agile 2013 presentation, tom grant

Agile In The Real World: Gone Mainstream, Creating Bigger Waves, Making Course Corrections

Tom Grant, Ph.D.

Senior Analyst, Forrester Research

2© 2013 Forrester Research, Inc. Reproduction Prohibited

Thanks toIsrael Gatfor that joke


Agile has been a revolutionary force that definitely improves software development and delivery…

…But we may be leaving a lot of people behind.


How successful is Agile?

? ??

© 2012 Forrester Research, Inc. Reproduction Prohibited

Agile has streamlined development…

5

*


TOP 5 reported benefits: Improved quality (56%)

More opportunities for mid-course corrections (56%)

Overall improved customer and business satisfaction (38%)

Better business-IT alignment (37%)

Improved time to market (32%)

A lot more than velocity

Less than 25%

Between 25% and 49%

Between 50% and 74%

Between 75% and 99%

100%

40%

17%

13%

12%

19%

“How many development teams in your organization have implemented Agile practices?”

(Select one)

Base: 205 IT professionals from organizations that are implementing or have implemented Agile(percentages do not total 100 because of rounding)

Source: November 2011 Global Agile Software Application Development Online Survey

Agile adoption isn’t superficial

We’ll see this pattern again.


Powerful connection to other disruptive forces

MOBILE CLOUD

OPENSOURCE

DEVOPS

DESIGN UX/CX


Agile has adopted to real-world circumstances

WATER SCRUM FALL

Resourcing

Budgeting

Justification

Definition

ComplianceGovernance

User resistance to change

Re-work

SPRINT!SPRINT!SPRINT!SPRINT!

Planning

Requirements

Additional testingRelease

StreamlineStreamline


Agile is blurring boundaries between activities


Which is all good news because…


*Base: 3,616 business decision-makers world-wide.Source: Forrsights Business Decision-Makers Survey Q4 2012

Business’ top two priorities for IT:

1. Improve the use of data and analytics to improve business decisions and outcomes

2. Improve IT project delivery performance*

Only 30% of business users think that IT is accelerating their success*


Mobile

Open source software (used as part of software developed

and/or deployed)

Pressure to deliver faster

Geographically distributed teams

Agile

0% 20% 40% 60% 80% 100%

It has made my work harder.

It has made my work easier.

It has had no ef-fect on my work.

How have the following aspects of software development and delivery affected your work?

Base: 128 software development professionals worldwide.

Source: Forrester ALM survey, Q1 2013


Uncontrollable demand is destructive

Commitments

Technical debt

Resourcing

Heroism

Learning

Planning


Complex, prescriptive SDLCs are derailing under stress


We’re not in a “post-Agile” world yet


How do weaddress some ofthe immediatechallenges?

? ??


DEFINITION

DELIVERY


Only 24% of organizations deliver new software weeklyor faster

For the business, this is unacceptable


TESTINGRealistic

AutomatedThorough

DEPLOYMENTConsistent

ManageableRecoverable

DELIVERYComplete

ConfiguredImmediate

RISKUnderstood

SharedAddressed


COMMONPERSPECTIVE

TRUST

TECHNICALDEBT


Why not other

activities?


SPRINTSPRINTSPRINTSPRINT

ACTUAL

PRELIMINARY

26

Prioritization UX

Quality

Quality

UX

ACTUAL

PRELIMINARY

Architecture

Architecture

Prioritization

Design

DesignTE

CH

NIC

AL

BU

SIN

ES

S

Value

Value


Developers have better relationships with Operations than they do with business analysts and business unit

managers.




The #1 and #3 reasons why software doesn’t ship on time:

“New and changing requirements”

“Unclear requirements.”

“Operational bottlenecks” are #6.

Base: 128 software development professionals.


Never

Infrequently

After significant landmarks, such as a major release or the end of a

project

At a regular interval of between 6 to 12 months

At regular intervals less than 6 months apart

Continuously, using data gathered about system usage or other

mechanisms

5%

15%

25%

8%

20%

26%



Here’s that curve again

“How often do you measure user/customer satisfaction with the software as delivered?”

