agile tools - files.meetup.com · comparison of modern toolsets emergence of alm/adlm choosing the...

Agile ToolsAgile Victoria February 2016 Meetup

February 15, 2016

Introduction

About Me

My Experience

Why Talk About Agile Tools?

What We’ll Cover

Current Landscape of Agile Tools

Comparison of modern toolsets

Emergence of ALM/ADLM

Choosing the right tool for your situation

Current Tools Landscape

From VersionOne 2015 State of Agile Survey

https://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf

GENERAL TOOL USES &

PREFERENCES

WHAT CAUSES AGILE PROJECTS TO FAIL?

WHAT IMPEDES AGILE ADOPTION?

Are Tools a Factor?



HOW IS SUCCESS

MEASURED…

WITH AGILE INITIATIVES?

WHAT PART DO TOOLS

PLAY?



HOW IS SUCCESS

MEASURED…

WITH AGILE INITIATIVES?

This Time from the Standish

Group’s perspective (2015 Chaos Report)

Notice…

No clear mention of tools, maybe process

improvement could be

considered

Agile Tools

What They Are Not

Replacements for solid Agile understanding, planning

and experience

There are no Shortcuts!

Tools can and are used effectively to bolster and aid

in the practice of Agile, Not to automate or bypass

Agile Practice!

As with any other Craftsmen/Women – Tools are only as

good as the people using them!

As with other Craftsmen/Women - if you don’t have the

understanding and experience to use great tools, you

will still produce crap…

Agile/ALM

Tools & Process

Clear Project / Program Goals

(clear mandate, stakeholder buy-in, funding

and supported program/project plan)

Agile Foundations

(team training, process, experience, communication process, standard

framework(s)

Organizational Support

(Leadership’s full buy-in to adopt/ embrace agile and to support cultural change is needed)

Maszlow’s Hierarchy of Needs Agile Hierarchy of Needs

Classes of ToolsManual (stickies, card stock and physical boards)

Office based (Excel, Google Docs)

Basic agile tracking tools / task boards (local, server tools-

too many to mention)

Issue / Bug Tracking Based Tools (Jira, Fogbugz, Bugzilla)

Traditional PM tools (MS project is integrating ‘agile’ into

new versions)

ADLM tools (TFS, JIRA, Rally, V1) integrated to 3rd party Dev

Ops tools

Integrated Development Tools (Visual Studio, TFS)

Full Enterprise suites with Enterprise Scaled Agile (SAFe),

DevOps, SCCM integration (V1, Rally, IBM)

Tool Class Scrum-

Kanban

Tracking

Integrated

DevOps/

SCCM

Integrated

Requirements

/ Testing

ADLM Scalable Rc’md

Team Size

Cost (incl

config,

integ, ops)

Manual

Board

Yes No No No No 1-4 $

Office

Based

Yes No Partial No No 1-7 $$

Basic

Agile

Tracking

Yes No No No No 1-7 $$

Issue/ Bug

Tracking

Yes/Partial Partial With add-ins Partial No/Partial 7-50 $$

Traditional

PM Tools

No No Partial No Yes 5-150 $$

ADLM

Tools

Yes Yes

w/add-ins

Yes/Partial Yes Yes 5-1000 $$$

Integrated

Dev Tools

Yes Yes Yes / Partial Yes Yes/Partial 5-1000 $$$

Full Suite

Tools

Yes Yes

w/add-ins

Yes / Partial Yes Yes 50-5000 $$$$

Emergence of ALM/ADLM

Agile ALM and DevOps Creates Gaps

The new Mantra: “All companies are software companies” creates gaps in expectations

Agile Teams may be able to produce deliverables in 2 week sprints, and business units want the functionality, but due to inconsistent tooling and ops processes, most organizations currently aren’t able to deploy faster than quarterly or bi-annually resulting in an accumulation of excess WIP inventory

Most agile teams have some measure of autonomy in the use of development tools, but as these change to meet development requirements, it may create disconnects on the portfolio view and / or pain to the ops teams as undocumented change occurs

http://i-cio.com/innovation/internet-of-

things/item/ge-shows-why-every-company-needs-to-

be-software-company

http://i-cio.com/innovation/internet-of-things/item/ge-shows-why-every-company-needs-to-be-software-company

The Solution:

Integrated ADLM

Is ALM / ALDM agile only?

