Disciplined AgileJas Madhur and Scott Ambler

Presentation for PMI Luxembourg

November 22nd, 2016 - Chambre des Metiers, Kirchberg

#pmiluxagile

Agenda

• Part 1 – Jas Madhur (Luxembourg)

• Part 2 – Plan A - Scott Ambler (Toronto)

• Part 2 – Plan B – Slides. No refunds. Free event. Even food! Sponsors.

• agilepartner• Since 2004 architecting agile information systems

• Don’t worry be AP!

• Lux – Advisory• Since 2009 consulting company specialising in organisation and strategy

Questions and comments use #pmiluxagile

Part 1 - Jas Madhur – Who am I?

• PMI Luxembourg – Director of Finance … 2017 + Sponsorship

• Agile Practitioner / Methodologist• 1993 Iterative/Object Oriented Development (Canadian Air Traffic System)

• 1997 Rational Unified Process (RUP) Development Team (IBM Rational Software)

• 2004 Agile Vancouver – Dr.Philippe Kruchten

• 2008 Agile Toronto – Scott Ambler

• 2011 Luxembourg

• AZUR ERP for Health Insurance Companies

• SMEs

• Agile RUP (Matisse)

• PM / PMO

• Write proposals and submit tenders EU institutions at infeurope

• jasmadhur.blogspot.com - @jmadhur

Who are you? Why are we here?

• Audience• IT Project Managers• HR • Curious about what is all this ‘AGILE’ noise is about?

• Know• Agile. Like teenage romance. Rampant and variable. Great experts. Let’s hope it’s safe.• Patterns and anti-patterns of agile and agility.

• Do• How could the agile approach be useful throughout your organization?

• Think• Being agile stimulates evolution and innovation.

• Feel• Being agile and adaptive is engrained in our DNA.• It’s natural.

The Context

• Software/Systems Engineering• 1 Dimensional .. Waterfall .. DoD Mil-Spec 2167a

• 2 Dimensional .. Iterative .. IBM Rational Unified Process (RUP) (1996)

• Market Pressures of the “Internet Economy”• Small Teams

• The Agile Movement

• Rapid Delivery and Innovation

• A Balanced Reliable Approach• Disciplined Agile

DoD Mil-Spec 2167a (1989)

13+

Hardware (HW)

Computer Software (CS)

Unit (U)

Component (C)

Configuration Item (CI)

Baselines

WATERFALL

1. System Rqmts

2. Rqmts Analysis

3. Design – Preliminary

4. Design – Detailed

5. Coding

6. Testing (CSU)

7. Integration

8. Testing (CSC)

9. Integration

10. Testing (CSCI)

11. Integration

12. Testing (System)

13. FAT

14. SAT

The Rational Unified Process (RUP) (1997)

• Software Development Lifecycle (SDLC)

• Approximate to the solution• Iterative

• Time Bound

• Risk Focused• Attack!

• Useable deliverables• Out of the “Chaos”

• Scalable and Adaptable• Invocation Patterns based on complexity

• Options and Tradeoffs

• Cohesive View - Breakdown silos.

Adapting to Complexity and ‘Ceremony’

• Management Complexity• High (Bigger Teams)

• Lower (More Informal)

• Technical Complexity• High (Many unknowns) .. Unk-Unks

• Lower (Predictable cost & schedule)

Ambysoft – Enterprise Unified Process (EUP)

• Broader• Production

• Retirement

• Operations & Support

• Wider and Cohesive• Enterprise Business Modeling

• Portfolio Management

• Enterprise Architecture

• Strategic Reuse

• People Management

• Administration

• Process Improvement

“Information Highway” New Economy Climate

• Get me a developer!• Paired Programming• XP• Test First Development

• No tomorrow• Get it working today• Get it funded

• Schwaber & Beedle• Agile Software Development with Scrum (2002)

2001 .. Agile Manifesto

14 Signatories

• Alistair Cockburn

• Andrew Hunt

• Arie van Bennekum

• Brian Marick

• Dave Thomas

• Jeff Sutherland

• Jim Highsmith

• Jon Kern

• Ken Schwaber

• Martin Fowler

• Mike Beedle

• Robert C. Martin

• Ron Jeffries

• Ward Cunningham

Scrum – Key Terminology

Priorities

Matisse = Agile_RUP

jasmadhur.blogspot.com

Agile Patterns and Anti-Patterns

Anti-Pattern

• Not my job!

