Agile transformation best practices

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© 2006 IBM Corporation © 2007 IBM Corporation AgileTransformation Best Practices Cherifa Mansoura Cherifa Mansoura IBM Rational Software IBM Rational Software Solution Architect, WW Solution Delivery Solution Architect, WW Solution Delivery Brazil, Qcon2012 Brazil, Qcon2012

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Agile transformation best practices

Transcript of Agile transformation best practices

Page 1: Agile transformation best practices

© 2006 IBM Corporation© 2007 IBM Corporation

AgileTransformationBest Practices

Cherifa MansouraCherifa MansouraIBM Rational SoftwareIBM Rational Software

Solution Architect, WW Solution DeliverySolution Architect, WW Solution Delivery

Brazil, Qcon2012Brazil, Qcon2012

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IBM Software Group

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Agenda

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44

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Agile and before Agile?

What makes a successful agile adoption?

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Agile Adoption vs Agile Transformation: are they the same?

55

Achieving Enterprise Agility Best Practices of successful agile adoption transformation

Conclusion

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© 2006 IBM Corporation3

Basic agile

Scrum

Sprint planningSelect work items f or sprint f rom product

backlog and identif y tasks

Product backlog(work items)

Sprint backlog(tasks)

Daily stand-up meeting

DemoRetrospective

Feedback, f unding

Release and implementation

Work items selected f or

sprint

Done

Results f rom analysis tasks and unfi nished items f rom sprint backlog (e.g. defects)

2- 6 week sprint

Product Owner

Team members

Scrum master

Practices:

Product Backlog

Value-Driven Life Cycle

Self Organization

Release Planning

Sprint Planning

Daily Scrum Meeting

Sprint Demo

Retrospectives

Roles:

Scrum Master

Product Owner, Team Member

IBM
move scum to the t
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“Agile” techniques have been used for decades, to resolve key challenges

Requirements are dynamic and difficult to lock down

BUSINESS participation as a project team member

Joint requirements, design and prototyping sessions

Use of visual modelling and prototyping tools

Documentation of results vs. targets

Team elaboration of requirements with flexible scope change

Iterative approach allowing key components to be developed to address “I’ll know it when I see it” mentality

Prioritization of requirements based on business objectives

Time boxing to fixed dates and fixed cost

Incremental delivery of highest priority project components first

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 developers

High risk proof of concepts are performed early in the project

Right skills are dedicated to the project team

Key Challenges Common Agile / Lean techniques*

* Most of these are found in any Agile approach (e.g. XP, Scrum, DSDM)

Deliver business value more quickly

Reduce risk of adopting new technologies

Requirements are dynamic and difficult to lock down

Reducing the technical debt—Reducing cost of quality

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Why is waterfall still popular

1 23Simple to explain and

recall

“Do the requirements, then

design, and then implement

Easy to illustrate as an orderly process

It gives the illusion of an

orderly, accountable, and

measurable process, with

simple document- driven

milestones (such as

“requirements complete”).

Adopted by many companies in the 70’s and 80’s

It was promoted in many software

engineering, requirements

engineering, and management

texts, courses, and consulting

organizations.

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Agile versus the traditional processTraditional Agile

Work items assigned to specific people Stories are assigned to the entire team

Beta Customers are engaged after *DCut Customers are engaged early in the Life Cycle

Testing is done after design & development are completed

Testing is done simultaneously with development – Done is done

Defects backlog is very large and worked on from DCut to release

Backlog is kept to a minimum – not letting defects pile up

Weekly team meetings Daily scrum meetings

Roles are well defined (Dev, test, etc) Roles are not defined by person

Feature backlog is set at Plan DCP Backlog changes as customer feedback is received

Large feature backlog lists Smaller releases helps manage the lists

Team works individually on assigned pieces

Promotes team collaboration to succeed

*Design Code Unit Test*Design Code Unit Test

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Agenda

11

44

33

22

Agile and before Agile?

What makes a successful agile adoption?

7

Agile Adoption vs Agile Transformation: are they the same?