Nope – These processes will work with any PM

Methodology or Framework

But for our purposes, we’ll stick to agile based

ALM/ADLM

Standards / Governance Organizations

OASIS - Open Services for Lifecycle Collaboration (OSLC) develops standards that make it easy and practical for software lifecycle tools to share data with one another

http://www.oasis-oslc.org/ http://open-services.net/

Limited Membership and not all major ADLM vendors participate

Founding Member:

IBM

Contributing Mambers:

Cisco

Fujitsu Limited

Mentor Graphics Corporation

PTC

Red Hat

Software AG

The Boeing Company

http://www.oasis-oslc.org/

http://open-services.net/

http://www.cisco.com/




http://www.fujitsu.com/

http://www.mentor.com/

http://www.ptc.com/

http://www.redhat.com/

http://www.softwareag.com/

http://www.boeing.com/

Key ADLM Capabilities

Software requirements definition and

management

Software change and configuration

management

Software project planning, with a current focus

on agile planning

Work item management

Quality management, including defect

management

ADLM – Other Key Capabilities

Reporting

Workflow

Integration to version management

Support for wikis and collaboration

Strong facilities for integration to other ADLM

tools

Application Development Lifecycle

Management (ADLM) Tools Definition

We can generally then say that ADLM is the logical extension of ALM

to include DevOps Practices

But, Some analysts say they will replace the need for separate

DevOps!

http://devops.com/2015/08/04/adlm-gobbles-devops/

DevOps and ADLM (From Gartner MQ)

Vendors are taking different approaches, but most have adopted

a federated repository of artifacts which allows all individual tools

to share information

The extension of integrated workflow and management across all

project phases in a key approach

The emergence of Service Oriented Architectures allows this

integration through services such as XML, REST and RSS

there will continue to be a variety of ADLM options. This will

include agile development teams using lighter versions of ADLM

offerings; solutions integrated to package deployments;

continued growth of open-source options; and an increasing

number of cloud-delivered, ADLM PaaS solutions.

Future of Application Development

Lifecycle Management (ADLM) Tools

Fragmented DevOps tools have little or no visibility into the overall

end-to-end SDLC process




This isolation creates a clear barrier to efficiency, visibility and agility

across the software delivery process




Because of the limited function each individual DevOps tool

performs, none have the gravitational pull required to define the

larger data model




As comprehensive enterprise software delivery platforms emerge

elsewhere, standard DevOps tools will face ever-increasing pressure

to fold inside them


Software Change and Configuration

Management (SCCM) Capabilities

Configuration identification — identifying configurations, configuration items and

baselines.

Configuration control — implementing a controlled change process. This is usually

achieved by setting up a change control board, the primary function of which is to

approve or reject all change requests that are sent against any baseline.

Configuration status accounting — recording and reporting all the necessary information on the status of the development process.

Configuration auditing — ensuring that configurations contain all intended parts and

are sound with respect to their specifying documents (including requirements,

architectural specifications and user manuals).

Build management — managing the process and tools used for builds.

Process management — ensuring adherence to the organization's development process. Environment management — managing the software and hardware that

host the system. Teamwork — facilitating team interactions related to the process.

Defect tracking — making sure every defect has traceability back to the source.

Evolution of ADLM

Thomas E. Murphy, Gartner Research Director with the Application Strategies and

Governance Group on the evolution of Tools:

“Still terminology and tools are stuck in an era of applications. Gartner believes

we are moving to a “post application” world and as such tools will need to

respond.”

“But while terms are important as they communicate our intents and constraints

we are approaching a shifting era in tools.”

Evolution of ADLM Continued

“In the short term this means our ADLM MQ will change this year

toward enterprise scale Agile planning and execution. We are in the

definition phase of this update clarifying criteria and prepping to do

our initial vendor survey to form the selection of tools that will be

included. I believe this document will continue to evolve dramatically over the coming years as organizations shift to product-centered

approaches and in support of cloud delivered solutions.”

“I believe it will be critical for organizations to define (or redefine) their

culture and surrounding practices and metrics. This should be done in

conjunction with the business rather than as a solo. We have a great

stream of research in the pipeline around agile practices and

enabling continuous practices. Will business as usual continue? Of

course, and traditional ADLM tools will continue to support them. But, a shift has begun and must be understood.”