• Not holistic

• Assigned to multiple projects

• Cumbersome bureaucracy and processes

Pattern• Focused ‘self organized’ team

• Transparency / Communication / F2F• Co-Located cross functions• Collaboration tools• Walls/white boards radiate info!• Visible progress

• Fail Fast .. Welcome change.

• Deliver working software early and often

• Maintain constant pace

• Small steps, important things first

• Customer satisfaction

Meanwhile, a few words about LEAN

• Define ‘Value’ .. Functionality (Features)/Cost/Schedule

• Focus: Flow: Create a value stream delivery process (JIT – Just in Time, Kanban)

• Purpose: See the whole, Empower the team, Eliminate Waste, Deliver Fast

• Approach: Many small improvements (Kaizen .. Continuous Improvement)

• Performance Measure: Reduced flow time, Don’t pass on defects (Demming)

• Results: Less waste, increased efficiency (Faster time to Market)

Part 2: Scott Ambler

• facebook

• Shoelaces

• Olivia – 1 week

• Scott – 40 years

• CSMs, HR people

Scott Ambler

• Canadian. From Toronto.

• Senior Consulting Partner: Scott Ambler + Associates (SA+A)

• Founder of• Agile Modeling, Agile Data, Disciplined Agile Delivery, Enterprise Unified

Process

• Author/Co-Author• Disciplined Agile Delivery (12), Refactoring Databases (06), Enterprise

Unified Process (05), Enterprise Architecture (03), Agile Database Techniques (03), Agile Modeling (02), The Object Primer (04,95),

• Senior Contributing Editor• Dr. Dobb’s Journal

Publications - Scott Ambler and Mark Lines

• 2012 - Disciplined Agile Delivery• A Practioner’s Guide to Agile Software Delivery in the Enterprise

• 2013 – Going Beyond Scrum • Ambler

• 2014 – Scaling Agile Software Development• Ambler and Lines

• 2016 – The Disciplined Agile Process Decision Framework• Ambler and Lines

Disciplined Agile (DA) - Introduction

• Why Disciplined Agile?

• DA Strategies

• Process Blades

• Principles for Effective Processes

Why Disciplined Agile (DA)?

1. Enable Agile Delivery Teams to Succeeddevelopment + enterprise architects + operations + governance people + data management

2. Provide a Coherent Strategy for Agile ITwork together as adaptive whole

3. Support the Lean Enterpriseanticipate and respond swiftly

4. Context Countsbest fit processes

Disciplined Agile 2.X

DA Strategies

1. DA teams are enterprise awarelearn – share knowledge – reuse – involve – governance (e.g. service oriented architecture) local vs global optimization

2. DA supports a full delivery lifecycle (Lust to Dust)concept – inception – construction* – transition - production

3. DA is goal-driven, not prescriptiveGoals: inception – construction – transition – on-going **

4. DA supports 4 delivery lifecyclesAgile/Basic (Extended Scrum Construction), Advanced Lean (Kanban), Continuous (Construction*), Exploratory (Lean Start-Up)

5. DA enables tactical scalingFactors: team size – geographic distribution – organization distribution – compliance – domain complexity – technical complexity

6. DA hybrid frameworkuse the best from existing software process frameworks (Scrum, XP, Kanban, Agile Modeling)

DA Phase Goals – Do it your way!

• Inception (How do we start?)• Form Initial Team• Develop Common Vision• Align with Enterprise Direction• Explore Initial Scope• Identify Initial Technical Strategy• Develop Initial Release Plan• Secure Funding• Form Work Environment

• Construction (How do we produce a solution?)• Produce a potentially consumable solution• Address changing stakeholder needs• Move closer to deployable release• Improve quality• Prove architecture early

• Transition (How do we deploy?)

