Agile-To Infinity and Beyond and So Much More Than Just Agile Software

5/7/2012

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Agile-To Infinity and Beyond and So Much More Than Just Agile Software

Agile is a tool that is most often associated with the software process but like Buzz Lightyear in the movie Toy

Story it can be applied to so much more. This talk will review some of the foundations of the agile process and

look at the transformational adaptations of the agile framework. The talk will give examples of other applications

and will explore some of the latest applications.a d e p o e so e o t e atest app cat o s

Agile-To Infinity and Beyond and So Much More Than Just Agile Software

David SmithCEO [email protected]/in/davidsmithaustin

David Smith [email protected]

Copyright HBMG Inc. 2012

5/7/2012

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Outline

1. Review Agile

2 What we have learned2. What we have learned

3. Transformation

4. So What

Delivering business value is hard…

“Of the work executed: “Many (possibly most) organizations lose as much as 45% of their total revenues due to costs associatedrevenues due to costs associated with low quality”– Six Sigma

“Some 75 percent of most large-scale J2EE projects fail by missing both time and budget projections …”– Mark Driver, Gartner

“64% of features actually delivered are either rarely or never used” – Jim Johnson, Standish Group

4



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Why?

Technological innovation is now the most important driver for competitive successp– Many firms earn over one-third of sales on products developed

within last five years

Product life cycles ( time between product introduction to market and its withdrawal)– Software 4-12 months

Copyright, 2011 © HBMG, Inc.

– Computer hardware 12-24 months

– Large home appliances 18-36 months

Business, Knowledge, and Innovation Landscape

• Typically 80% of the key knowledge (and value) is held

by 20% of the people – we need to get it to the right y p p g g

people

• Only 20% of the knowledge in an organization is

typically used (the rest being undiscovered or under-

utilized)

• 80-90% of the products and services today will be80 90% of the products and services today will be

obsolete in 10 years – companies need to innovate &

invent faster

Copyright 2012@ HBMG Inc.



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Definitions

The term agile can be defined as1) marked by ready ability to move with quick easy grace or1) marked by ready ability to move with quick easy grace, or

2) having a quick resourceful and adaptable character (Merriam-Webster 2002

3) Latin word agilis, which means “easily moved, light, nimble, active”.

Brief History of Development Methodologies

MethodologiesRUP (Rational)

AGILE e.g. XP(Kent Beck)

Incremental, user

WATERFALL (Royce)

Requirements, designimplementation, verification & maintenance

V-MODEL (Anon)

Aligns testing toWaterfall development

SPIRAL MODEL (Barry Boehm)

Iterative

RAD(James Martin)

Prototyping, iterative, time-boxed, user driven

Object oriented, iterative, time-boxed, user driven

driven, low process

Spiral Model

RAD

RUP

8

maintenance

1960 85 9119801970

development

98 99

Waterfall V-Model



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The Agile Manifesto (2001)

• Not an “ideal” way - this comes from real experience

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

– Individuals and interactions over processes and tools

– Working software over comprehensive documentation

– Customer collaboration over contract negotiation

– Responding to change over following a plan

http://agilemanifesto.org

The Agile Manifesto–a statement of values

Agile Practice favors:

Process and toolsProcess and toolsIndividuals and

i t tiIndividuals and

i t tiover Process and toolsProcess and tools

interactionsinteractionsover

Comprehensive documentationComprehensive documentation

Working ProductWorking Product over

Contract negotiationContract negotiationCustomer

collaborationCustomer

collaborationover

Following a planFollowing a planResponding to

changeResponding to

changeover

collaborationcollaboration



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What is Agile Software Development?

• Easily moved, light, nimble, active software processes

• Fitting the process to the project

• Avoidance of things that waste time

Agile Methods

Several methods that are often cited to be agile, e.g., – Extreme Programming– Crystal Family– Open SourceOpen Source– Adaptive Software Development (ASD)– SCRUM– Feature Driven Development (FDD)– Dynamic System Development Method (DSDM)

In addition, e.g., Rational Unified Process (RUP) and Capability Maturity Model (CMM) can be evaluated from Agile Manifesto point of view

F th i ti ft d l th i th dFurther, organisations often develop their own methods, or modify existing methods to better suit their objectives– These are called local method development or in-house methods



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Characteristics of an Agile Process

• Empirical (relies on observation and experience)• Lightweight

Ad ti• Adaptive• Fast – but never hurried• Exposes wastefulness• Customer-centric• Pushes decision making to lower levels• Fosters trust, honesty and courage• Encourages self-organization

The Big Paradigm Shift

We’re used to Agile Wants

Time Lines We’re done when it’s done.