ADM/ADLM Tool Comparison

Gartner Magic Quadrant

February 2015 (revised July 2015)https://www.atlassian.com/landing/gartner/

Vendor licensed for distribution content

https://www.atlassian.com/landing/gartner/

Forrester Wave

Q4 2012https://www.ibm.com/developerworks/community/bl

ogs/Fariz/entry/the_forrester_wave_ibm_is_a_leader1

?lang=en

Vendor licensed for distribution content

https://www.ibm.com/developerworks/community/blogs/Fariz/entry/the_forrester_wave_ibm_is_a_leader1?lang=en

Gartner Measurements (High Level)

Ability to Execute

- Customer experience scores based on user

feedback on usability and satisfaction

based on reference customers and Gartner

surveys

- Consistent and proven product

execution with high quality builds and

consistent UI/UX

- Functionality supports all methodologies

including waterfall, incremental / iterative

- Pricing and reach

- Viability / Sustainability

- Sustainable and active product investment

Completeness of Vision

- The ability to understand the market from two perspectives by understanding:

- Trends in Agile development methodologies are moving from a specialty to a mainstream requirement

- The emergence of DevOps and the ability to integrate seamlessly to DevOps tool chains

- Emphasis on Agile development and particularly collaboration, scale and connection to portfolio management

- Innovation is judged by the ability to scale to enterprise agile frameworks (SAFe, DevOps practice)

- Less focus on industry / solution vertical (Oracle and SAP excluded)

Gartner ADLM MQ Inclusion CriteriaSupport must be provided for at least two of the following

management domains:

Requirements management — the ability to define

requirements, manage changes and trace dependencies

Quality management — the ability to define test cases

and manage defects

Project planning and management — the ability to define

and assign work items, and track and report on status

Facilitation of distributed team activities

Management of change process workflows - from initial

change requests or requirements through to build and

turnover for release

Gartner ADLM MQ Inclusion Criteria

Continued

Support must be provided for federated sharing

across heterogeneous ADLM systems of metadata.

Support must be provided for cross-project and

portfolio dependency tracking and reporting.

Support must be provided for custom reporting and

custom integrations, beyond those of the vendor.

Agile Tools Analysis

Strengths Weaknesses

Large Customer Base drives strong third-party

partner market. Heavy focus on integration

Tech Support is geared towards large customers,

leaving smaller orgs and teams underserved

Integrated Collaboration via Atlassian HipChat

and CMS tool Confluence

Import and Export functionality is lacking

compared to other tools

Extensive Git support enables strong DevOps

practices

Mobile Support, Portfolio Management is

considered weak (they are working on this)

Strong add-in market via community partners.

Very low barrier to entry creates large number of

add-in solutions

Difficult to integrate multiple instances, and

difficult to migrate between on premise and on-

cloud

Easy to use interface, user management, system

management (easy to integrate new users)

Widely believed to lack heavy-weight depth in

the ADLM feature spectrum and it is often

implemented as a departmental or “team tool”.

Overview: Proven, standard, Issue Management based tool with Agile

functionality available as an add-on (Jira Agile). Strong focus on Task

Management, Defect Tracking, Collaboration. and invests heavily in

integration. Available On-Premise or in Cloud.



Microsoft has defined a clear strategic direction for TFS

offering easy to implement ADLM functionality

Despite recent inroads to support open source

technologies, remains a .NET centric service

Significant training, software and community materials

available through MSDN

Has placed most development and continual releases

into cloud based offerings, leaving some on-premises

customers frustrated (esp. in Canada)

Microsoft understands agile principles better than most

integrated suite vendors

Lacks a dedicated requirements management

approach, opting for integration with Office and

Office 365

Strong support for integration especially to Microsoft

services and Azure cloud including strong SharePoint &

Project Server support

Microsoft lacks depth of pure play agile vendors

around enterprise agile, instead supports Project

Server, but not SAFe

Fully integrated Code Review, Version Control (incl

Git), Integrated Build and Release Management,

SCCM Capabilities

Microsoft is placing large focus on Azure based

services and integration to 3rd party tools on cloud

platform – not good for Canadian users - Yet

Overview: Part of the larger Visual Studio integrated suite of tools, TFS is

a Full ADLM based tool built on multi-tier, scalable architecture.

Features strong support for Agile teams and can be fully integrated to

SharePoint. Uses process templates to define work items hierarchically

across projects.



Standard functionality for agile project and portfolio

management

Significant management turnover over the last year

with an acquisition by CA unclear yet what direction

this move will mean

Rally has a strong understanding of Agile, DevOps, and

SAFe principles

Lacks support and integration for non-agile

development cross functional teams

Flowdock integrated communications tool offers

context based collaboration integrated with the suite

Suite is expensive compared to smaller competitors

which may lock out smaller teams and organizations

Strong support for Agile implementation and training

through their internal consulting model

On-Premise installation is only available as a vmware

image

Strong Management support for driving agile practices

forward

Lack of a unified data model – though CA says they

will address this

Overview: Rally is a full suite ‘pure-play’ agile software vendor. Rally is

deeply involved in agile software development, and focuses on tools

and services to help companies adopt and scale agile practices. Rally

was an early supporter of SAFe, and has made substantial investments

in collaboration and portfolio management.