55

Achieving Enterprise Agility Best Practices of successful agile adoption transformation

Conclusion

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Key success points for an Agile adoption: Testimonial

Increased flexibility in adapting to customer requirements

Increased test automation & regression to ensure higher quality

Breaking down roles, rotating roles

Open communication between team members

Developers take more ownership in the quality of the release

Increased collaboration between dev & test. We are all on the same team.

Stories help the team focus on delivering value to customer

Working in small teams of 3 to 4 increased collaboration

Team took over ownership of Sprint content

Team commits to what they can deliver and takes pride in demo’ing to stakeholders

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The IBM Agile Manifesto

Agile development must

Address complex architectural requirements.

Provide effective governance.

Strengthen solution quality and consumability.

Be disciplined. Be effective for

all types of development:.

Provide integration processes for small and large teams across multiple sites and time zones.

Where these statements are not yet true, we will work together to make them a reality.

Team sizeUnder 10

developers1000’s of

developers

Co-located

Geographical distribution

Global

Disciplined Agile

Delivery

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The 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.

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Conventional Governance

Activity-based management Results-based managementMature processes, PMI/PMBOK Plan in detail, then track variances Plan/steer/plan/steer…

Adversarial relationships Honest collaborative communicationPaper exchange, speculation Progressions/digressions, facts

Requirements first Architecture (risk mitigation) first Assumes certainty in desired product Admits uncertaintiesAvoid change Manage change

Early false precision Evolving artifacts“More detail = higher quality” Scope (Problem specs)

Design (Solution specs)

Apply too much or too little process Right-size the process Process is primary, blind adherence Desired results drive process

Manage variances

Agile Governance

Moving to an effective agile governance

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From waterfall to agile

IBM promotes both Agile and Disciplined Agile approaches based on organizational needs

Some organizations need more structure then practices such as Scrum allows

Waterfall

Waterfall Agile (Scrum)

Agile (Scrum)

Predictive Predictive Adaptive Adaptive

DisciplinedAgile

DisciplinedAgile

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

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

Iterative (RUP)

Iterative (RUP)

Where does your

organization fit?

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Agenda

11

44

33

22

Agile and before Agile?

What makes a successful agile adoption?

13

Agile Adoption vs Agile Transformation: are they the same?

55

Achieving Enterprise Agility Best Practices of successful agile adoption transformation

Conclusion

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So what is the focus for agility in …

……..this context of the Global Enterprise…

Empowered teamsEmpowered teamsOutcomeOutcome

Real time informationReal time information

Process layerProcess layer

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Is it only about adopting agile practices?

Adoption is not enough

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

To be successful, you need!!!

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Organization Transformation Adoption Through Execution Project Mentoring

People Transformation Enablement Program Tool Training Program Agile Practice Adoption Workshops

Enterprise Agile Transformation Approach

Enterprise Transformation must focus on three different aspects

Process

(Methodology)

Process

(Methodology)

People(Enablement)

People(Enablement)

Tool

(Automation, Enforcement)

Tool

(Automation, Enforcement)

Process and Methods Agile Practices Onboarding Process Business Intelligence - Metrics and Reporting

Rational Team Concert Planning Capabilities Distributed SCM OSLC Jazz Foundation

Establish Center of Excellence • Agile Practices (e.g. Scrum, Release Planning)• Build the foundation for Enterprise roll-out • Have an enablement program• Have pilots. Learn from the pilots and update training

ProcessProcess ToolTool

PeoplePeople

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Agenda

11

44

33

22

Agile and before Agile?

What makes a successful agile adoption?

17

Agile Adoption vs Agile Transformation: are they the same?

55

Achieving Enterprise Agility Best Practices of successful agile adoption transformation

Conclusion

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Enterprise 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-adoption” plan

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Habit1: Be explicit about you agile goals

Business Needs Driving Agile Transformation

Time to market

Improve Costs

Quality

Continuous Improvement

ImproveCosts

QualityContinuous

Improvement

Time tomarket

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Business Objectives – Sample Name Description Outcome

Time to market

Projects deliver faster than today

Complete small projects within 7 months (average time to market is currently 14 months)

Deliver a first increment (demo) on projects within 8 weeks from project initiation followed by subsequent increments (demos) at regular intervals of 2-4 weeks

