Robertson. Okay. You talk about the history of mankind. We have Dr. Robertson who's a Cambridge scholar, Oxford PhD. He was one of the I would say he was a driver behind it for several years. But he always believes in working from back. You would have heard a lot of names at the front. Dr. Robertson is a great scholar who was an SCI for many, many, many, many years before joining our department. I am co-teaching this course along with it. Okay. What is his job? Come and tell stories. Ajay's story. It's kind of a video presentation. He's very, very, very good in it. So, first half a day he comes, tells Ajay's stories, shows videos, creates mindset. He's kind of I would, if you want to tag me, he's the kind of a linda-rising kind of a thing. If you go to our presentation now, you may think nothing happens, but there's an example. Okay. Example is an eagle's nest story. I wrote an article on it. For example, right, when I was in Chandigarh, okay, we used to have an eagle's nest. So, how does eagle build a nest? In a V-shaped branch, right, it always puts a nest, lays its eggs. Assume a storm comes also, it does, nothing happens. So, eagle is one of the most agile birds, right. It can just fly in at great speed okay. But then the nest remained intact, actually, I was so intrigued how this method works for them. Then, no, we did some search. Search means not research, some Google search. And then find, even in California, right, eagle's build nest the same way. Across the globe, anywhere in any tree, if you see, no, eagle's for a particular process approach teaching anything to the eagle, right, how to build a nest or whatever. Assume my mother is gone, I don't have any formal education. Still, when I grow up, when I get married, I'm able to build the same nest, right. So, bulk of nature's lessons are instinctive. We should not teach agile only in a classroom environment. We should trigger the agile instincts in the students, actually, by a lot of exercises, like driving lessons, example, okay. See, getting a driving license in Singapore is a big pain to be very honest, right, because there are millions of rules to follow, okay. But then I got the license in only two days, two days preparation. Why? All the questions tie back to only one basic fundamental concept for a Singapore driving license. I'm revealing that, okay. Pedestrian crosses the road. For him, it's a red light. What should I do? I should still stop, because it's a human life. So, there are cases from all angles, okay. Car is going, pedestrian is crossing. Something is happening, pedestrian is crossing. Whether he has the right of way or whether he doesn't have the right of way, fundamental concept is, you have to allow him to go, whether he has done a mistake or not. If you get this concept, 20 out of 30 questions you can answer correctly. But then it's a fundamental concept. So, similar to a Singapore driving license example, what is the core tenet of agile? We want to teach that, because we are talking about larger topic, right? So, all those values we wanted to give. Okay. So, there are some more examples, becoming a million. Okay. See, there was a workshop which I attended. Okay, where I won the first course. We have three more minutes. Yes, we are near the end. So, there was a workshop, actually, where I was given a case of attire. Generally, I don't believe in attire. Okay. I come with very poor attire, actually. Unfortunately, they gave the topic. It's like a lightning talk where I'm given two minutes. See, is it okay if I overrun by five minutes? No problem, right? Next time, sir. Next time, sir. Okay. So, maybe, maybe a couple of minutes I finished. See, what happened, my socks were stained at the end. Okay. What I, I just removed my shoes. I didn't make any preparation. Then I don't know if you want to become a millionaire, get up and then jump ten times. Okay. You believe my word. Then, no, everybody looked at this money. Then I told, okay, if you have to be a believer of something, right? The person who's telling it, I'm like a beggar with a hole here. So, there's a connect here, right? Okay. So, I don't attire is that important. So, my message was very clear. So, stuff like that. SMS live voting. So, we'll use several mechanisms to teach stuff. Okay. Okay. Objectives of the course I have given. Okay. You need to understand the core agile values, principles, practices. How to create a business case. Understand agile project management from leadership, role, estimation, practices, agile life cycle, everything. Agile software, life cycle, SDLC, how to do. All the practices. Many, all the practices. Agile project delivery frameworks like Scrum, Agile Unified Process, DSDM, everything. Okay. What? See, I think we won't have time to discuss and criticize this. This is available. Okay. Maybe you can look at it offline and then say this topic may work or may not work. I'll take the feedback. Okay. So, we give an introduction to agile with a lot of examples. How to do business case? What is agile leadership governments? Agile development practices, you ask that question, right? Test development, refactoring, feature development, everything comes in. Okay. It's a heavily packed course. Scrum master course, you do it for two to three days, right? Here in five days, we do several things. So, the course has to be taught in a very, very, you have to learn it from an untated mind. Otherwise, everything will be confusing. So, so, agile modeling, everything. Okay. Agile SDLC framework, agile, finally how to make a message. Okay. How to be a believer? We have several examples. I'll finish up speaking about my very good friend, Dr. Kumar and Rasa Padra. Getting a medical seat in Singapore is like, it's an impossible thing. Only the best students get it. Okay. This guy was a doctor, meaning, studying at the end of the third year, right, he wanted to climb wherever he left, everything went and came back. He believed really in what he wanted to do. So, that kind of belief system is liquid. So, closing note, we are a not-for-profit center. Okay. Please give a feedback to us offline. Thank you.