Agile in Interior and Architecture Design IndustryDEEPTI JAINHTTPS://IN.LINKEDIN.COM/PUB/DEEPTI-JAIN/A/852/107DEEPTIJAIN@AGILEVIRGIN.IN+91-999-902-8847

Client

ESTABLISHED IN 1976 THIS CLIENT OF MINE IS TODAY RELATED AS ONE OF THE LEADING INTERIOR DESIGN CONSULTANCY OFFICES IN INDIA, WHICH HAS RENDERED PROFESSIONAL SERVICES FOR VARIOUS ORGANISATIONS AND PRESTIGIOUS PROJECTS.

SOME OF THE LATEST CLIENTS ARE:

INDIABULLS SKY, PULLMAN, PARK PLAZA, CLARENS HOTEL, SAROVAR PREMIERE, HYATT PALACE, DOUBLE TREE BY HILTON.

HTTP://FABINTERIORS.IN/

Need for AgilityGrowing team and increasing clients started seeing following issues: Poor Coordination among team members Poor communication with clients Resulting in delay in Project delivery and quality compromise

Listen to your people, they already have solution

Too much Management dependency Too much waiting time in getting approvals Both the above points created disengagement and demotivation Lack of feedback and recognition for work delivered Daily work tracking and monthly projection of engagement Confusion about policies around: salary increments and bonus; Leave; Late and early working hours; Late

filling of daily time tracking sheet; Late arrival fine… Other Hygiene issues: Fun at work; Saturdays working; Poor Employees Bus…

PDCA – Iteration -1 Engaged with all employees and addressed their concerns Based on feedback from all (Depts + Mgmt), create self-managing, cross-functional teams Architecture group being standalone, continued to be a separate body Interior, 3D and Materials were grouped together, and further sub-divided on the basis of clients. Working Agreements:

Each team has : PO from Management, SMs from within team PO provides backlog, but team members own responsibility for clarity on user stories Each team member was responsible for his/her work, but to begin with SM owned team responsibility. Each team member’s focus was on improving communication with PO and customer.

Hygiene improvements: Salaries were revised, and APSR system design initiated. All policies were revised and provided updated version to employees New Bus provided to employees, additional pickup and drop slots created. Diwali Fest celebrated and gifts along with bonus distributed

Retrospective of Iteration 1 STOP:

SMs with poor communication

Start: Restructure teams to be smaller so that they can be better managed

Empowered members with better communication and coordination skills to be SMs

Team skill set improvement

Continue: Cross functional teams, self learning teams

Backlog creation by PO

Road Ahead Quarterly All hands to share big picture with organization Feedback system to be implemented with Management Groom SM to better facilitate and help team Implement Scrum Ceremonies where there is need Create knowledge base for reference for design standardization Enhance team knowledge Improve quality check Create cultural committee for fun and recreation

Thank you!