Becoming Agile: Transforming with CollaborativeLifecycle Management
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Transcript of Becoming Agile: Transforming with CollaborativeLifecycle Management
Becoming Agile: Transforming with Collaborative Lifecycle Management11:20 a.m. -12:00 p.m.
Speakers include: • Michael O’Rourke, Vice President, Rational Strategy & Software Delivery, IBM
An IBM TransformationBecoming Agile, Avoiding Fragile
Mike O’RourkeVice President
Rational Offering Strategy and DeliveryFeb 2013
Agenda
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The IBM Institute of Business Value Study (IBV)A Shared Business Problem
The Need for Speed:Accelerated Product and Service Delivery
Agility at Scale
Measuring Agile – Two Winds Blowing
Source:IBV Study 2012
“The software edge: How effective software development can drive competitive advantage ” A Market Study by the IBM Institute for Business Value
This study examined the correlation between software delivery competency and industry competitive advantage
Insights from 435 executives in 58 countries, spanning 18 industries
Roles included executives at director level and above in IT and other software organizations
Software delivery refers to all areas of development, operations, and support within IT and other development / engineering organizations
“Advanced Software Organizations” - a class of “mature” clients differentiated from their peers through
their effectiveness in driving results and outcomes through software delivery.
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Financial Services
Retail
Telecommunications
Travel & Transportation
Government
Pharmaceutical/L.S.
Automotive
Industry Average
Professional Services
Consumer Products
Industrial Products
Energy & Utilities
Level of
Soft
ware
In
ten
sity
More software intensive
Less software intensive
62%
62% of government clients identified software as “crucial”
to exceptional performance
Source:IBV Study 2012 69% of the organizations that are considered
outperformers are able to effectively leverage their software delivery
capabilities.
The IBV study found that software delivery is critical to achieving maximum performance
High-level key findings:
Important technology trends are impacting how organizations compete, for which most are underprepared
Software has become crucial in determining the competitiveness of organizations, yet few can leverage it for advantage
Fundamental differences exist between what lines of business expect, and what the IT/software organization can deliver
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Source:IBV Study 2012
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From delivering government services to protection and public safety Software innovation helps improve the quality of life for citizens
54% of executives recognize that software delivery is crucial to achieving competitive advantage, but only
25% of software delivery organizations state they can take advantage of it.
Software-driven government
Growing demand for digital government services. By 2013, more Americans will access the internet via mobile devices
than desktop PC’s
234 million people in the U.S. over age 13 use a mobile device, and 65 million own a
smart phone
Complex and instrumented world
F-35 is powered by 5.7 million lines of code (v. 1.7 in the F-22)
21 million smart meters are deployed in the U.S.
Surgical robotic systems are powered by 1.4 million lines of codeSources: whitehouse.gov digital government mandate; http://www.whitehouse.gov/sites/default/files/omb/egov/digital-government/digital-government.html
The Australian Software Acquisition Management Course, Defense Systems Management College, 3/2000; http://analysis.smartgridupdate.com/industry-insight/could-us-have-universal-smart-grid; http://surgrob.blogspot.com/2009/02/da-vinci-s-robot-2.html;
http://en.wikipedia.org/wiki/Enterprise_mobility_management
Created by David Puzas, WW Marketing Executive for IBM Enterprise Services, 2007.
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Bottom Line: Insufficient spend on strategic projects
Source:IBV Study 2012
29% have insufficient budget to invest in additional software capabilities
Quality
Cost
Time-to-Market
Three Major Areas of Improvement Required
Organize differently
Develop differently
Deliver differently
Measure differently
We Needed to Do Things Differently ------- FAST!
Agenda
10
The IBM Institute of Business Value Study (IBV)A Shared Business Problem
The Need for Speed:Accelerated Product and Service Delivery
Agility at Scale
Measuring Agile – Two Winds Blowing
In Production
Cre
ative
Be
ha
vior
Pro
ced
ura
l Rig
or
Requirements
Design
Coding
Release
Change Manage
Build & IntegrateChange m
anage
Test
Unit test
Development
AnalysisDesign
Automation
Code/test Automation
Platform
Production Automation
Platform
ConsumersUsers
In Production
Cre
ative
Be
ha
vior
Pro
ced
ura
l Rig
or
DevelopmentCommon
Software Delivery Automation
AnalysisDesignCode
Automation
SoftwareDelivery
Automation
Maintain
Improving Time to Market Isn’t Just Doing Things Faster
Stove-pipedTools
Collaborative Lifecycle Platform
Where You Are
Where You Want To Be
Implications
• Automation Across the Lifecycle
• Constant Planning • Agile Testing• Continuous Delivery
• Agile Stakeholder Interaction
• Methodologies for Scope Management
Key challenges to accelerating software delivery
• 31% lack of employee skills with new software technologies
• 31% lack of certainty about ROI
• 29% have insufficient budget to invest in additional software capabilities
• 27% believe it is too much effort to maintain current applications leaving little for strategic projects
• 22% have insufficient processes for defining strategic business capabilities and the needed software capabilities
• 22% of software delivery programs are not aligned with business priorities
• Lack of effective communication and linkage across stakeholders/citizens, LOB/agency, development teams, and operations
Skills
Investments
Alignment
Collaboration
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Source: IBV Study 2012
Key Thoughts? Can you Become Agile?