Project Managers Disciplined self managing teams.

Fixed Budgets Assumed change means no fixed cost.

Predictable, all at once deliverables Incremental deliverables driven by value and constant learning.

Multiple matrixed units in multiple Co-location – one team.u t p e at ed u ts u t p elocations make up team

Co ocat o o e tea

Communication by Document Information Radiators.

Customer is removed Customer is part of team.

Certain Knowledge Action



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Agile Project Management

Can wrap around most existing practices– But most effective when the practices are also Agile

Supports Iterative and incremental developmentSupports Iterative and incremental development

Uses Inspect/Adapt principles– For project planning (daily/iteration/release)

– To ensure highest customer value

Tracks time remaining only– Does not track

People Accuracy of estimates Task dependencies• People. Accuracy of estimates. Task dependencies

Example methodologies: Scrum, Crystal

The Scrum Framework



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Agile Engineering

Essential Practices– Regular refactoring (many times daily)

• This produces well componentized designs clear APIs and clean• This produces well-componentized designs, clear APIs and clean code without duplications

– Frequent check ins (many times daily)

– Unit Testing

• Leading to Test Driven Development (TDD)

– Continuous Build and Integration

• Running automated tests on each buildRunning automated tests on each build

– Just-in-time code reviews (e.g. pair programming)

Example methodologies: XP, Agile Modeling

Agile - XP

The ValuesCommunicationSimplicityFeedbackCourageRespect



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Agile Testing

Early involvement– An Agile project begins when testers convert high-level

requirements into testable specifications.q p

Work as part of the development team– The testers work with the developers to pick unit test and

acceptance test frameworks, and to test the software in parallel with development. This requires a shift in thinking.

Automate everything– (wherever possible)

Test early, test often– Never leave the testing until the end

Customer R i t Project

Customer requirements

Iteration Requirements Management

Project ManagementEstimated CR

plan

Testing scenarios

Design

EstimationsCommunication

Project planning

scenarios

Code

Test

Test-before-code

Coding standard

software product



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The Agile Customer

“Customer’ is a role, not a person– Also known as Product Manager, Product Owner

– Proxy for the entire customer group

R ibl f th R l PlResponsible for the Release PlanResponsible for managing the Product BacklogDetermines business value & priority on a regular

basisProvides information to development team for

estimation purposesW k ith t t t d l t t blWorks with testers to produce clear, testable user

stories for each iterationInspects software regularly (e.g. runs acceptance

tests) and provides feedback to the development team

Ericsson Approach

Objectory Process

Late ’60s

‘87 –’96

40 years of process* development

CMM

* Process, Method, Methodology, whatever...

The Unified Process

Objectory Process

IBM RUP

‘96 –’00

Agile Manifesto

XP, SCRUM & “Lightweight

Methods”

‘01 –’06

Everyone's Agile

CMMI

SW-CMM

XX-CMM

The Rise of Practices ?‘07 –> ?

Everyone's AgileEssUP



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Adoption Detractors

• Inconsistent and diverse definitions• Lack of theoretical grounding• Different way of thinking

– Role changes– Situational customization

• Solid people skills required• Short iterations inhibit long-term

perspective• Risks

– Harder to manage feature creep and customer expectations

– Difficult to quantify cost, time, quality.

Outline

1. Review Agile

2. What we have learned

3. Transformation

4. So What



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What have we learn? They’re hard to learn…

You can get knowledge from books . . .….or from a web-site.

