Enterprise Agile AdoptionSaurav Mukherjee, CSMhttps://in.linkedin.com/in/sauravmukherjee

AgendaWhy Agile

Is Agile the Manifesto, Or - Is the Manifesto Agile?

The Customer Experience (CX)

The Transformation

The Tools

Agenda

Enterprise Agile AdoptionWhy Agile

Application Economy & Digital Transformation

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Application Economy - Customers hold all the power- Software is the primary way for customers to experience the brand today- Competitive pressures to rapidly innovate and iterate applications increased

exponentially

Digital Transformation- Ultimate Priority - develop & deliver superior customer experiences, enabled by

software- Launch new applications or services faster than before- Marry ‘stability’ with ‘agility’/speed – Bimodal IT

“By 2017, 75% of IT organizations will have a bimodal capability, half will make a mess.” - Gartner (Nov, 2014)

‘Bimodal’ Capability – The Challenges

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Issues within a complex IT infrastructure• Tracing transaction movement across cloud, mobile and legacy systems to quickly

pinpoint root causes of issues• Feeding that information back into development systems to improve application

performance at the code level

Silo-ed Monitoring• Many ‘sources of truth’ – natural offshoot of organisational growth (organic or

through M&A)• Unifying monitoring and gathering actionable data to improve CX, i.e. promoting

collaboration & rapid response

Technical Debt Cycle• Suboptimal design decisions > infrastructural fragility & technical debt• Sacrificing manageability and reliability for innovation and speed

Deploy Agile in DevOps Framework

The Benefits:• Quickly pinpoint and resolve performance issues• Unify application and infrastructure performance monitoring• Take a more proactive approach to IT monitoring

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To stay relevant and to succeed in today’s highly competitive & disruptive application economy, adopting agile is not an option, but

a necessity.

Enterprise Agile AdoptionIs Agile the Manifesto, Or - Is the Manifesto Agile?

Why Rethink the Manifesto

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(1) The world has changed.

(2) Software is now almost omnipresent.

(3) Complexity has increased.

(4) Projects still fail!!

Future Gazing

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(1) Data & Science will drive decisions.

(2) Culture will be a focus.

(3) Individual behaviour will be a driver.

(4) Tools will play a larger role.

Manifesto: 2016 (2001)

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Individuals & Interactions

Working Software

Customer Collaboration

Responding to Change

Processes & Tools

Comprehensive Documentation

Contract Negotiation

Following a Plan

“That is, while there is value in the items on the right, we value the items on the left more.”

OVERCOMBINED WITH

OVERBALANCED WITH

OVERCOMBINED WITH

OVERCOMBINED WITH

New Age Product Delivery – Points to Ponder

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Decoupling the Manifesto from agile

Continuing to shift the understanding of failure

Communication Methods

Tracking Metrics & using those to reiterate

Thinking of Agile from organisational perspective

Enterprise Agile Adoption

The Customer Experience (CX)

CX – the only metric that matters

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To effectively monitor the CX, business services must be analysed holistically, rather than aggregate of component level performance statistics.

• Most visible brand ambassador• Most business-critical responsibility of IT for

meeting customer expectationSoftware

• Blind Spot – Silo-ed environments + lack of drill-down visibility into 3rd party component, services, environments

• Operation Bottleneck - Dev & Ops at different pace• War-room Finger Pointing - Increasing MTTR• Data Overload - Sheer volume of data from multiple sources

The Challenges of Measuring the Complete CX:

CX and ‘Agile Ops’

How can ‘Agile Ops’ help?

• Unifying monitoring of applications and the infrastructures.

• Bringing disparate data and analytics together.

• Supporting an agile and continuous feedback loop.

Benefits of holistic CX monitoring• Faster MTTR, reducing issues and

downtime that affects customer loyalty & revenue.

• Reduction in response time, giving users a better, faster user experience.

• Improved productivity so that team can focus on adding value to business.

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Enterprise Agile AdoptionThe Transformation

Enterprise Agile Adoption driven by AWG

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Agile Working Group (AWG) – a real commitment from the org.

- A Scrum team whose product is the enterprise implementation of Agile.

- Greatly reduces risk, increases the speed and establishes a sustainable engine for enterprise transition of Agile.

- Creates an Agile centre of excellence within the organization.

- A sustainable competitive advantage combining sophisticated Agile thinking with a deep understanding of the core business.

Realize DevOps benefits with Agile Operations

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The Development & Operations group work together to:

• Share responsibilities, metrics and goals• Collaborate, distribute knowledge and learn from

feedback• Trust in each other, the technology and the process

Overall DevOps adoption shows continued growth, up to 66% in 2015 from 62% in 2014. (RightScale, 2015)

The Philosophy

Essentials for Agile Operation

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Scale up & across elastic environments• Solutions that don’t scale can’t cope in today’s marketplace.• Elastic environment requires a lot more things to be monitored and what is

monitored is changed frequently.

Improve quality thru collaboration• It’s not just about bringing data together in a unified view, but about bringing

the data together in a tool to enable group collaboration & continuous improvement.

• Data served your way, designed based on specific roles and dispersed to the appropriate staff accordingly.

Speed deployment & Issue resolution• Issues served in a view that allows to quickly discern bigger, more immediate

problems from those that are less complex and critical.• Scale the infrastructure on demand to enable developers to make changes in

shorter sprint cycles and more frequent release cycles.

Enterprise Agile AdoptionThe Tools

Agile Tools

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The marketplace has been inundated with plethora of tools. Open source movement is adding to the chaos. Choosing horses for the courses requires more

deliberation and effort than before.