AGILE METHODS

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 Introduction: Agile at HCL
INTRODUCTION: AGILE AT HCL
Agile methods have gone beyond small & medium sized projects and organizations. Despite the many motivators of Agile such
as improved business value, lower risk etc., organizations have found it difficult to transform themselves and fully realize the
potential of Agile.
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HCL is known for its heritage in engineering services and our journey in Agile development started well ahead of others about 12
years ago. We have been using Scrum methodology for nearly 10 years. In the last 5 years alone, we have executed close to
• Agile readiness and maturity
5000+ projects and programs in agile. As part of our Employee first philosophy, employee training is a key component of our
framework
DNA.

We have widespread experience across the various models of agile and scaling frameworks such as the Kanban, Scrum, XP,
• Agile transition
Spotify, Scaled agile framework (SAFe) & disciplined agile delivery (DAD). In the Agile practice models defined by us, there is
higher emphasis on Collaboration, Just in Time and Feedback cycles. Detailed practice steps are documented as part of the
Organization Management Systems (OMS) to propagate and sustain Agile ways of working.
• Enabling distributed agile
In our experience, many organizations underestimate the complexity in transitioning to agile. Moving to agile is beyond
implementing a set of engineering and management practices. Some of the key agile transformation challenges which we have
CASE-STUDIES observed are:

Large fragmented Team Legacy specialized Long running Lack of Focus on individual Distributed
teams and Hierarchies tools and projects business utilization over teams
specialized skills technologies participation outcomes

INTRODUCTION: AGILE AT HCL 02

 Service Offerings
INTRODUCTION: AGILE AT HCL

1. Agile readiness and maturity framework

The agile readiness assessment framework helps determine the right candidate projects for transitioning to agile. The framework
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takes a holistic approach to agility and focusses on 4 dimensions across Process efficiencies, Performance systems, Mindsets &
Behaviors and Organization & Skills.

• Agile readiness and maturity

framework
Process Efficiency Performance Systems
Disciplined focus on end-to-end value Making performance transparent so the
• Agile transition streams to deliver what customers whole team can take responsibility for
want by eliminating waste, outcomes and solutions.
bottlenecks and avoidable waiting
• Enabling distributed agile times.

Customer
CASE-STUDIES
Mindsets & Behavior Organization & Skills
Engaging the front line to deliver for Ensuring that the work and people are
customers and push for continual properly aligned while strengthening
improvement in their work. management roles.

Alignment with customer needs and requirements

Understand customer expectations to effectively and efficiently respond to needs

We use the Fluency model created by James Shore and Diana Larsen to help guide the teams as they adopt an agile culture and
mature along the journey

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 2. Agile transition
INTRODUCTION: AGILE AT HCL
Our experience shows that the foundation for enabling agile adoption in an organization is based on the dimensions of People,
Process and Technology supported by a strong Organizational change management (OCM) approach and the right
infrastructure. Our framework below is a 3 stage approach to Transformation along the phases of Standardization, Optimization
SERVICE OFFERINGS and Transformation.

Focus on value Deliver value Optimize value Optimize for Systems

• Agile readiness and maturity
framework PHASE
Standardization Optimization Transformation

• Agile transition • Adopt Enterprise Agile Framework • Achieve common • Adopt Agile at
• Define TOM cadence portfolio level
• Market the TOM • Adopt agility at • Achieve enterprise
• Enabling distributed agile Program/ value chain agility
Process • Define one way of working level
• Adopt agility at project level
DIMENSION

OCM
CASE-STUDIES
• Define resourcing model
• Define roles • Full DevOps • BusDevOps
• Define R&R
People • Team structure
• DevOps

Technology • Standardize technologies • Build DevOps pipeline • Extreme automation

INFRASTRUCTURE

Team Culture Team Skills Organizational structure Organizational culture

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INTRODUCTION: AGILE AT HCL

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People Process Technology Infrastructure
• Focus on a common • Defining and documenting • Standardizing • Our agile development centers
• Agile readiness and maturity resourcing model which is the ways of working for tools and have access to all locations. Best in
framework the Dreyfus model for skill co-located and distributed technologies class infrastructure including
acquisition teams collaboration tools such as
federated Lync/Skype and Smart
• Agile transition • Standardize team roles • Teams focus on Objectives
TVs to support distributed agile
and moving away from and Key results, where they
ways of working
Pyramid to Diamond are aligned to objectives set
• Enabling distributed agile resourcing model through the vision and
strategy
• Focus on self-directed
CASE-STUDIES teams focused on value
delivery

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 3. Enabling distributed agile
INTRODUCTION: AGILE AT HCL
We have close to 80 % of our projects working in a distributed model. We have been successful with distributed agile because of
the proven models and knowledge repository we have built on top of it.

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Our Distributed agile Distributed agile Tools for collaboration The agile community of
playbook has the learnings models based on and project Practice (COP) is a
• Agile readiness and maturity
framework captured in one place which nature of project, management knowledge sharing
gives the teams a jumpstart maturity of the (ALMSmart™ ) platform and fosters
when they embark on organization and Investments for the collaboration among agile
• Agile transition distributed agile teams best in class teams
development centers

• Enabling distributed agile

CASE-STUDIES

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 Case-studies
INTRODUCTION: AGILE AT HCL
One of the largest Logistics Service Providers

Business Challenge:
SERVICE OFFERINGS The client was embarking on a multi-layer IT transformation initiative designed to improve delivery services with reduced risk of
failures and workforce focused on the business. The customer was keen on a unified platform for agile future systems and reduce
the total cost of IT ownership.
• Agile readiness and maturity
framework
Solution:

• Agile transition Using agile methodology for faster time-to-market along with cost
effectiveness, HCL drove transformation at client’s system, at three
separate levels: Business Model, Architecture & Operating Platform.
• Enabling distributed agile HCL was able to leverage agile in the global delivery model by
introducing process improvements and productivity gains, by making
use of technologies such as SOA, BPM, and MDM.
CASE-STUDIES
Business Benefits:
Over a span of three years, by leveraging HCL Agile methodologies,
Client achieved USD 5.4Mn worth of annual savings for their
transformation program. This included
• Team force reduction by 70%
• Number of applications running cut down by almost 80%
• Servers used reduced by 67%
• Number of incidents reduced by 66%
Less than 20% documentation was made to increase to cent percent,
creating a process repository as compared to earlier Tribal process
knowledge
CASE-STUDIES 07
 Case-studies
INTRODUCTION: AGILE AT HCL
A leading US based Financial Services Company

Business Challenge:
SERVICE OFFERINGS The client faced tough competition from industry peers and sought faster time-to-market with higher quality assurance. They
also needed a partner who could help adopt agile methodologies and cross-train the development team in multiple technologies
to deliver improved customer experience.
• Agile readiness and maturity
framework
Solution:
HCL provided multiple solutions and methodologies to the client to
• Agile transition help achieve the objectives. Some of these included
• Adoption of Agile 2.0 framework

• Enabling distributed agile • Offshore Agile Lab

• Nearshore agile work area
• Offshore Proxy scrum masters
CASE-STUDIES
Business Benefits:
HCL set a new benchmark on key parameters that helped the client
achieve the following benefits:
• 40+ services enabled through agile; three times the number while
using non-agile technology
• 50% reduction in Time to market using agile methodology
• Defect count reduced by 85%

CASE-STUDIES 08
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