agile transformation best practices

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Agile transformation best practices


  • 1.AgileTransformationBest Practices Cherifa Mansoura IBM Rational SoftwareSolution Architect, WW Solution DeliveryBrazil, Qcon2012 2006 IBM Corporation 2007 IBM Corporation

2. 2 IBM Software GroupAgenda 1Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion 2006 IBM Corporation 2 3. IBM Software GroupBasic agileScrum Results from analysis tasks and unfinisheditems from sprint backlog (e.g. defects)Product backlog(work items)Feedback, funding Sprint planning Select work items for sprint from product backlog and identify tasks Daily stand-up meetingWork itemsselected for Sprint backlog sprint (tasks) 2-6 week sprintDone DemoRelease and Retrospective implementationPractices: Product BacklogValue-Driven Life Cycle Self OrganizationRelease Planning Product Sprint Planning Scrum masterOwnerDaily Scrum Meeting Sprint DemoTeam members Retrospectives Roles:Scrum Master Product Owner, IBM Corporation 2006 Team Member 3 4. IBM Software GroupAgile techniques have been used for decades, to resolvekey challenges Key Challenges Common Agile / Lean techniques* BUSINESS participation as a project team member Requirements are dynamic Requirements are dynamic Joint requirements, design and prototyping sessions and difficult to lock down and difficult to lock down Use of visual modelling and prototyping tools Documentation of results vs. targets Team elaboration of requirements with flexible scope change Reducing the technical debt Iterative approach allowing key components to be developed to Reducing cost of quality address Ill know it when I see it mentality Prioritization of requirements based on business objectives Time boxing to fixed dates and fixed cost Deliver business value more Incremental delivery of highest priority project components first quickly Decomposition of large initiatives into multiple releases Small, dedicated, co-located teams in teaming environment Lean process framework and limited documentation Architects participate and direct lead developersReduce risk of adopting newtechnologies High risk proof of concepts are performed early in the project Right skills are dedicated to the project team* Most of these are found in any Agile approach (e.g. XP, Scrum, DSDM) 2006 IBM Corporation 4 5. IBM Software GroupWhy is waterfall still popular 1 2Simple to explain andEasy to illustrate as an3recall orderly processAdopted by many companies Do the requirements, then It gives the illusion of an in the 70s and 80s design, and then implement orderly, accountable, and It was promoted in many softwaremeasurable process, with engineering, requirementssimple document- driven engineering, and managementmilestones (such as texts, courses, and consultingrequirements complete). organizations.5 2006 IBM Corporation5 6. IBM Software Group Agile versus the traditional process TraditionalAgileWork items assigned to specific people Stories are assigned to the entire teamBeta Customers are engaged after *DCut Customers are engaged early in the Life CycleTesting is done after design & Testing is done simultaneously withdevelopment are completeddevelopment Done is doneDefects backlog is very large and worked Backlog is kept to a minimum not lettingon from DCut to releasedefects pile upWeekly team meetings Daily scrum meetingsRoles are well defined (Dev, test, etc)Roles are not defined by personFeature backlog is set at Plan DCP Backlog changes as customer feedback is receivedLarge feature backlog listsSmaller releases helps manage the listsTeam works individually on assignedPromotes team collaboration to succeedpieces*Design Code Unit Test 2006 IBM Corporation6 7. 7 IBM Software GroupAgenda 1Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion 2006 IBM Corporation7 8. IBM Software GroupKey success points for an Agile adoption: Testimonial Increased flexibility in Increased collaborationadapting to customer between dev & test. We arerequirements all on the same team. Increased test automation & Stories help the team focusregression to ensure higheron delivering value toqualitycustomer Breaking down roles, Working in small teams of 3rotating roles to 4 increased collaboration Open communication Team took over ownership ofbetween team members Sprint content Developers take more Team commits to what theyownership in the quality ofcan deliver and takes pridethe releasein demoing to stakeholders 2006 IBM Corporation 8 9. IBM Software GroupThe IBM Agile Manifesto Agile development mustAddress ProvideProvide Strengthen Becomplex integrationeffective solution disciplined.architecturalBe effective for processes forgovernance. quality andrequirements.all types of small andconsumability. development:.large teamsDisciplined across Agile Delivery multiple sitesand timezones. Team size Under 10 1000s ofdevelopers developers Geographical distributionCo-located GlobalWhere these statements are not yet true, we will work together to make them a reality.9 2006 IBM Corporation9 10. IBM Software GroupThe Disciplined Agile Delivery (DAD) life cycle The Disciplined Agile Delivery (DAD) process framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value lifecycle, is goal-driven, is scaleable, and is enterprise aware. 