Thursday, January 26, 2012

Help full fundamental teaching
.....reading from scripture...
The common troubles of human life do not exist among the sub-human species. unlike them, we react subjectively to circumstances and tend to fret over them.We must accept five inevitable and unavoidable facts
a) fullness of youth gives way to old age
b) disease will come
c) death will come
d) everything dear to us is subject to change, decay and separation
e) we reap the fruits of our thoughts and actions, good and bad
no one can escape these facts.To accept them and to apply certain basic principles strengthens us to develop peace of mind.
Five active principles are relevant.
we must
a) lead an ethical life
b) fulfill our duty consciously and lovingly to the best of our ability
c) attach the greatest importance to a cherished noble ideal that gives life meaning
d) have unshakable faith in ourselves the innate goodness of others and God
e) Strength our mind with spirituals thoughts
five passive principles also apply to which we must be receptive
the include
a) because God's will is always just, there is a higher purpose to suffering
b) suffering is God's gift of compassion for our spiritual growth
c) seek another opinion before rushing to judgement
d) capacities differ in mankind , each must manifest their own potential
e) do not find fault with others, concentrate on your own fault.
we deceive ourselves if we perceive objectives of life subjectively.there are many common self deceptions.
a) comparing ourselves with others
b) evaluating objective circumstances incorrectly
c) being overly egoistic
d) fulfilling never ending desires
e) magnifying imaginary troubles
f) brooding over the past and future
g) feeling insecure
there are practical, effective spiritual principles to resolve each of them
a) correct identification and valuation
b) correct occupation
c) correct selectivity
d) correct decisiveness
e) correct activity
f) correct spiritual path
g) correct dietary guidelines
h) correct use of Prana
i) correct value of cheerfulness

Patary's Philosophy: Strategic Project Management mind mapNecessity o...

Patary's Philosophy: Strategic Project Management mind map

Necessity o...
: Strategic Project Management mind map Necessity of Strategic knowledge for Project manager for a sustainable Organizational growth -...
Strategic Project Management mind map

Necessity of Strategic knowledge for Project manager for a sustainable Organizational growth
-         By Chandan Lal Patary, PMP
Project management is to execute the projects in time boxed manner with assigned cost. Whereas strategic management is managing, creating and delivering for the future. Strategy is where things are now and where things want to be. Combining both concept organization get “strategic project management “which is combining today and tomorrow! Is it worth to do? What will be the ultimate value out from this concept? Former GE executive turned business author Larry Bossidy
believes that it is part of a business leader’s job to communicate clearly where the business is going, why, and how the company will benefit t if goals are achieved. Many organization project managers are not aware about the organizational bigger pictures. The Gap starts building from this missing communication. Corporate-level strategy asks, “What business are we in?” Business-level strategy asks, “How do we compete?”And functional-level strategy asks, “How do we support the business-level
strategy?” and all operation manager/project manager should support the strategic projects.