Source: Q4 2010 Global Release Management Online survey
TTD: Time To Development
TTP: Time To Production
How long to change a single line of code and push to
production?
44% find that very simple deployments take 1+ week
How long from a change request
to start development?
57% take longer than a month for development to begin
For Many, the Benefits of Agile Aren’t Fully Realized
Water Scrum Fall
Continuous PlanningContinuous Development
Continuous IntegrationContinuous Feedback
Continuous TestingContinuous Delivery
Continuous BuildGroomed Backlog
We believe over 90% of all companies claiming to have adopted agile methodologies, have only transformed their development teams, minimizing their overall return…thus, our term “Water-
Scrum-Fall”. Dave West, Forrester Research 2011
For Many, the Benefits of Agile Aren’t Fully Realized
An iterative set of quality checks and verifications that each piece of application code must pass during lifecycle phases before being released to production.
Development Testing Staging Production
Business Owners
Customers
Continuous Delivery
Development, Testing and Staging Cloud
Continuous Delivery Required for Agile Backend
Average Lead Time
Bugs Introduced
To get a new application environment up and running
By inconsistent configurations that are difficult to detect and emerge when moving between development, QA/Test and Production
2-4months
30%
50% of applications put into production are later rolled back (Gartner)
60% - 80% of an average company’s IT budget is spent on maintaining existing applications (Intelligent Enterprise.com)
Need for Speed - Avoiding Fr-Agile Potholes
Faster Iterations in Development with Faster Product Management and Testing / Deployment will Yield Little Increased Speed
Anything Manual is a Potential Bottleneck
Some Products are not Suitable for Speed Architecturally
Stakeholder Interaction Become Exponentially More Difficult in a Software Supply Chain
An Example from Within Rational – CLM (RQM, RTC and RRC)
Lifecycle Measurements
2008 2010 2012 – 2013
Total Improvement
Project Initiation 30 days 10 days 2 days 28 days
Groomed Backlog 90 days 45 days 1 day 89 days
Overall TTD 120 days 55 days 3 days 117 days
Iteration Length 6 weeks 4 weeks 4 weeks 4 weeks
Number of Iterations 6 8 3 N / A
Composite Build Time 36 hours 12 hours 8 hours 400 %
BVT Availability N / A 18 hours < 1hour 17 hours
Iteration Test Time 5 days 2 days 4 hours 4 days
Total Deployment Time 2 days 8 hours 2 hours 2 days
Overall TTP 9 days 3 days 15 hours 8 days
Time Between Releases 12 Months 12 Months 3 Months 9 Months
Agenda
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The IBM Institute of Business Value Study (IBV)A Shared Business Problem
The Need for Speed:Accelerated Product and Service Delivery
Agility at Scale
Measuring Agile – Two Winds Blowing
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
Disciplined Agile
Delivery
Flexible Rigid
Organizational complexity
Issues With Agility@Scale
toolsIncreasing control
by integrating workflows and “forcing”
new habits
Continuously improvethrough real-time
transparency and constant steering
OptimizationIntegrationOptimizing how
people work while minimizing face-to-face interactions
Collaboration
Three Fundamental Changes Were Needed
• Integration is required for automation, especially across disciplines and repositories.
• Both teams and management must understand progress (or lack thereof).
• When speed is important, tools must assist in collaboration. Scrum of scrums will not suffice.
Productivity Reigns Supreme – Put people in right places
On-Site / Agency HQ
(Washington DC)
Partner Site(McLean, VA)
Agency Satellite
(Kansas City)
Analysis Design Construction
Function & Performance
TestComponent
TestDeployment Project
Management
100%
40%
60%
70%
30%
60%
40% 20% 20%
20%
60%100% 80%
Drive innovation in government through the delivery of higher quality products and servicesIT and mission alignment are critical to accelerated delivery
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GovernanceStakeholders
• Achieve predictable outcomes
• Manage risk
• Ensure compliance
• Improve software economics
• Provide visibility
• Design, create, test
• Reuse knowledge, best practices
• Address uncertain things first
• Be adaptive to change
EngineeringPractitioners
Embrace Measurement
Enable Agility
The Speed Of Trust
Source:IBV Study 2012 41% of IT executives believe they deliver projects with
high value and ROI, while only 9% of line of business executives
agree.