2006 IBM Corporation 10 11. IBM Software GroupMoving to an effective agile governanceConventional GovernanceAgile GovernanceActivity-based managementResults-based managementMature processes, PMI/PMBOKPlan in detail, then track variances Plan/steer/plan/steerAdversarial relationshipsHonest collaborative communicationPaper exchange, speculationProgressions/digressions, factsRequirements first Architecture (risk mitigation) firstAssumes certainty in desired product Admits uncertaintiesAvoid change Manage changeEarly false precisionEvolving artifactsMore detail = higher quality Scope (Problem specs) Design (Solution specs)Apply too much or too little process Right-size the processProcess is primary, blind adherenceDesired results drive process Manage variances 2006 IBM Corporation11 12. IBM Software GroupFrom waterfall to agile IBM promotes both Agile and Disciplined Agile approachesbased on organizational needs Some organizations need more structure then Where doespractices such as Scrum allows yourorganization fit?Predictive Adaptive Agile has moved into mainstream software development but implementation details must often be adapted to the unique needs and priorities of each organization Agile practices promote development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project 2006 IBM Corporation12 13. 13IBM Software GroupAgenda 1Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion 2006 IBM Corporation13 14. IBM Software GroupSo what is the focus for agility in ..this context of the Global EnterpriseProcess layer Empowered teamsOutcomeReal time information 2006 IBM Corporation 14 15. IBM Software GroupIs it only about adopting agile practices? Adoption is not enough To be successful, you need!!! To transform your organization Adapt the practices to work in your environment Align your adoption with your business objectives and management structure Get prepared for the cultural shift Align your team to reflect a more agile world view Requires governance changes 2006 IBM Corporation15 16. IBM Software GroupEnterprise Agile Transformation Approach Enterprise Transformation must focus on three different aspectsOrganization Transformation Process and Methods Adoption Through ExecutionProcess Agile Practices Project MentoringPeople(Methodology) Onboarding Process Business Intelligence - Metrics and ReportingPeople Transformation Enablement Program Tool Training Program Agile Practice Adoption WorkshopsRational Team Concert Planning CapabilitiesProcess ToolTool Distributed SCMPeople OSLC(Automation, Jazz Foundation (Enablement) Enforcement) Agile Practices (e.g. Scrum, Release Planning) Establish Center of Excellence Build the foundation for Enterprise roll-out Have an enablement program Have pilots. Learn from the pilots and update training 2006 IBM Corporation16 17. 17IBM Software GroupAgenda 1Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion 2006 IBM Corporation 17 18. IBM Software GroupEnterprise agile adoption AND transformation Five habits of successful agile transf-adoption 1. Be explicit about you agile goals 2. Understand the dimensions of scale up 3. Use measures to govern behavior 4. Consider People 5. Grow incrementally with a clear transf-adoptionplan 2006 IBM Corporation 18 19. IBM Software GroupHabit1: Be explicit about you agile goalsBusiness Needs Driving Agile Transformation Time to market Improve CostsTime to Improve Qualitymarket Costs Continuous Improvement ContinuousQualityImprovement 2006 IBM Corporation19 20. IBM Software GroupBusiness Objectives SampleNameDescription OutcomeTime to Projects deliver faster Complete small projects within 7 months (averagemarketthan todaytime to market is currently 14 months) Deliver a first increment (demo) on projects within8 weeks from project initiation followed bysubsequent increments (demos) at regularintervals of 2-4 weeksCostProjects deliver with Increase the efficiency baseline (function pointsefficiencylower overall costper FTE) by 10%than todayQuality Systems exhibit the Decrease the error baseline by 10%agreed level of qualityContinuousThe development Knowledge and experience is used to improveImprovement organisation is a processeslearning organisationResult based managementusing commonprocesses that are Processes are performed in a mature andcontinuously updatedprofessional way (i.e. consistently) in order toharvest the benefits of this. Pna/stee/plan/steer 2006 IBM Corporation 20 21. IBM Software GroupHabit2: Understand the dimensions of scale up: the AgileScaling Model (ASM)Core Agile Development Focus is on construction Goal is to develop a high-quality system in an evolutionary,collaborative, and self-organizing manner Value-driven lifecycle with regular production of working software Small, co-located team developing straightforward softwareDisciplined Agile Delivery Extends agile development to address full system lifecycle Risk and value-driven lifecycle Self organization within an appropriate governanceframework Small, co-located team delivering a straightforward solution Agility at Scale Disciplined agile delivery and one or more scaling factors applies 2006 IBM Corporation21 22. IBM Software GroupAgile scaling factorsTeam size Compliance requirementUnder 10 1000s of Critical, developers developersLow risk audited Geographical distribution Domain Complexity StraightIntricate, Co-locatedGlobal-forwardemergingDisciplined Enterprise discipline