Organization sustains by executing various projects. The projects could be aligning to the organization strategy or not, but organization get maximum benefit if all the projects fully align with the organizational strategic guidance. Project manager aware about the organizational strategic movement and execute the project based on the vision, mission and action in mind can contribute maximum to the organizational sustenance by executing the projects.
Project manager who are just looking into the Golden triangle (scope – time – cost- quality in (middle)) are just focusing on the right PM role which is executing project for organizational benefits. This tendency will provide fruitful result into short term goal may or may not contribute into long term organization vision, mission and action setup.
When discussion comes on Strategic management which is more on future oriented, Which is based on today’s strength and aligning organization with new upcoming dynamics if PM aware the points the roadmap strengthen based on the project managers real time exposure and experience and provide feedback up to the management. Senior management should take inputs from the bottom level managers. Projects are time boxed and project manager are rewarded If they achieve the Golden triangle properly. But project manager will miss the bigger picture in a process. Project manager should know if the project which he/she is executing is the right project for the organization. By executing the project organization will able to sustain in long run?
Project execution success is very critical for the strategically aligned project. Organizational growth depends on the success of those projects. Organization just should not take whatever projects come on its way. Competency, strength, business alignment has to consider while taking up new challenges.
Organization can not invest on something which strategically not suitable and later realizes the money has been not invested into right projects.
Organization X is experts in making software services for telecommunication domain. Strategically organization has decided to cater large telecom customer base in service. Due to one contact in healthcare client, organization has taken up one healthcare communication related work which require significant strength in health care segment to successfully execute the project. Organization has take up that project as challenge and business growth into newer area. As organization was not ready for the challenges strategically appears and execution land up into disaster with more cost involve which lead into reduction of the employee motivation and firing of many executive managers cripples the organizational long term growth.
Below points based on the observation and experience identified on the improvement on strategic project management approach.
        I.            In strategic project management we need to know who we are and where we want to go. If Project manager are not sure for both the above questions organization will lose the money invested into. By executing the projects organizational will achieve some competitive advantage and which can be a selling point for the future. If organization chooses the right project for executing which is aligning with the strength with the organization and will give competitive edge for the future that will be the best strategic project.
      II.            Upper management has to convey the right strategic direction to the project managers so that he/she can build the right decision and spirit.
    III.            The project manager has to escalate and constant communicate the right inputs to the upper management if he/she foresee any issues while executing the projects.
    IV.            It is better to kill the projects in whatever stage it is if the project is not going to serve the organizational strategic roadmaps and not generating values in long run.
      V.            Several organizations have burn the fingers by taking wrong decision to execute the wrong project. Project manager should ask the right questions to get the complete picture. Project manager need to know the complete road map so that right execute speed.
    VI.            All project managers should explore the different strategic tools to figure out correct strategic path and discuss with the upper management from his/her knowledge level.
  VII.            Project should look the rigorous competitive advantage organization will get by executing the right project all the knowledge has to capture into knowledge management tool for future decision making and reuse.
VIII.            Strategic project manager should focus on best execution team to execution of the vision of the company. He/she should be a excellent people leader so that he/she can get the maximum strategic benefit out from the team.
    IX.            Organization should identify specific areas where organization should drive into the business. Project manager has to execute their best effort to successfully execute those projects without fail. Understand the scope, identify the issues and dependencies. On failure of those projects impact will be significant on organizational growth.
      X.            Project manager has to do the Gap analysis for the project and for the organization and come up with action plan. Goal setting based on the vision is the driver for the high motivation.
    XI.            Systemic thinking has to be the part of the overall planning process. Executing projects in silos and missing the connection is lead into disaster. By executing the project organization should achieve sustainable output in the form of process excellence or knowledge asset or some kind of competitive edge.
  XII.            Frequent interaction with the stakeholders, customers, end users is very crucial to understand the market requirements and formation of the strategic direction.
XIII.            Once the right project has been marked standard monitoring and control approach has to deploy to get the expected output from the project execution. Measurement techniques ensure and increase the probability of the project execution success.
XIV.            Special project which are drivers for market changes and aligned with strategic path has to give utmost care for near zero failure scope.
  XV.            While executing strategic projects all assumptions and roadblocks needs to consider. There should not be any failure case build upon with this assumptions and issues.


 
 

Patary's Philosophy: On innovation:How can we increase innovation in o...

Idea in the mind!
Patary's Philosophy:
On innovation:How can we increase innovation in o...
: On innovation: How can we increase innovation in our culture?
Knowledge : Principle, tool and technique of creatively and innovat...

On innovation:
How can we increase innovation in our culture?
Knowledge: Principle, tool and technique of creatively and innovation

Process of these principles, tools and technique to solve critical business problem. This will be a framework through which more idea generates
People to drove the innovation at workplace

We need to trigger the thought process of the team members by many ways.
Problem statement is one area, which will create opportunity for idea generation. What else can we do? What else? What else? Who can help us ? customers, stakeholders? We have to think out of the box in the problem area, look at the business process if process is supporting for best output or there are some scope for improvement area is there…

Leaders has to create a environment where ideas grows like sapling, need to pour water, fertilizer to grow…leaders has to ensures that all team members opinion are important and encourage all members to contribute. No criticism. Write as much as possible, writing clears the idea coming and free flow of the thought, use mind map or drawing technique to dump as much information as possible. Leaders play significant role to drive the idea generation. Leader can influence, demands for new ideas. Optimistic leaders believe the every individual is unique and can have potential to come up with new idea provide right environment has been provided.