Agile vs. Plan Driven Processes

1. Small products and teams; scalability limited

1. Large products and teams; hard to scale downlimited

2. Untested on safety-critical products

3. Good for dynamic, but expensive for stable environments.

4. Require experienced Agile personnel

down2. Handles highly critical

products; hard to scale down

3. Good for stable, but expensive for dynamic environments

4. Require experienced g e pe so ethroughout

5. Personnel thrive on freedom and chaos

equ e e pe e cedpersonnel only at start if stable environment

5. Personnel thrive on structure and order



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Eras of evolution

There are 100’s of so-called practices…

Risk-DrivenIterative

Development

Test-DrivenDevelopment

Business Modeling

Scrum Product-Line Engineering

Systems Engineering

Development

Use-CaseDriven

Development

Robustness Analysis

Aspect Orientation

Retro-spectives

Business ProcessRe-Engineering

Pair Programming

…but are really all the same kind of thing?

Use-CaseModeling

User StoriesPSP SOA Prince2 ProgramManagement



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EssUP Practices

Practices are ’end-to-end’ aspects of process

Practices cross-cut the traditional software engineering disciplines

Use Case

Product

Architecture

$

Component

Iteration

Process ModelingTeam

Self Adaptive Process

Changes over time

Alters itself to the task at hand

• Starts off with a problem that can be improved as a project continues

• Should adapt to the • Should adapt to the team that uses it as well as the problem



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1. Review Agile


3. Transformation

4. So What

• During the 1990s, management commentators such as Peter Senge were pursuing learning organizations, systems thinking and dynamicorganizations, systems thinking and dynamic business as the new orthodoxy in organizational studies (Senge, 1990)

• General Motors, for example tried to become a ‘boundary less organization’, characterized by fluid boundaries between hierarchies and units, between inside and outside, and across ,different geographic locations.



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Traditional Approach to Business Operations

• Vertical structure that focuses only on own area

• Areas that carry out similar tasks tend to have• Areas that carry out similar tasks tend to have their own distinct set of procedures

• Often different areas have their own terminology for what is in effect the same thing

• Vital information is often stored locally and not available centrally

• Communications between different areas canCommunications between different areas can be patchy

Problems with Traditional Approach

• Over time processes tend to become overly complex

• Flexibility and mobility is difficult• Flexibility and mobility is difficult

• Often there is duplication of work and information

• Can lead to poor customer service and customer relationships

• Plethora of IT Systems doing similar work– Growing maintenance bill

– Not best use of resources



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Approach to Change

Models to introduce change into the organisation– Incremental approachpp– Step change– Thin threads

Scope of change island or wholesale

Prerequisites for changeBlockers & enablers - timing

K i fl– Key influencers– Other changes– Disasters

What to change – Best Practices

Collaborative working

Iterative projects

Most Useful

Iterative projects

Visual Modelling

Risk based prioritisation

Requirements Management

Change Management

Configuration Management

Tools

Traceability

36Least Useful



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Agile organizations

• Agile organizations are ‘hyper strategic’, tackling challenges wrought by turbulenttackling challenges wrought by turbulent external environments, while also preparing for future changes that are not yet apparent

• They move through an agility cycle, seeking out and interpreting information to inform short, medium and long term decision making and action.action.

In practice, agility features the following four characteristics:

• Short term frontline responsiveness

• Strategic adaptation• Strategic adaptation

• Outcomes focus

• Preventing or reducing problems before they arise.



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AGILITY CYCLE

futureenvironments emerging

trends andissueshape issue

opportunities to

shape scanandforecast

Sensed

AGILITYCYCLE

opportunities totranslate informationinto actionablesolutions and products

Innovationopportunitiesand risks

and designrespond

1. Review Agile


3. Transformation

4. So What



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How the World Has Changed

• Most businesses are global at launch• Businesses are increasingly real time• Convergence has become a way of life• Science, product development, and product

cycles are compressing• The source of value has shifted for

manufacturing• Competencies, future capabilities, and “ultraCompetencies, future capabilities, and ultra

tech” are the prime driver• The traditional value chain is forever dead

Imagine…each time we ordered a meal at our favorite restaurant, the owners went outfavorite restaurant, the owners went out shopping for the ingredients to cook.



