Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators• Then,wemadetypewriters

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators• Then,wemadetypewriters• Then,wemademainframes

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators• Then,wemadetypewriters• Then,wemademainframes• Thenwemadepersonalcomputers

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators• Then,wemadetypewriters• Then,wemademainframes• Thenwemadepersonalcomputers• Thenweenabled enterprises totransformwith e-commerce

Let’stalkaboutmytechfamily• IBMisatechnologycompany… thatis105 yearsold

• Backthen,wemadepunchedcardtabulators• Then,wemadetypewriters• Then,wemademainframes• Thenwemadepersonalcomputers• Thenweenabled enterprises totransformwith e-commerce

• Today,we’rebuildingthenextgenerationofbusiness bydeliveringcognitivesolutions,poweredbythecloud

IBM Bluemix

Butthisisn’tapitchaboutwhatwe’veaccomplished–

ThisisaboutYOU

HowwillYOU ensurethatYOUR businesscanreactwithchangingmarkets?

Betteryet,howwillYOUdisruptyourmarketwiththenextmajorinnovation?

DisruptorBeDisrupted:ThechoiceisYOURS“Beingtoorisk-aversecausesmanycompaniestostopinnovating andtorejectnewideas,whichisthefirststeponthepathtoirrelevance. …Tobeatrulycreative company,youmuststartthingsthatmightfail. “

– EdCatmull,Creativity, Inc.“Trustiskey.CXOsmustcreateaculture

oftrustandempoweremployees. “

– DavidReibstein, Ph.D.“Theglobalmarketplace ischangingtoofastfor

complacency”

Let’stalkaboutsomeAgileAnti-patterns

Or

“HowNOT todoAgile!”

AgileAnti-Pattern:THE BuildGuy

“IsetupJenkins, thewholeteamcanuse it!Nowwe’reagile!”

- Hayden,THEBuildGUY

ContinuousIntegration&Deliveryshouldbepartoftheculturenotisolatedtribalknowledge

Everyoneowns theCI/CDprocess– fromtestcoveragetothebuild/deploy/testcycle

AgileAnti-Pattern:FeatureBullets“Hereisalistoffeatures Ineedfromtheproject.Idon’tthinkweneedtodefineusecases,because clearlyeveryoneknowswhatImeanby“Foobarintegration!”

- Quintin,yourresident HiPPO

Focusontheuseroutcomeisessential toeffectivesoftwaredelivery,andusecaseshelpeveryoneunderstandthegoalandthepathtoachievethatgoaloutcome.

AgileAnti-Pattern:60minutedailyscrums“Tellmeallofyourstatus,detailbydetail.It’simportant asyourmanager/exec thatIknowallofyourincremental decisionsandhaveachancetotellyouwhetherornotIagree!”

- Cassandra,Development(Micro)manager

Dailyscrumsarevaluableforumstoidentifyblockingissuesorensureallteammembersareawareofcriticaldecisionsaboutusecasesorarchitecture.Scrumsareacommunicationpathwayfortheteam,nottheleadership.

“Earlyinmycareerasanengineer,I’dlearnedthatalldecisionswereobjective untilthefirstlineofcodewaswritten.Afterthat,alldecisionswereemotional.“

– BenHorowitz,TheHardThingAboutHardThings

Developerscanfallintothetrapofvaluingthecodeovertheuseroutcome.Asusersprovidefeedbackortherisklandscapechanges,pivotsarerequired.

Whenyouhavetopivot(theusecaseorarchitecture),don’tgethunguponthoughts like“Ispentsomuchtimewritingthis,wehavetoinclude it!”

AgileAnti-Pattern:Emotionaldecisionsaboutcode

Counterpoint:NoCodeIsSacred(NCIS)

Let’stalkaboutsomeGood AgileBehaviors

Agile:Howyoudesign

• Focusonpersonasandusersfirst,thenoutcomes,thenfeatures• Drivenbydevelopingempathyforyourusersandenablingoutcomes(notsoftwarefeatures)• Iterativeplanning,development,andfeedback– favorworkingcodeoverslides• Builtbyempoweredteams

http://ibm.com/design/thinking/

Agile:Howyouwork

• Shipyourorganization – focusonmulti-disciplinaryteamsandcraftyourorganizationtoreflectthearchitectureyouwant(Conway’sLaw)• Designphysicalspaceswhichfostercollaboration;notisolation• Beupfrontandvocalaboutyourorganizationvalues – andtrust shouldbekey

“Thefirstruleoforganizationaldesignisthatallorganizationaldesignsarebad.Withanydesign,youwilloptimizecommunicationamongsomepartsoftheorganizationattheexpenseofotherparts.“

– BenHorowitz,TheHardThingAboutHardThings

Agile:Howyouship

• Automationforeverything!• Build,Test,Deploy,Learn– withoutautomation, youcan’thopetodeliverandoperateatscale intheDigitalEra

• EstablishyouranchorpointsinyourContinuousDeliverytoolchain• Ensureconsistencywhererequired;offerchoicewherepossible

• Ittakesavillage• Everyone ontheteamshouldfeelresponsible fortheautomation thatenables delivery http://ibm.com/devops/method/

Agile:Howyoumeasure

• Metricsshouldbeakeypartofyourdecisionmakingprocess• ApplyExperimentDrivenpracticestoyourdevelopmentsoyoucanlearnwhatworks• Don’tbeafraidtoexperiment–defineworkinghypotheses,implementanddeliverthem,thenmeasuretheresultsandadjustasneeded

“Togiveyouthebestchanceofdeterminingrealproblemsthatwillmakegoodexperiments,observeparticipants’actionsratherthanaskingforverbalfeedbackandnotewheretheyappeartogetlostorhitbumps.”

– ColinMcFarland,Experiment!