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Agile – Introduction and Adoption in Enterprises

Rimjhim Ray: rimz.ry@gmail.com

http://in.linkedin.com/in/rimjhimray

Traditional Software Development

Linear, phased development cycle

Planning done upfront. Everything is driven by THE PLAN

Siloed processes. Assembly Line

Change is difficult. CONTROL!

Success depends on getting the requirements right -UPFRONT

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The Catastrophe - Measured

Only 35% projects succeed

31% projects cancelled

64% featured rarely used

The Standish Group 2006 Chaos Report

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What's wrong with Waterfall?

The market forces are dynamic. Change is the only constant

I know it when I see it principle (IKIWISI)

Limited customer collaboration-recipe for disaster

The six blind men effect!

Operational inefficiencies

Waiting too long to see something work. Competition would not wait!

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Pull out the Canoes

Think laterally

Break Siloes

Bring everyone together

Acknowledge the problem

Have a joyride!

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Have a Joy Ride - Land Ahoy!

An overall routemap

Route Correctipn on the way

All hands on the deck

Can we stop here to replenish supplies. Spot the tiger?

Are we there yet? Take stock. Ask the radar ship

Land Ahoy! Bring out the smiles

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Agile Manifesto

What is Agile?Agile Manifesto

Values

Principles

Practices

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The Agile Manifesto Individuals and interactions over

processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a planIn February 2001, 17 software developers met at Utah to

discuss lightweight development methods. They published the Manifesto for Agile Software Development[www.agilemanifesto.org]

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Individuals and Interactions

Respect the individual

Cut through the hierarchy

Simplify communication. Use Information-Radiators!

Bring the consumer and producer together. Dismantle the walls

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Working Software as a measure of progress

Each agile iteration or sprint will produce a potentially shippable product

Potentially shippable is NOT necessarily EQUAL to shippable or shiped

Limit Work in Progress

Keep Documentation Lean

Just in Time Design. The design evolves too.

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Customer Collaboration

Colocate developers with customers

Capture the VOC – Voice of the Customer

Designate a customer proxy. Also fulfilled by a product owner representing business interests

Customer feedback taken at end of each agile cycle

Encourage discussion, debate, brainstorming to elicit the customer POV- Point of View

Rationalize the stakeholder viewpoints

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Respond to Change

Shred the plan. Share the vision

Plans are evolutionary. Plan in small

Manage change. Do not control it

Controlled Chaos – Make sure all change is chanelled through product owner

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Agile Values

Communication

Simplicity

Courage

Feedback

Respect

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Agile Development Methodology

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Agile Development Methodology

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Agile Development Principles

Customer satisfaction by rapid delivery of useful software Welcome changing requirements, even late in development Working software is delivered frequently (weeks rather than

months) Working software is the principal measure of progress Sustainable development, able to maintain a constant pace Close, daily co-operation between business people and

developers Face-to-face conversation is the best form of communication

(co-location) Projects are built around motivated individuals, who should

be trusted Continuous attention to technical excellence and good design Simplicity Self-organizing teams Regular adaptation to changing circumstances

Agile Practices

• Iterative Development

• Regular Delivery of Working Software

• Configuration Management

• Whiteboard Modeling

• Customer Tests

• TDD

• Daily Stand ups

• Active Stakeholder Participation

• Code Refactoring

• Self Organizing Teams

• Independent Testing

• Architectural Spikes

• Paper-Based Modeling

• Pair Programming

• Prove Architecture Early

• Flexible Architectures

• Evolutionary Design

• Simple Design

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Agile Adoption in Enterprises

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Why should you be Agile?

Agile helps you

Learn and Adapt/ Respond to Change

Minimize Risks and Cycle Time

Maximise Returns and value for the Customer

Your Essential Survival Kit in a volatile,

global market place

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Agile Adoption

Get Senior Management Buy In

Restructure, reorganise, refactor organisation hierarchies. A paradigm shift! The HR needs to play an active role

Create Self-Organising teams. Need strong mentorship

Choose an Agile Development Method example Scrum

Align business, development teams, operations to chosen method and its rythym

Agile – Top Down

Define an Agile Rollout Plan with defined success metrics. Measure and assess at periodic intervals

Think about recruiting, training and supporting more coaches

Create coaches with subject matter expertise within the Programmes/ LOB’s

Moving the ownership of Agile into the Business Units

Introduce “Agile Boot Camps”

Agile Coaching and Mentoring

Buddy system, visits

Accepted Responsibility on level of commitment

Open Space events

Coaching Roundtable

Agile in Action Workshops

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Agile Adoption – The Numbers Better alignment

between business and IT Shorter time to

market Reduced waste Improved quality

And the CxO loves Agile!

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Typical break up of Agile Projects

Executives must review agile adoption and seek to streamline the agile practices

Focus on the results. How much value is Agile adding to the organisation?

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Agile Assessment

Audit how successful the agile process is

Typically measure on the conformity to agile principles and practices

Can be through structured questionnaire, evaluation by experienced practitioner

Get everyone's view. Let there be a war room

Measure also against hard objectives – meeting delivery and budget constraints

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The 'other view' - Where Agile does not fit

Projects with tight budget and schedule. Fix scope upfront

Permeance of requirements. You exactly know what you want

Maintenance Projects. Fixed price enhancements or defect fixes

Enterprise Architecture initiatives. Heavy-weight processes such as RUP are more suitable here

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Thank You