Vipin Jain has got 17+ year experience in the IT industry.
An MCA graduate from Rajasthan University in 1998, he has accumulated a deep knowledge in software projects, their methodologies and quality. He has dedicated the last 15 years of his professional career to Software Quality.
Currently working with Metacube Software as Sr. Tech Lead QA, he is involved in establishing QCE at his company and is heading the delivery operations. An avid Speaker and writer, he loves speaking at conferences and delivered many presentations at national and international levels. He is member of Review Committees of various international organizations.
He has presented papers in Belgrade conference in Serbia, TestingCup Poland, WrotQA, Poland, QA&Test, (Bilbao, Spain), ExpoQA (Madrid, Spain), World Testing Conference in Bangalore and various national conferences. Few of his papers got published in Testing Planet, Nov ‘14 issue, and Testing Planet magazine, in Nov ‘12 issue. He has a proven record of implementing and refining test processes for various clients across the globe. He is also involved in writing several books in Software engineering and web technologies.
“Help! Silos are entering my Agile Team!”
Johannesburg: 26 May
Cape Town : 28 May
Presented by: Vipin Jain & Dr. Anubha Jain
We all know that agile has become one of the most widely accepted and implemented software development methodologies However, still today we hear stories of attempts to implement agile practices fail within just a few months.
The failures can be attributed to many reasons, but one reason that has attracted attention is Work Silos. It has fast become a very common stumbling block for Agile teams.
Having Silos in teams is like a virus which attacks and disrupts the major organ of Agile systems i.e Communication. Agile owes its success to smooth communication. Its like a backbone for the Agile systems that has provided great success for teams around the world. Smooth communication has dissolved geographical boundaries and has contributed the most in its success. Having Silos in teams disrupts the communication and often leads to Agile failures.
In my presentation, I will focus on how Silos enter the Agile systems. I will talk on following factors:
- Creating teams by functional expertise like DevOps Engineers, Developers, SRE teams, QAs etc
- Separation of duties within teams, like product owners define product, then it is turn of developers and then QA comes in picture. In the end, DevOps performs its roles
- Defined roles bring conflict as they just focus on throwing task to other team over the wall.
- Async communication between teams often results in taking no responsibility for follow-ups. We depend on notifications from tools and hence develop our own silos.
With this, I will now explain solutions for each of the problems explained above, with focus on how to break existing silos within teams and how to prevent silos to enter teams in future. I will explain how to achieve:
- Smooth communication
- Team collaboration
- Eroding barriers
- Product integrations
“Adopting DevOps may not always Win for You”
Johannesburg: 26 May
Cape Town : 28 May
Presented by: Vipin Jain
When organizations start talking about DevOps adoption, they speak with so much enthusiasm that it makes the entire team believe that DevOps is a sure way to success. Then the teams start working on implementing DevOps within organization and reality sets in. as a simple definition, DevOps is a heroic and often successful attempt to link development and operations teams work together to make each side responsive to the other, and use automation to make the process of deploying software repeatable and less error-prone. If you go around and talk with DevOps adopters and implementers, you will find a plethora of stories talking about a lot of stumbling blocks that began to appear on a consistent basis.
My paper is a journey explaining all of those encounters. I will explain the remedies that we applied to make DevOps worthy.
- DevOps is not Automation – This belief that DevOps is all about automation is first cause to its failure. Lot of scripts may not work sometimes. I will try to explain scenarios where we actually revised the scripts generation process to achieve more stability.
- Compliance and auditors team enter late – With focus on Dev and Ops teams, these two teams get least focus. I will explain how we introduced them in beginning, asking them to audit from beginning and helping the process remain on track.
- Following rules rigidly – Teams have this notion that if they follow DevOps rules seriously, they will succeed. I will try to explain how each organization is unique culturally and technologically and how we fine-tuned the DevOps frameworks to suit us
- Over relying on DevOps can have suicidal effects – Everyone tries to oversell DevOps, and this may lead to breakdown of processes. We have to be realistic about DevOps impact. Believe in principle of under-promising and over-delivering rather than other way round.
- Replacing Companies’ Culture with DevOps Culture – We bring DevOps and tried to replace entire companies’ culture with DevOps. I have seen it failing tremendously. We used already smoothly running processes with company and expand and tweak them to fit in DevOps culture. Employees embraced it gladly.
- Post-mortems with boundaries – We expanded the feedback process from the dev/ops teams to entire organization, and got useful results and companywide support for your DevOps plans going forward
- Remember what DevOps is for – People often tend to focus too much on details and forget the context. We developed practices to have constant contact with your customers and your team in order to know whether you’re on the right track.