Flexible Licensing, available as SaaS or On-premises Lacking support for integrated QA/QM and SCCM.

Relies on 3rd Party vendors

Strong materials and tools for adopting V1 and agile in

general with their Agile Sherpa community portal,

frequent webinars, and personal coaching services

While team functions promote easy agile adoption,

product administration can be complex and

cumbersome

Strong support for pre-built integrations, easy agile

scaling path, SAFe, and easy to use Portfolio Views

Lack of native code management, build, change, and

code review tools / SCCM

Strong training and consulting capabilities, good

support in Canada using vendor partners

Lacks native requirements management functionality

Most complete agile suite with excellent product

vision, DevOps automation, and Jira integration

Lacks integration to non-agile teams

Overview: Version One is similar to Rally in they are both full suite

integrated agile platforms. Version One values simplicity over

complexity and is known as an easy to implement solution. Version One

often leads the market in agile tool innovations.



IBM has a large, comprehensive suite of ADLM

products covering the full life cycle, and a strong

position in supporting DevOps practices

IBM has a comprehensive and complex product line

that complicates contracts, adoption and decision

making

IBM has the ability to scale to meet the needs of large

and complex technology and business transformation

initiatives via IBM Global Business Services

A complex, overlapping product line increases per-

seat costs. Token pricing simplifies licensing, but some

clients report limited cost savings

Strong support for pre-built integrations, easy agile

scaling path, SAFe, and easy to use Portfolio Views

Lack of native code management, build, change, and

code review tools / SCCM

The vendor's tools accommodate legacy product

users in product road maps, providing support and

transition paths

IBM's products can involve a steep learning curve, and

high installation and startup costs.

The vendor's tools for both IT and system development

are well-positioned for the Internet of Things (IoT)

The speed of overall product innovation may lag

behind less diverse companies in the short term,

Overview: Consider IBM when you are looking for a broad portfolio of

technology products and services spanning methods, platforms and

delivery types, from system engineering to traditional IT applications.

With good support of waterfall, iterative and agile methodologies, IBM

can be a good choice for bimodal organizations looking for a single

ADLM solution .

Tool Class Scrum-

Kanban

Tracking

Integrated

DevOps

Integrated

Requirements

/ Testing

ADLM Scalable Recommended

Team Size

Cost

Manual

Board

Yes No No No No 1-4 $

Office

Based

Yes No Partial No No 1-7 $$

Basic

Agile

Tracking

Yes No No No No 1-7 $$

Issue/ Bug

Tracking

Yes/Partial Partial With add-ons Partial No 7-50 $$

Traditional

PM Tools

No No Partial No Yes 5-150 $$

ADLM

Tools

Yes Yes Yes/Partial Yes Yes 5-1000 $$$

Integrated

Dev Tools

Yes Yes Yes / Partial Yes Yes/Partial 5-1000 $$$

Full Suite

Tools

Yes Yes Yes / Partial Yes Yes 50-5000 $$$$

Financial Benefits – ROI of Implementing ALM

2013 study prepared by

Forrester for Microsoft to

examine the 3 year

economic benefit to

implementing Microsoft

TFS as their ALM tool

http://blogs.msdn.com/b/dannawi/archive/2013/04/09/microsoft-alm-3-year-roi-of-295-and-a-payback-period-of-6-months-according-to-forrester.aspx


Research Sources


http://blogs.gartner.com/tom_murphy/2015/10/19/the-evolution-of-adlm/

https://www.atlassian.com/landing/gartner/ MQ ADLM – 2015


https://www.atlassian.com/landing/gartner/ Vendor licensed for distribution content

blogs.msdn.com/b/africaapps/archive/2013/05/30/application-lifecycle-management-part-2-of-5.aspx

https://msdn.microsoft.com/en-us/library/fda2bad5.aspx?f=255&MSPPError=-2147217396





http://blogs.gartner.com/tom_murphy/2015/10/19/the-evolution-of-adlm/




blogs.msdn.com/b/africaapps/archive/2013/05/30/application-lifecycle-management-part-2-of-5.aspx

https://msdn.microsoft.com/en-us/library/fda2bad5.aspx?f=255&MSPPError=-2147217396




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