sapiens case study for project management interview

sapiens case study

1. Agile Program Manager Hirdesh arora

2. SCOPE INTRODUCTION SWOT ANALYSIS ORGANSATION ASSESSMENT PLANNING ENGAGEMENT MODEL – ACROSS 4 LEVERS OF CHANGE PRICING MODEL RISK ANALYSIS QUALITY METRICS BUSINESS CONTEXT DIAGRAM DASHBOARDS

3. SWOT ANALYSIS STRENGTH WEAKNESS OPPORTINITIES : online demand, FMCG market expanding at good CAGR, organisational objective for digital transformation, digital experience, social media influence, evolving online applications THREATS: delayed entry, competitors way ahead, inexperienced IT team, competitive pricing, online presence establishment takes time

4. ORGANISATION ASSESSMENT QUESTIONS YES OR NO Is the leadership aligned with the OKR defined? Are the OKR being reviewed monthly or quarterly? Is the feedback from market survey incorporated into product vision? Are the PO/business giving valuable feedback in planning the product vision? Are the developers/ QA included in decision making ? Is the development team dedicated for a particular initiative? Squad structure defined ? Are the RAIDs properly mapped and addressed? Is feedback from retrospective or review meetings incorporated into backlog? Team sits together to detail out UACs? Product vision is followed with small clear milestones broken into 30/60/90 day plan? R&R clearly defined for all the squad members?

5. PLANNING The type of engagement can be SLA based, wherein value must be delivered as per milestones determined as per the OKRs. INITITATION: Business CASE, PROJECT CHARTER, context diagram, user journey, stakeholder analysis, PLANNING: Define OKR, kPI , squad structure, R&R, acceptance criteria, risk analysis, communication plan/ cadence, release and sprint goals, backlog creation EXECUTION: dev cycle, SIT, UAT, deployment and production, sprint review, retrospective, MONITORING AND CONTROL: Check if all value metrics, health metrics are achieved or not, check If customer feedback is incorporated in backlog, CLOSING : handing over the project to the client with AMC and KT. Training to their tech team for smooth running

6. DEEP DIVE INTO PROPOSED DELIVERY APPROACH JUL AUG SEP OCT NOV DEC WE ARE HERE WE ARE HERE WE ARE HERE DEVELOPMENT BUSINESS SIGN OFF LAUNCH OF MVP 1 PROGRAM LEVEL SQUAD LEVEL PROJECT LEVEL PROGRAM OR INITIATIVE KICK OFF PROJECT PRIORITIZATION SECURITY SIGN UP OKR PRODUCT BACKLOG INCEPTION RELEASE PLANNING (USER STORIES FROM USER JOURNEY) BACKLOG GROOMING SPRINT PLG DEV UAT SIT BUSINESS SIGN OFF

7. ENGAGEMENT MODEL ACROSS 4 LEVERS OF CHANGE LEVERS CHARACTERSTICS AFTER TRANSFORMATION METRICS PROCESS AND TECH Multiple Cross functional teams working in 2 week cycle Code coverage, defect leakage, CFR, DORA metrics, defect density per code, Squad velocity, lead time, cycle time, burn up chart, burn down chart, work item time Uat is 1 sprint behind dev sprint Automated setup for deploying software Automated testing – unit test, integration test, functional testing At end of 2 week cycle, uat ready stories showcased Code quality practices followed PEOPLE AND COMPETENCY R&R defined squad composition Squad cadence defined Change agents, change navigators are identified Agile academy for PO,SM and bootcamp for dev ORG AND GOVERNANCE 30/60/90 day delivery cycle is followed Change management canvas, value derived from each MVP, Efffective communication OKR defined PM tool is setup and tracked for updates Dedicated squads CULTURE AND MINDSET Collaboration towards common goal, Building visibility and transparency

8. Tribe / clan structure Squad 1 Squad 2 Squad 3 Squad 4 chapter Chapter lead DEV Chapter lead QA Chapter lead DEV Chapter lead UI Chapter lead PO

9. PRICING MODEL PREFERRED pricing model would be : Phase 1: Discovery phase - T&M Time and material contract will be suitable during the discovery phase of the project when the requirements are not very clear to the client. Once the scope is fixed after establishing the user journey and through context diagram, MVPs and milestones can be agreed to. Phase2: Cost Reimbursable In this model, terms of payment can be set with the client. The client will explain the scope by and large, after that billing would be done as per teams and manhours required to achieve that scope. However, to deliver maximum value to the customer, changes in the scope are welcomed. And as per the changes, timelines and cost can be adjusted.

10. RISK ANALYSIS and MITIGATION Risk analysis is done throughout the course of engagement. The risks discovered can be noted in the Risk register after analysing the risk qualitatively and quantitively on basis of severity and occurrence probability. Team must also decide mitigation strategies to minimise the impact of known/ unknown risks in terms of cost, schedule and scope. During planning phase, as per the history of team velocity, as per monte carlo simulation model, percent of backlog stories that are less likely to be completed can be noted down as risk. Eg : the probability that a team will be able to achieve 8% less velocity is calculated to be 10%. It means that there are 10 % chance that last 8 out of 100 stories in the backlog will not be completed by the team. Hence it is to be kept in mind that the stories are prioritised by the PO as per business priority. Stories are also prioritised based upon risk they pose to the development. This risk is based on 3 factors: Completeness Volatility Complexity Stories with higher risk and higher business value must be prioritised first in the backlog because failing fast and early feedback are one of the core principles of agile. And failing early is relatively less costly in a project.

11. QULALITY MERTICES BURN UP CHART BURN DOWN CHART UNIT TEST CODE COVERAGE % DEFECTS PER STORIES % REWORK PER STORIES PLANNED VELOCITY TO ACTUAL VELOCITY WAIT TIME FROM DEV DONE TO IN QA WAIT TIME FROM QA DONE TO IN UAT LEAD TIME FROM DEV TO DEPLOYED

12. BUSINESS CONTEXT DIAGRAM THIS SHOWS HOW A SYSTEM OR SOFTWARE IS INTERACTING WITH EXTERNAL ENTITIES. IT ALLOWS FOR THE BUSINESS TO WRAP THEIR HEAD AROUND THE SCOPE OF THE PROJECT . E commerce website customer Social media Administrator 3 rd party supplier Warehouse management system Catalogue Credit management system Email system