A leader does not have to be a domain expert or subject matter expert but he/she should know how to ask right questions? How to stimulate thought provoking questions? All team members have to think like child, curious like a child to get healthy ideas. Need to create a environment of playfulness and humor.

Problem will be in the form of clutter like garbage piles in the picture, structured mind will able to identify the different way to solve problem and generating ideas.
Team members should not jump with an idea, like onion, idea needs to peel to reach the root of the ideas. Creative has to be there or need to do exercise to improve it.
The definition of creativity is the ability to develop new, useful, and unexpected alternatives to solve problems or take advantage of opportunities.
Another definition:” Discovery consists in seeing what everyone else has seen and thinking what no one else has thought.”

Go for bulk of ideas, wild ideas, so that we can brainstorm on those ideas, look for quantity not quality at initial stage.

CLIMATE FOR INNOVATION
More than 50 years ago Göran Ekvall in Sweden was evaluating
suggestion systems for Volvo. He discovered that human factors
were critically important but had been largely ignored. This led
him to do his groundbreaking work on the climate for innovation.
He identified 10 factors associated with creativity:
1. Challenge—To what degree are people challenged and emotionally
involved by the work?
2. Freedom—To what degree are people to decide how to do their jobs?
3. Idea time—Do people have time to think through before taking action?
4. Dynamism—How lively is the organization?
5. Support for ideas
6. Trust and openness
7. Playfulness and humor
8. Conflicts—To what degree do people engage in interpersonal conflicts?
9. Debates—To what degree do people engage in lively debates about the
issues?
10. Risk taking—Is it OK to fail?

We have to build a positive climate for innovation. Team members has to reward for good ideas. Leaders have to ensure that negative culture goes away from the system. Encourage people to do mistake and learn from it. Share other innovation ideas to generate chain of ideas.
Once we finalize the idea, we have to play a devils advocate to challenge different way to validate the idea. All members should have trust on each other to establish the idea and take it to a path breaking idea. Team members should have patience to create a great idea. Team needs high level of energy to create a path breaking idea. Team needs different combination of people to get diversified ideas. Leaders need to ensure some dedicated time for idea discussion in a week. Too much routine work kills the creativity of people.

Patary's Philosophy: Why I am not getting selected in interview? Why c...

Patary's Philosophy:
Why I am not getting selected in interview? Why c...
: Why I am not getting selected in interview? Why company is not hiring me? Where I am not doing good? Why destiny is so cruel with me ? ...

Why I am not getting selected in interview? Why company is not hiring me? Where I am not doing good? Why destiny is so cruel with me ? why why please tell me….

I have taken 1000 of interview, I have attended 100 of interview just to know where I stand, what organization want, am I doing excellent? Am I on track with the organizational trend ? if I take care all this aspects will I successful ? answer is NO, you will be closer to success, but you can not change your destiny !


I have been doing research on this subject …..

We have to find a process everywhere and identify a framework, which should work for all of us.
Our CV is brand builder for us,CV is the sales document. CV should talk on its own based on the need. CV should tell what interviewer can do for the organization based on the last performance. We have to change our CV based on the job requirement. So that is one hard work, which we have to do with lot of research about the organization. The more we grow in our experience, this work will increase. CV is the first level entry point towards the interview. We need to add as many keywords as possible so that it get maximum hit when interviewer search for a candidate. CV should talk about all the achievements.

We need to bridge the gap regarding what is the need and where we stand.
Am I the right person for the job
What is my requirement, money, position, cool life, lot of work pressure, balance between family life and personal life, on site blah blah.
The moment I identified my need I am in right position to crack any interview.
Organization hires based on the candidates skills and experience .Of course everybody will not have all the required experiences but attitude towards the learning, growth is most important criteria for selection.
Confident is the key to crack to interview, which comes when we become subject matter experts which organizations need is. We have to rehearse, talk with the experts, read a lot on that subject to build the confidence. Our body language talks about the confidence. The way we sit, the way to communicate all this matters.
We have to mock, we have to simulate, we have to visualize, we have to do whatever to build the confidence. Prepartion makes the difference. The best skilled person may not get the job if he/she is not prepared well.
Organization hires on good attitude and skills and fires on bad attitude.