Cost efficiency

Projects deliver with lower overall cost than today

Increase the efficiency baseline (function points per FTE) by 10%

Quality Systems exhibit the agreed level of quality

Decrease the error baseline by 10%

Continuous Improvement

The development organisation is a learning organisation using common processes that are continuously updated

Knowledge and experience is used to improve processes

Result based management

Processes are performed in a mature and professional way (i.e. consistently) in order to harvest the benefits of this. Pna/stee/plan/steer

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Habit2: Understand the dimensions of scale up: the Agile Scaling 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 software

Disciplined Agile Delivery Extends agile development to address full system lifecycle Risk and value-driven lifecycle Self organization within an appropriate governance

framework Small, co-located team delivering a straightforward solution

Agility at Scale

Disciplined agile delivery and one or more scaling factors applies

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Domain Complexity

Straight-forward

Intricate,emerging

Compliance requirement

Low risk Critical,audited

Team size

Under 10developers

1000’s ofdevelopers

Co-located

Geographical distribution

Global

Enterprise discipline

Projectfocus

Enterprisefocus

Technical complexity

HomogenousHeterogeneous,

legacy

Organization distribution(outsourcing, partnerships)

Collaborative Contractual

Agile scaling factors

Disciplined Agile

Delivery

Flexible Rigid

Organizational complexity

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Habit3: Use measure to govern behavior Identify and Implement (small set of) Metrics to steer performance improvement

– Business Level– Operational Level– Control Level

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Measures help answer key questions

Agile-RelatedMeasures

IT-RelatedMeasures

Business-RelatedMeasures

Projects deliver faster than today

Appropriate level of management and analysis activities

Agile roleadoption

Projects deliver with lower overall cost than today

Systems created or updated in the projects have the agreed quality

The development organisation is a learning organisation

Employee satisfaction

Agile work productadoption

Agile taskadoption

Agile process adoption

Efficient change request process

Efficient requirements definition and signoff

Fewer breakages when solution elements are integrated

Less “solution hardening” needed

Agile practice adoption

Are we meeting business objectives?

Are we seeing the benefit where we expected?

Are we agile?

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Habit 4: Consider People

Build an environment of trust

Train your Executives on your approach

Establish a new relationship with the business

Use Mentors/Coaches

Use Champions/Sponsors

Keep it fun

11 April 2023 © Unified Process Mentors 25

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….It’s all about people

Make changes on how people collaborate in software development teams

Behavioral and organizational change must be introduced in a planned fashion

Without appropriate guidance and the right people and the right strategy teams/organizations often fail to adopt the process and tools effectively

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Capability A Capability B Capability C

Habit6: Grow incrementally with a clear “transf-adoption” plan

• Capability deployed in a “wave” of change

• Adoption increases as proficiency increases

• Knowledge Transfer to practitioners

• Guidance, best practices, project management, etc

• Mentoring / Training (JIT)

…. 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

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IBM recommends a three-phased, incremental improvement approach

Mobilization

Early

Adopters

Enterprise

Transition

Goal : develop agile transformation program, generate quick-win

Results : show technical values (cost, fast)

Duration : 3~4 Months

Goal :complete the roll-out in some LOBs, expand early results

Results : demonstrate the value across some LOBs

Duration : 6~12 Months

Goal : complete the enterprise roll-out, business as usual

Results : broader roll-out and self-sustaining, agile culture

Duration : 12~24 Months (determined by rollout plan)

Time

Capability & Maturity

Phase 1

Phase 2

Phase 3

Project/Team Focus Enterprise Focus

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Summary: 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 on business critical projects

• That is where the A-players are

• That is where organizational scrutiny/support is most intense

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Agenda

11

44

33

22

Agile and before Agile?

What makes a successful agile adoption?

30

Agile Adoption vs Agile Transformation: are they the same?

55

Achieving Enterprise Agility Best Practices of successful agile adoption transformation

Conclusion

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Conclusions 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 they can/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

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What makes IBM different

IBM has extensive experience helping organizations adopt agile practices and transform to improve business performance

For each engagement, whatever its scale, we mobilize selected resources from our global network.

World class software development tools

Thought leadership along with strategic focus to help deliver competitive advantage for your business success.

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Visit us at:

@ Rational Brasil

@ Rational Users Group@ IBM Rational Software

@ IBM Brasil

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