• Ensure the solution is consumable

• Deploy the solution

• On-Going (What do we do throughout?)

• Grow team members

• Fulfill the team mission

• Leverage and enhance existing infrastructure

• Address Risk

• Improve team process and environment

• Coordinate activities

DA Process Blades

• IT Governance

• Enterprise Architecture

• Reuse

• Agile/Basic

• Continuous Delivery

• Exploratory/Lean Startup

• Lean/Advanced

• Continuous Improvement

• Data Management

• Release

• Operations

• Support

• Management• People

• Portfolio

• Product

• Program

Principles for Effective Processes

1. Choice is good, and making informed choices is better.

2. Optimize the whole.

3. Every team owns its process.

4. Improve continuously.

5. Embrace process change

6. Repeatable results are far more important than repeatable processes.

7. Empiricism is far more important than theory

2012 - Disciplined Agile Delivery

• This is effectively DAD 1.0

• Detailed reference guide to building consumable solutions from beginning to end

• Empirical, context-sensitive approach to enterprise development

2013 - Going Beyond Scrum

• Scrum is a good start on leading software teams, but isn’t sufficient

• Focus on consumable solutions, not just potenially shippable software

• Extend Scrum’s construction lifecycle to address the full delivery lifecycle

• Move beyond method branding

• Adopt explicit governance strategies

• Take a goal-based approach to enable tailoring and scaling

• DisciplinedAgileConsortium.org/Resources/Documents/BeyondScrum.pdf

2014/2016 - Scaling Agile Software Development

• Describes how to scale solution delivery tactically

• Works through how to tailor initial requirements scoping, initial technical strategy, moving closer to a deployable release, and coordinating activities

• DisciplinedAgileConsortium.org/resources/Whitepapers/Tactical%20Agility%20at%20Scale.pdf

2015 – Introduction to Disciplined Agile Delivery

• Overview of DAD

• Case study working through initial agile adoption by a team

• Works through how to start with a Scrum-based approach and eventually evolve it into a continuous delivery strategy

• Concise “airplane read”

2016 – The Disciplined Agile Process Decision Framework

• Workflow of an agile IT department

• Need to optimize the whole of IT

• IT departments are complex adaptive systems

• A Disciplined Agile IT department enables the Lean Enterprise

DA Certifications

Knowledge

Knowledge + Experience

Knowledge + Experience + Giveback

DisciplinedAgileConsortium.org/apply

Maturity

• You have choices

• For some process decision points, there

is a clear ordering as to the effectiveness

of your choices

• In these cases you effectively have a

“maturity model”

The PMI and Agile

• PMI - Agile Certified Practitioner (PMI-ACP)

• Member: US$435.00Non-member: US$495.00

• Prerequisites

• 2,000 hours of general project experience working on teams. • A current PMP® or PgMP® will satisfy this requirement but is not required to apply for the PMI-ACP.

• 1,500 hours working on agile project teams or with agile methodologies. • This requirement is in addition to the 2,000 hours of general project experience.

• 21 contact hours of training in agile practices.

Accreditation Bodies

• PMI-ACP

• APMG International

• Strategyex Certificate (Associate or Masters) in Agile

• International Consortium for Agile (ICAgile)

• Agile Certification Institute

• Scaled Agile Academy

• Scrum Alliance

References

• In addition to Scott and Mark

• Jas Madhur Blog – Courses – Software Engineering

• Mihaly Csikszentmihalyi - Flow: The Psychology of Optimal Experience

• Mary Poppendieck - Lean Software Development: An Agile Toolkit

Thank You … Till the next time!

• Audience• IT Project Managers• HR • Curious about what is all this ‘AGILE’ noise is about?

• Know• Agile. Like teenage romance. Rampant and variable. Great experts. Let’s hope it’s safe.• Patterns and anti-patterns of agile and agility.

• Do• How could the agile approach be useful throughout your organization?

• Think• Being agile stimulates evolution and innovation.

• Feel• Being agile and adaptive is engrained in our DNA.• It’s natural.