AgileOrganization distributionProject Enterprise Delivery(outsourcing, partnerships) focusfocus CollaborativeContractualOrganizational complexityTechnical complexityFlexibleRigid Heterogeneous, Homogenous legacy 2006 IBM Corporation22 23. IBM Software GroupHabit3: Use measure to govern behavior Identify and Implement (small set of) Metrics to steer performanceimprovement Business Level Operational Level Control Level 2006 IBM Corporation23 24. IBM Software GroupMeasures help answer key questions Business-RelatedIT-RelatedAgile-Related MeasuresMeasuresMeasures Appropriate level ofProjects deliver Agile practice management andfaster than todayadoption analysis activities Are we meetingAre we seeing theAre we agile? businessbenefit where we Projects deliver with Efficient changeAgile role objectives? cost lower overall expected? request process adoptionthan todaySystems created or Efficientupdated in the requirementsAgile work productprojects have thedefinition andadoptionagreed quality signoffThe developmentFewer breakagesorganisation is awhen solution Agile tasklearning elements areadoptionorganisation integratedEmployee Less solutionAgile processsatisfaction hardening needed adoption 2006 IBM Corporation 24 25. IBM Software GroupHabit 4: Consider People Build an environment oftrust Train your Executives onyour approach Establish a new relationshipwith the business Use Mentors/Coaches Use Champions/Sponsors Keep it fun4 August, 2012 Unified Process Mentors 25 2006 IBM Corporation 25 26. IBM Software Group.Its all about people Make changes on how peoplecollaborate in software developmentteams Behavioral and organizational changemust be introduced in a plannedfashion Without appropriate guidance and theright people and the right strategyteams/organizations often fail toadopt the process and toolseffectively 2006 IBM Corporation26 27. IBM Software GroupHabit6: Grow incrementally with a clear transf-adoption plan Capability deployed in a wave of change4500 4000 Adoption increases as proficiency3500increases3000 Users 2500 Knowledge Transfer to practitioners2000 1500 Guidance, best practices, project1000500 management, etc01 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 Mentoring / Training (JIT)Capability A Capability B Capability C . While iteratively improving deployment Deployment teams learn from each deployment. They build skills, proficiency, and collateral with each new iteration Each wave consists of multiple deployment iterations Collateral and best practices are accumulated 2006 IBM Corporation 27 28. IBM Software GroupIBM recommends a three-phased, incrementalimprovement approachPhase 3Capability & MaturityPhase 2 EnterpriseTransitionPhase 1EarlyAdopters Goal : complete the Mobilization enterprise roll-out,business as usual Goal :complete the roll-out Results : broader roll-outin some LOBs, expandand self-sustaining, agile Goal : develop agile early results culture transformation program, Results : demonstrate the generate quick-win Duration : 12~24 Monthsvalue across some LOBs(determined by rollout Results : show technical values (cost, fast) Duration : 6~12 Monthsplan) Duration : 3~4 Months TimeProject/Team Focus Enterprise Focus 2006 IBM Corporation28 29. IBM Software GroupSummary: Critical Success Factors Middle management championship is essential Winning over executives is easy Winning over practitioners is easy Winning over middle managers is HARD - Architects, PMs, Test Managers and Development Managers - These are the folks that must translate technical results into business results Value must be demonstrable in first deployments Incremental demonstration of value, early and often Disruption cost profile may dominate Value delivered profile - You need to track and quantify both Once the mobilization is established, pilot significant change onbusiness critical projects That is where the A-players are That is where organizational scrutiny/support is most intense 2006 IBM Corporation29 30. 30IBM Software GroupAgenda 1Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion 2006 IBM Corporation30 31. IBM Software GroupConclusions It works! even in a large development organization where process maturity is essential Simple easy The challenges related to adopting agile are well known The relative importance of these challenges and how theycan/should be addressed is different for each organization A blend of approaches, methods, tools and practices is needed Piloting is the best way to identify where to focus Good coaches and good tools help address some of the most important challenges to reinforce behaviors Ensure measurement approach is in place early A structured enablement concept allows for large scale deployment of a common framework 2006 IBM Corporation 31 32. IBM Software GroupWhat makes IBM different IBM has extensive experience helpingorganizations adopt agile practices and transformto improve business performance For each engagement, whatever its scale, wemobilize selected resources from our globalnetwork. World class software development tools Thought leadership along with strategic focus tohelp deliver competitive advantage for yourbusiness success. 2006 IBM Corporation 32 33. IBM Software Group Visit us at: @ Rational Brasil @ Rational Users Group @ IBM Rational Software @ IBM Brasil 2006 IBM Corporation 34. IBM Software Group 2006 IBM Corporation34