Human mind is like iceberg. We can access most of the personality in short discussion. So in interview most of the time we get situational based open-ended question to get into the deeper into the human mind. Through those situational questions interviewer can assess the attitude and values of the individuals.

During interview we need to build authority, credibility and rapport. First 2-3 minutes is very crucial during interview where perception starts building. Research says that interviewers make their minds up within the first 2 minutes and spend rest of their time gathering evidence to support that decision. Candidates need to match the frequency with the interview panel. People like people that are like themselves. Matching and mirroring is an indicator of rapport. For that we have to practice and build those expertises.
What will be the flow chart?
           
1-Build attitude - > I am going to get the job
2- CV should have all the accomplish to the believe that we are going to get the job
3- which organization key word, work area, strength, weakness, rehearse those points
4- visualize you are attending the interview and you are answering etc etc questions
5- at the D day reach on time , be like a detective, collect as much information as possible and visualize about the interview
6- at the time of interview , apply all the expertise to connect with the interviewer


REST IS DESTINY !!!


Patary's Philosophy: Operational excellence through Agilpractices - By...

Patary's Philosophy:
Operational excellence through Agilpractices - By...
: Operational excellence through Agilpractices - By Chandan Lal Patary,PMP,CSM Abstract: Demand is increasing in today’s world to improve...

Patary's Philosophy: Overcoming challenges in Information Technology (I...