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But don’t go too far

I’ve got all this guidance but it g

doesn’t help me

Structure – Skunk Works

Lockhead Martin needed to develop secret projects, outside formal controloutside formal control

Formed in June 1943 –Burbank CA

14 rules to ensure efficiency – similar to XP principles

Now seen as technique for

44

Now seen as technique for introducing change – but …



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KELLY'S 14 RULES

Kelly’s rules got their start on the XP-80 project in 1943, but it wasn’t until the early 1950’s that they

were formalized and set in place as the Skunk Works’ rules of operation.

1. The Skunk Works manager must be delegated practically complete control of his program in all aspects. He should report to a division president or higher.

2. Strong but small project offices must be provided both by the military and industry.

3. The number of people having any connection with the project must be restricted in an almost vicious manner. Use a small number of good people (10% to 25% compared to the so-called normal systems)systems).

4. A very simple drawing and drawing release system with great flexibility for making changes must be provided.

5. There must be a minimum number of reports required, but important work must be recorded thoroughly.

KELLY'S 14 RULES

• 6 There must be a monthly cost review covering not only what has been spent and

committed but also projected costs to the conclusion of the program. Don't havecommitted but also projected costs to the conclusion of the program. Don t have

the books ninety days late and don't surprise the customer with sudden overruns.

7. The contractor must be delegated and must assume more than normal

responsibility to get good vendor bids for subcontract on the project. Commercial

bid procedures are very often better than military ones.

8. The inspection system as currently used by the Skunk Works, which has been

approved by both the Air Force and Navy, meets the intent of existing military

requirements and should be used on new projects. Push more basic inspection

responsibility back to subcontractors and vendors. Don't duplicate so much

inspection.

9. The contractor must be delegated the authority to test his final product in flight.

He can and must test it in the initial stages. If he doesn't, he rapidly loses his

competency to design other vehicles.



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KELLY'S 14 RULES

10. The specifications applying to the hardware must be agreed to well in advance of contracting. The Skunk Works practice of having a specification section stating clearly which important military specification items will not knowingly be complied

ith d th f i hi hl d dwith and reasons therefore is highly recommended.

11. Funding a program must be timely so that the contractor doesn't have to keep running to the bank to support government projects.

12. There must be mutual trust between the military project organization and the contractor with very close cooperation and liaison on a day-to-day basis. This cuts down misunderstanding and correspondence to an absolute minimum.

13. Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.

14. Because only a few people will be used in engineering and most other areas, ways must be provided to reward good performance by pay not based on the number of personnel supervised.

The Open Economy

• New business models based on collaboration, co-creation & sharing

• Transparency as a normal practice

• Conversations (two way communication)

• Open interfaces to partners, vendors, suppliers customerssuppliers, customers

• Common technology and business standards

• Service and Experience Mentality



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www.ccplace.con

Forces that drive the practices used…

• Stakeholder relationships

• Stakeholder access

Number of requirements• Number of requirements

• Number of usage scenarios

• Novelty of the system

• Legal requirements

• Business domain

• Severity of errors (safety criticalness)Severity of errors (safety criticalness)

• Team distribution and communication

Select practices based on the nature of the problem not the nature of the process.



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A.I. Deep Search Intelligent Agents

Weak Signals

Inference Engines

XML

Knowledge Networks

Intelligent Marketplaces Group

Intelligence

Enterprise MindsSemantic Web

K l d

Reed’s -Self Formation io

nal

Virtual Worlds

Evolving—Self Forming

XML

Ontologies

Taxonomics

Knowledge Bases

Knowledge Management

Life Casting

Life LogsGroup Minds

Emergent Groups

Market Places

Search Engines

Content PortalsWebsites

Enterprise Portals

Mobile Technologies

Auctions

Wikis WeBlogs

SocialSOCIAL MEDIA

Knowledge MetawebDigital World

f C

onne

ctiv

ity —

Info

rmat

i

Massive Multiplayer

Games

Databases

File Servers

Websites

Groupware

PIMs

P2P File Sharing IM

Social Networks

Community Portals

Email

SOCIAL MEDIAPeopleWEB

Information

Speed of Connectivity — Social

Spe

ed o

f

Source: David Smith

Phone Calls

Conference Calls

Computer Conferencing

Copyright, 2010 © HBMG, Inc



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The Big Paradigm Shift – some reality

We’re used to Agile Wants What Works

Time Lines We’re done when it’s done. Time Boxes

Project Managers Disciplined self managing teams.

