Abhijeet Verma is an Agile Coach with 7+ years of experience in Agile Methodologies (Scrum, Kanban, Scrumban and Lean) and 10+ years in IT sector. His areas of interests are Requirement Elicitation and Analysis Process, Process Management and Delivery Management. He is proactive and adaptable with extensive Software Development Management and Leadership skills; dedicated to maintaining high quality standards. He is an Atlassian Jira (ALM Tool) and Confluence (Product Management and Documentation) administrator. He has experience in handling globally distributed teams working in different time zones. He has worked in domains like Finance (USA, India), Supply Chain Management (United Kingdom), Telecom (Australia) and Healthcare (USA).
Discovery to Delivery – The Journey to Continuous Improvement
The Product Management journey in an organisation can be very challenging when an effective governance model is missing. After a series of brainstorming sessions, we introduced a Discovery-Delivery model which was implemented across the software development group of the organisation. It helped us to address and streamline the process and diminish ad-hoc acceptance of requests by the agile delivery teams.
With the help of Discovery Kanban, we successfully introduced a funnelling mechanism which filtered the ideas into product requirement and subsequently into features, epics and stories. The columns of the discovery model were governed by rules (explicit policies) which defined the entry and exit criteria for tickets introduced in the discovery model.
After deciding which tickets have to be treated in which way, the Software Control board (comprising of Solutions Architects and Product Managers) decided if the tickets have to be treated as platform enhancement or as a customer request. This bifurcation decided the ticket's journey. The platform enhancements were handled by a delivery Kanban team and customer request were handled by the delivery scrum team.
With the help of Delivery Kanban teams and Scrum teams, we were able to decide which items have to proceed in time bound manner (sprints) and which tickets could be delivered in continuous flow fashion (Kanban flow).
With Kanban being introduced at the program level and Kanban-Scrum being introduced at team level, we were able to control the work in progress; select the most appropriate the items for development (deciding the class of service) and optimise the flow of requirements through various stages until they were developed and delivered to the client.