Patary's Philosophy: Overcoming challenges in Information Technology (I...: Overcoming challenges in Information Technology (IT)-Engineering project execution – By Chandan Lal Patary,PMP 1. Introduction: Execution o...
Overcoming challenges in Information Technology (IT)-Engineering project execution – By Chandan Lal Patary,PMP
1. Introduction:
Execution of software projects for core engineering segments like Automotive, Avionics, Building automation, Process automation, Power system automation etc is a challenging work. Interfacing with large complex systems and inserting software into those systems to get the business value is a complex and time consuming work, e.g. writing cockpit control software for large passenger aircraft, Writing software applications for total power management system like Generation, Distribution and Transmission areas, and writing software for controlling total air-conditioning system for a multistory building. Software industries are experiencing various challenges to smoothly run projects involving these complex engineering systems or domains. Most of the projects are running into execution troubles for various reasons. Project Execution processes get influenced based on various factors like organization culture, organization location, project execution location, nature of the engineering product, Return on Investment from the project etc. Executing a task in production environment (Factory) is different from executing tasks in a virtual environment i.e. on a desktop PC in 3X4 cubicles in an IT company! Managers are significantly adapting themselves to the required changing environment. Generalizing the process to achieve the result is a herculean tasks though it will be a mixture of IT and engineering process. Organization cultural plays a critical role in project execution. Engineering product companies have their own history, cultures, people, mindset and process and engineering companies are proud of all these factors. IT team members are finding challenges to get into these parameters.
2. Challenges:
Today’s Information Technology(IT) projects demand the aggressiveness and swiftness for project execution in case of large scale IT system development otherwise technology will become obsolete by the time system is ready for usages or else there will not be any buyers for that product. Knowledge workers are the major resources for IT projects targeted for core engineering segment. Team members need to be very adaptive for today’s IT project execution. IT Project execution taking lot of time with lot of issues is causing major damage to the business in engineering segments. Sometime organizations are losing projects. IT Project execution in engineering segment is quite complex because of the domain knowledge which plays a significant role for large system development. It takes several years to acquire the domain skills and only after that individual can start contributing values towards the product. High attrition rate in software organization sometime causes poor quality product deliverable and delay in project execution.
Few high level findings which can causes delay for the IT project execution in core engineering domain:
 Organizational culture.
 Organizational process
 People
 Politics
3. Organizational culture:
Today’s IT project demands quick delivery. Competition is very high. Revenue margins are low. Large organizations are having tough time to execute the projects with the expected speed. Small organizations are able to achieve up to certain extent because of the culture changes and structure. Whereas, in large organizations, the process which is a result of accumulated and sometime redundant experience not only decelerates the pace of project execution but also complicates the path of affecting any changes into the project at any stage. The employee mindset in a large scale engineering company has traditional backlogs in employee’s mind something like as Public Sector Unit or Government establishment employees’ mindset. Currently mass people moving into the IT industry from engineering industries for better prospects and career opportunities is also cause culture issues. Managers from engineering division are getting promotion and moving into IT management but mindsets does not change as per the project demands. Factory work cultures are moving into IT environment but IT- projects cannot be executed with bureaucratic lethargic execution steps as found some of the engineering industries or PSUs. Managing knowledge worker is different from dealing with factory workers.
Many private organizations are hiring people who have spent most of their work life in public sector companies or large scale government establishment as managers since there is scarcity of experienced people with domain knowledge. But several years of experience in bureaucratic environment cripples the manager’s mind and moving into IT industries creates impact into the software organization culture.
4. People:
Large scale engineering companies which are into IT project development unit, most of the time have core engineering people as domain experts or managers. IT knowledge workers are different from domain engineers and they need to be handled differently because of age and cultural differences. Hand shaking of both the culture is a mindset change and needs special care. IT resources are like migrating population in software industries where as engineering system demands long term commitment from workforces because of the inherent complexity of the system.
5. Organizational process:
Large scale IT engineering organizations which are traditionally into engineering product development and recently moved into IT product automation area to maximize the system efficiency, business values and minimize the human interference have serious process ambiguity issues especially for IT project execution area. Organization is in dilemma if it should follow CMM process, ISO or traditional engineering process excellence which is proven for those organizations.
6. Regional Politics:
Pride and arrogance are sometime part and parcel with most of the domain experts. IT project execution in engineering application need constant support from domain engineers and vice versa across geographies. The knowledge those domain experts acquired over a significant period of time is quite appreciable which need to transferred to the IT team members to effectively execute the tasks. Due to various political issues, knowledge transfer is not smooth. Reason could be many like fear of losing the jobs, to become obsolete, duplicate the knowledge and produce in different fashion and get the credit, repeating the same knowledge transfer for IT migration population etc. Unwillingness or inability to understand the domain for IT resources causes poor quality software output.
7. Can we Change?
Changing the execution environment is like turning the Titanic ship from East to West direction in a fraction of a minute! But experience says it is possible and organizations are changing to sustain the business growth. It needs leaders to drive the changes.
To become productive and provide value and come up with innovation solution for engineering segment through IT needs long term continuous commitments from Organization, from top executives and team members. It should be a virtual company with one goal and one execution model irrespective of origin location or execution location.
8. Change is possible, how?
Organizations need strong leaders to drive these issues out from the system. Business leaders should be in synch with the middle level managers on regular basis to look for conflicts or issues. Leaders have to constantly communicate with the stakeholders by thinking about the bigger picture like 360 degree communication. Communication has to be firm, continuous and persistent to achieve the result. Managers have to be trained on critical people management aspects if it is missing.
Team members need to see the bigger business values and long term benefits and the leaders have to make the big picture visible to the team. Once resources visualize the bigger picture than automatically contribution will start towards the organization, products, and society for the better future. It is possible only by constantly, persistently producing values through the same domain or systems.
Organization policy should ensure resource retention for those areas where IT project is a long term business for that engineering segment.
Top executives should ensure smooth execution happen with proper regional handshake so that organization can achieve the maximum business value and target.
Follow standard from project management framework for project execution. Deviation should be minimized.