Collaboration between Coach and P.O.

Fixed Budgets Assumed change means no fixed cost.

Cost Boxes – not more than x to spend.

Predictable, all at once deliverables

Incremental deliverables driven by value and constant

learning.

Pre-project user story sessions

Team spread out Co location Core time in room or onTeam spread out Co-location. Core time in room or on phone

Communication by Document

Information Radiators & Conversations

Information Radiators captured electronically and

posted. Daily Meetings

Customer is removed Customer is in room as part of team.

Core time in room and end user interaction



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Agile is a Process and Method to deliver Strategic Business Outcomes (Not Just Software!):

▬ Bringing New Business Models to life faster with “Product & Process Innovation”with Product & Process Innovation .

▬ Integrating the new Business Model with the existing one seamlessly without causing dysfunction to the current operations.

▬ Generating Productivity Innovating on the existing Processes (Out of the Box).

I t ti th P I ti ith th▬ Integrating the Process Innovation with the Operational Continuous Improvement practices (Reengineering).

In essence, Agile is about the business being able to achieve growth and productivity; without compromising one for the other

Problem Finding Problem

Firm InfrastructureHuman Resources ManagementTechnology DevelopmentProcurement

InfrastructureSupport

Firm Infrastructure

Human Resources Management

Technology Development

Procurement

Competing in a Global Business EnvironmentTaylor’s Law(1910 – 1950s)Scientific Management

Sarnoff’s Law(1960 - 1980)“Human Side” Management

Metcalfe’s Law(1980 - 2000)Quality Management Era

Reed’s Law(2000 - Future)E-Manufacturing

Value Chain Value Shop

Problem Finding& Acquisition Solving

Control/ Evaluation Execution

ChoiceSimon’s Problem Solving ModelInbound Logistics

Operations OutboundLogistics

Marketing & Sales

After-sales Service

Value Created by Transforming Inputs Into Products

Value Created by Providing Solutions, Not Services

•Standardization Parts and Processes

•Economies of Scale

•Producer-Centric Design, Mfg., and Delivery

•Stable Relationships

•Price Conscious

•Producer Led Design

•Global Companies

Regionalism

•Lean Manufacturing

•Shift to Horizontal Structure

•Focus on Core Competency

•Reliability and Durability

•Consumer Centric Design and Delivery

•Flat Corporate Structures

•Collaborative Virtual Networks

Value Created in the AssemblyLine (Operations)

Value Created By Self Forming Groups

HBMG Inc. Copyright 2009

Delivery

•Vertical Orientation

•Required inventory buffers

•Locally Oriented

•Regionalism

•Productivity

•Subsidiaries

•Plant Replication by Region

y y

•Producer Led Design

•Multinational Trade

•Market CentricDesign & Delivery

Networks

•Mass Customization

•Transparency

•Speed and Agility

•Global Orientation



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Key Points

• The future of business is relationships

• A collective mentality to• A collective mentality to problems

• People are human and digital

• The relationship comes firstfirst

• Today requires FAST, AGILE, and COLLABORATIVE

“Planning” is everything

DWIGHT EISENHOWER

Planning is everything.A Plan is NOTHING!



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In Parting: Be Paranoid

“Sooner or later, something fundamental in your business“Sooner or later, something

fundamental in your businessfundamental in your business world will change.”

Andrew S. Grove, Founder, Intel“Only the Paranoid Survive”

fundamental in your business world will change.”


Copyright @2008 HBMG Inc.

In Parting: Be Paranoid

“Sooner or later, something fundamental in your business“Sooner or later, something

fundamental in your businessfundamental in your business world will change.”


fundamental in your business world will change.”


Copyright @2008 HBMG Inc.



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Lean Canvas



Agile-To Infinity and Beyond and So Much More Than Just Agile Software

Technology

Transcript of Agile-To Infinity and Beyond and So Much More Than Just Agile Software