(Select one)


What does thefuture look like?

? ??


Agile adoption means crossing a major chasm


The organization must be ready for COMMITMENT

Experimentation

Noble failure

Measurement

Adjustment

Transparency

Self-reliance

Collaboration


Sample commitment: CONTINUOUS INTEGRATION

Check into a single branch

Check in multiple times per day

Test in a production environment

Build the entire package, not just the binaries

Unit test rigorously

Build after each commit

Only test on a clean server

Do multiple integrations per day

Be transparent to the team


If you’re committed to transformation…

34

AgileCI

TDD

CD DevOps

Kanban

Etc.

CynefinEtc.Visualization


We are not planning significant changes to our methodologies or tools within the next 5 years.

We would like to make some significant changes to our methodologies or tools, but we have no current plans.

We are planning on making significant changes to our methodologies or tools within the next year.

We are in the process of making significant changes to our methodologies or tools.

0% 10% 20% 30% 40%

Which of the following statements best describes your software development and delivery organization?

Not everyone has that

commitment




Why isn’t everyone committed?

Lack of leadership

Horizontally fragmentation

Problems of scale

Technical debt

Compliance

Poor organizational health

Under-investment

Out-moded organization

Myth of central control

Risk-averse culture

…And excessive demand


We are headed towards a deep division between two types of software

development organizations


“The curve” is really a chasm

Not committedto transformation

Committedto transformation


Where would you rather live?


How do we avoid dystopia?


DEEPEN AGILE ADOPTION


Accelerate the trip down the cone of

uncertainty


Hone strategies for adoption beyond the

single team


Make flow the connection between

Agile and ALM

COLLABORATION

OUTCOMES

ACCELERATORS

Methods

High valuesoftware

Tools

The business

Delivered more frequently

Delivered more reliably

Platforms

Organization

Teams

Trust


EMBRACE DISRUPTION

© 2013 Forrester Research, Inc. Reproduction Prohibited 47

Disruptors will compel change anyway

45% of software professionals have no plans

for changing methodologies or tools

41% are new at mobile applications, and 31% are planning on starting soon



© 2013 Forrester Research, Inc. Reproduction Prohibited 48

MOBILEDEVELOPERS PMO

› New requirements media

› New platforms› New testing

capabilities› New

deployment options

› New expectations

› Some of the old ways made sense!

› OK, not all of them…

› So which can we change or drop?


CHANGE ROLES ANDRESPONSIBILITIES


Change roles and responsibilities

Beyond the product owner

Beyond the Scrum Master

© 2013 Forrester Research, Inc. Reproduction Prohibited51

BAsDevelopers

Testers

Productowners

Scrummasters

UXdesigners

DE

FIN

ING

DE

LIV

ER

ING

Enabling

Assessing

Portfoliomanagers

Projectmanagers

Technicalarchitects

BI professionals

Operationsstaff

Executive management

Helpdeskstaff


Testers must be masters of Test Fu

TESTTECHNICIANS

Test automation

Test management

Exploratory testing

Quality assessment

Test re-use

Realistic cases


BAs must be envoys

ORDERTAKERS

Accelerate design

Define roadmaps

Negotiate

Communicatenecessity

Assess value

Represent interests

Actionable

Contextual

Descriptive

What is the

customer

asking for?

How should we

meet the

customer’s

request?

What is the customer really asking for?


Executives must be sponsors of innovation

MONDAYMORNING

QBs

Goal-setting

Room to experiment

Assessment

Top cover

Alignment

Investment

© 2013 Forrester Research, Inc. Reproduction Prohibited56

After adopting Agile, who has influence over product decisions?

Executives were the only group whose influence decreased.

56


Customers must be partners in innovation

ORDERGIVERS

Clarity

Priority

Context

Availability

Roadmap


The customer must learn something about how

development organizations work.

58

Thank youTom Grant

+1 650.581.3846

[email protected]

agile 2013 presentation, tom grant

Technology

forrester research

agile percentages

agile practices

forrester alm survey

work sprint

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better business

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