Operational excellence through Agilpractices - By Chandan Lal Patary,PMP,CSM 
Abstract:
Demand is increasing in today’s world to improve the operation excellence to meet the competitions for
any project. Steps organization could take to get the maximum value in less time and less cost by
executing the projects through well defined proven process and demonstrate greater customer
satisfaction and achieve the target revenues are through an established process. Through quantitative
methods for measurement team can demonstrate and convince all stakeholders about the excellence.
Continuous performance improvement has to measure and demonstrate to show the operational
excellence. Increase productivity, Increase Quality, reduce cost is the mantra of Operation excellence
which team has to perform, measure and demonstrate.
Introduction:
According to Wikipedia Operational Excellence is a philosophy of leadership, teamwork and problem
solving resulting in continuous improvement throughout the organization by focusing on the needs of
the customer, empowering employees, and optimizing existing activities in the process.
Agile Manifesto twelve principles are, a) Customer satisfaction by rapid delivery of useful software, b)
Welcome changing requirements, even late in development, c) Working software is delivered frequently
(weeks rather than months), d) Working software is the principal measure of progress, e) Sustainable
development, able to maintain a constant pace, Close, f) daily co-operation between business people
and developers, g) Face-to-face conversation is the best form of communication (co-location), h)
Projects are built around motivated individuals, who should be trusted, i) Continuous attention to
technical excellence and good design f) Simplicity g) Self-organizing teams, l) Regular adaptation to
changing circumstances.
In today’s world all organization has to increase the project execution speed to sustain the high
competition and reduce the time to market. Project Execution cycle time has to reduce continuously by
working smart with a smart process which is continuously evolving. The Organization which has the
ability to reduce the execution cycle time will have the competitive advantage.
Project can maximize operation excellence by following Agile practices. Organization can get the
expected output and reduce the execution cycle through best practices followed across industries within
Agile framework. Scrum masters and managers have to drive the agile process religiously to get the
required output. Agile provides value in less time to the customer.
2
Problem Statement
How can team Improve operation excellence by establishing agile process? How team can get the
maximum benefit out of the process by knowing the performance gap and through continuous
improvement? What are the measurement parameters to demonstrate that team is doing excellent in
execution?
Proposed approach:
Below are the highlighted points learnt during execution of the project and for the team the need was to
get maximum output by adopting agile methodology for execution of the project. All these flow has to
be monitored measure and drive for the ultimate results.
a) Effective Requirements management
b) Mindset Changes
c) Culture Changes
d) Communication management
e) Distributed team management
f) Metrics and measurement
g) Process improvement
Effective Requirements management:
Identifying features and creating backlogs is a major drive before start of the Agile project. Product
management and Architect involvement is critical to drive this product backlog creation. The major
conflict begins when the requirements are not obviously visible and technically viable. Business
management hesitates to invest if the product or project vision is not very clear. Agile accepts changes
but investor need to know how much and by when? More granular are the requirements, success rate
of agile project execution goes up. Tools play a critical role to capture the requirement state and
monitor and controls the requirements. The backlogs have to be traceable and tracked to closure.
Requirement changes have to be tracked and change management impact has to be monitored. The
fundamental of agile is change. Architecture should have ability to absorb those changes at any point of
Tasks designed,
implemented,
reviewed and tested
and requirement
closed
Requirements X1 User story X11
User story X22
User story X33
TaskX11
TaskX22
TaskX33
TaskX44
Product
backlog X11
Product
backlog X22
3
time in execution cycle. Change request has to add into the product backlog with priority set. Every
sprint should have capacity planning for the team to burn those feature.
Backlogs have to be broken into tasks in granular level (8 hrs) level so that tracking of developmentreview-
testing and requirement closure is efficiently done. Complete the high priority requirements,
ship those requirements to customer, take the inputs and update the requirements as new features in
the product backlogs and same cycle continues to maximize the customer satisfaction and value
generation.
Mindset Changes:
Agile demands mindset changes across the organization. At the core of agile execution it is the team
members who will drive the entire show. So the team members have to be always motivated to
successfully execute the show. The challenges some of the organization face to convince the top
management is to buy the agile process.
Traditional business drive will not work with the agile process. Contract and stakeholder management
has to be different. Agile needs dynamic and motivated team members. Organization policy has to align
or change accordingly so that agile projects get maximum value out of it. Agility, collaboration and team
player attitude are the key to the success for an agile project.
Team should attend seminars and training on agile happenings in the Industry. Need to try different way
of executing the tasks so that team can evolve continuously. Team members should be encouraged to
do the mistake and learn from the same and share the lessoned learned.
Progress and improvements has to be demonstrated continuously with the business leaders to reflect
the continuous business values. The success rate of the demo has to be measured and actions have to
be identified for continuous improvement. Data needs to be presented to the management from scrum
based project.
Traditional project Manager does not have any role to play in agile project. He/she can be a facilitator
and help the team to achieve the maximum burn down rate. She/he has to guard the team from
external interference so that team achieves the goal.
Culture Changes:
Agile embraces changes, agile expects fast decision making, agile expects frequent failure and learn from
the mistake. Agile expects mature team members, agile expects reduction of overheads. Not much
documentation work at starting.
Organization needs to recognition the team members who are contributing significantly for the sprint
velocity. The same drive should happen more frequent. Reward system has to be strong enough to
energize the contributors.
Infrastructure has to be up and running to share the information. Build machine, code repository,
communication lines etc has to be up and running .Infrastructure investment has to be prompt with
minimal follow-up.
4
Line management has to actively involve and manage highly motivated team members to maintain the
spirit and control the attrition. Involve wherever people management conflict arises.
Team should be small to increase the interaction and increase ownership. Large distributed team has
multiple side effects. Team building is fast and long lasting for small team.
Agile team need to form with proper team players like expert Architect, domain expert, experience
developer and experience test engineers etc. More team members could jeopardize the agile team
success rate if they are at entry level developers.
Information management:
One of the main pillars of agile project execution is communication and information sharing. How
efficiently team members communicate will directly impact the scrum team. Everybody should know
what is going on in SCRUM team. By applying all different mechanism for information sharing,
information has to radiate to all the stakeholders. Look for issues. Look for dependency, head on to
these so that team gets the correct velocity without failure. Leaders have to ensure for the smooth and
healthy communication among team members and stakeholders. There should be healthy conflicts but
need to control those if it is not helping project. Daily scrum, scrum of scrum, review discussion in all
kind of communication has to execute with mature team members so that every team members feel
that because of their contribution project status is changing. Team effort has to be highlighted always
rather than individual excellence.
Distributed team management:
Many global projects execute agile process, those projects have to take different approach and need to
take special care for execution. Agile heavily depends on prompt communication. Need to deploy
different mechanism to get the information without any delay. Mail, blogs, messenger, video
conference, telephone etc apply all mechanism to create a virtual collocate team. Distributed team need
to know culture to effectively work together. Line managers have to help if there are any conflict arises
which is beyond scrum team capability. There should be scrum of scrum meeting to resolve those issues.
Some time face to face interaction through travel from each side increase the team bonding and
collaboration, which is excellent and silver bullet to reduce conflicts. Centralize tool for data access is a
must. All stakeholders’ like product manager, business manager, consultants, and test engineers need to
be directly involved and contribute for effective agile execution. Team members have to be highly
adaptive so that they can get along with the global team.
Metrics and measurement:
Agile need different measurement and control mechanism to track the project health, to assess the
team performance, to assess the team output in terms of quality, to assess the team productivity. Team
should measure the velocity to predict the execution completion. Estimation accuracy play major role
for sprint planning. Over planning is bad for execution so minimal plan and execute and show shippable
artifacts. Agile avoids big bang delivery. Frequent workable software delivery is healthy way
demonstrate progress. Estimation need to improve constantly sprint by sprint to improve the efficiency.
5
“Doneness” matters a lot for scrum execution.”Doneness” is the measurement terms for scrum based
project where team calculates how many story points/features actually developed, reviewed, tested and
signed off from the product manager. Team need to control if doneness is not achieved 100%
consistently. Technical debt should not pile up continuously and become a mountain of issues hidden in
the shippable software which need to check and control. By focusing on test data metrics team can
efficiently track and measure the quality improvement which will reduce rework for future.
Process improvement:
Agile need continuous process improvement specific to the organization. Team has to religiously follow
continuously process improvement through retrospect, introspect and brainstorm. Every team members
should suggest some kind of continuous improvement after each and every sprint. Team should stop
doing what is not working and should explore more to get the maximum output. Individual has to be
responsible to capture all the improvement points and drive those points. The same should share with
other SCRUM team to get the inputs. Team members should have total empowerment for planning,
changing and controlling the process.
Agile need process to be strictly followed so that the teams get the desired output. All stakeholders have
to participate in sprint demonstration and contribute. High collaboration among team member is highly
expected like Architecture team vs development team vs testing team vs business analyst.
Product owner’s early involvement and continuous monitoring about the feature development
progress, correction is very much required. In absence of product owner involvement failure rate
increases. Sprint completion has to be signed off by the product owner with backlog closure.
Stakeholders continuous inputs are require to successfully execute the project.
Agile mostly follow test driven approach and delivering of working software. Really, really working
software that is the game changer. To maximize the output team should automate wherever possible.
Need to increase the automation to reduce the human intervention wherever applicable. Agile is a test
driven software development, so it should maximize test automation.
As agile puts active checkpoints throughout the project execution cycle it mitigate most of the risks and
deliver high quality software.
Business Impact:
Execution excellence is the key to deliver the product into the market into shortest timeframe.
Organization will get greater benefit if Agile can deploy and religiously follow and continuously improve.
Organization has to build agile team who are producing shippable product in less time and transparent
metrics should support the progress for effective measure and the project status. Tangible output has to
be shown to measure the progress. Team should deliver continuously high quality product and take
feedback to correct if required. By deploying agile team should demonstrate if schedule performance,
Budget performance, quality performance, cycle time reduction, productivity improvement, reducing
rework is in improvement path.
6
Conclusion & Future scope:
Agile if properly deployed and followed all the best practices most of the software project will escape
from failure and will achieve better execution efficiency. It takes time to mature up to a level where
organization can start observing the operation excellence from the agile team.

Patary's Philosophy: Neck pain

Patary's Philosophy: Neck pain: Neck pain: I have been suffering from chronic back pain for last several years. Exploring different way of reducing the pain. Consu...

Neck pain


Neck pain:

I have been suffering from chronic back pain for last several years. Exploring different way of reducing the pain. Consulting with various experts to minimize the pain. what input I am getting in Yoga is the best way of reducing the pain , nothing else will work out. As my profession demands to sit for long duration in front of the desk, so I am not expecting to reduce the back pain. I am decided that I have to live with back pain.
Neck, back pains are related to spine. in medical terminology neck pain affecting the cervical spine is called Cervical spondylysis.This pain could spread over to both sides of shoulders, the back side of the next , the collar bone and the shoulders joins. In certain cases, the pain might be in both the arms and also in the arms joints.

Allopathic doctor recommends me most of the time to do pain killer medicines, heat compression and collar on the neck. It helps when pain is extreme. but for long term solution we have to do yoga.

Cause and cure

The causes of neck pain can be several,. it could be die to regular use of a very high pillow under the head while sleeping.
Or we are using keeping the head bent in particular posture for long hours instead of keeping it erect.
            Or wrong bed mattress.
Or it could be rigidity of the muscle and nerves in the neck and shoulder areas, which obstruct the proper circulation of blood.

Yogic method of treatment covers
a)      Taking proper diet
b)      Correcting the errors and faulty habit
c)      Practice some selected yoga asana

We have to use thin pillow while sleeping and should avoid excessive bending of the neck. The rigidity of the muscle and the condition of defective circulation of blood will be automatically correct

I have been practicing below yoga exercise

First week:
            Vrikshna asana, Trikona asana and Bhujanga asana
Followed by shava asna for 3 minutes







From second week onwards we have to practice below 6 asana. We have to do 4 round daily if possible. The more we do benefit will be immediate.
a)      Vrkshna asana
b)      Trikona asana
c)      Bhujanga asa
d)      Gomukha asana
      e)      Veera asana

Patary's Philosophy: 7 Chakras - Healing through Chakra Medition...

Patary's Philosophy:
7 Chakras - Healing through Chakra Medition





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: 7 Chakras - Healing through Chakra Medition scriptures say that Chakras look like lotuses and can be m...