Agile Governance = Removing the Illusion of Control Ten Lessons We Had to Teach Our Executives
1. Our ideas of how to improve, while interesting, don’t matter. Look outside.2. Functional organizations aren’t functional in agile. 3. A completion date is not a point in time, it is a probability distribution.4. “That’s the Way we’ve Always Done Business” – Probably Makes it Wrong.5. It’s Not Just About Developers. Truly the smallest problem.6. Scope is not a requirements document, it is a continuous negotiation.7. Fostering Local Optimization Leads to Global Failure.8. Evaluating and Rewarding Individual Behavior Creates Individual Thinking.9. Silver Bullet Thinking - Equating Productivity and Agile – Bad.10. A plan is not a prescription, it is an evolving, moving target.
Strategy
Portfolio
Product
Project
Iteration
Daily
Agile Teams Plan at Innermost Level
“Required” at all levels
Must have ability to “view / plan” across an entire project / product
The Planning Onion – Critical for Continued Management Support
Agility@Scale - Avoiding Fr-Agile Potholes
Transparency is the key to maintaining successful team concepts at scale
Automation and meaningful Integrations help manage project / products rather than features / components
Tools must carry additional burdens in this new “ways of working”
Collaboration Real-time feedback Built in measurements Process for lightweight – heavyweight enforcement
Agenda
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The IBM Institute of Business Value Study (IBV)Our Shared Business Problem
The Need for Speed:Accelerated Product and Service Delivery
Agility at Scale
Measuring Agile – Two Winds Blowing
Measuring Agile Activities, Not Business Outcomes
A Structured Approach to Adopting Agile Practices: The Agile Adoption Framework – Ahmed Sidky
Metrics and Techniques to Guide Software Development – Subhajit Datta Agility Index Measurement – David Bock The Agile Manifesto – M. Fowler, J. Highsmith Agile Software Development Joins the “Would-Be” Crowd, A. Cockburn Assessing Agility – Dr. Peter Lappo, Henry C.T. Andrew Towards a Conceptual Framework of Agile Methods: A Study of Agile oin
Different Disciplines - Kieran Conboy, Brian Fitzgerald
CMMI Level 5 Third Parties Delivering Poor Products
Surgeon Following Textbook, But the Patient Dies
Similar Concepts
1.Transparency Across the Development Lifecycle
2.“Force” Best Practices for Methodologies
3.Assist in Silos Becoming Teams
4.Information When Needed
Help Teams Do the Right Thing
Help Teams Do the Right Thing
Two Kinds of “Good Metrics”
1. Portfolio: Projects and Programs
2. Informational Measurements
3. Trends and Checkpoints
4. Distributed Team Performance
Help Management Run the Business
Help Management Run the Business
Key Measurements for Helping Teams Do the Right Things
What is Done (Before Code is Written)
Team Velocity (Story / Function Points Delivered)
Running and Tested Features
Project Burndown Chart
Team Member Loading
Unit Tests per User Story
Successful Builds per Iteration
Defects Carried Over to Next Iteration
Most Team Measurements are Good for Teams on Projects to Measure Progress, but should NOT be Imposed or Measured Cross-Team
In Planning
With TechnicalProgress
Forcing Modularity
UnderstandingMaturity
ControllingCosts
Best Practices for Helping Management Run the Business
ArchitectedFor Change
• Reqts Test cases• Running and tested features • Risk Tracking vs Plan Items• Project progress reports
• Variance in completion date• Release - release accuracy• Stakeholder confidence• Project’s business value
• Pairwise story prioritization• Groomed backlog• Builds per iteration• Demonstrable capabilities
• Scope creep• Average cost of change• Refactoring efforts• Design changes
• Change volume• Scope volatility• Locality of changes• Unit tests per user story
• Cost of poor quality• Defect escapes & classes• Defect causes and ages• Regression test efficiency
Note: Goals are either internal IBM statistics or industry benchmarks.
Metric Goal2006
Measurement2011
Measurement
Maintenance / Innovation 50/50 42% / 58% 31% / 69%
Customer Touches / Product 100 ~10 ~ 400
Customer Calls -5% YoY ~ 135,000 ~86,000(-14% since 2010)
Customer Defect Arrivals -15% YoY ~ 6,900 ~2200
On Time Delivery 65% 47% 94%
Defect Backlog 3 Months 9+ Months 3 months
Enhancements Triaged 85% 3% 100%
Enhancements into Release 15% 1% 21%
Customer Sat Index 88% 83% 88%
Beta Defects Fixed Before GA 50% 3% 85%
Cost of Poor Quality ~ $10,000,000 ~ $5,600,000(-13% since 2010)
Rational’s Rewards
We would like to see more of you! Come visit us and learn more about our solutions in the
exhibit hall at Pedestal 9 Rational Collaborative Lifecycle Management Quality Management Dev Test for System z Learn more about the Results of the IBV Study
Ask an IBM Ambassador for additional information (case study, white paper, solution brief, etc.) related to the content shared during this session.
For a follow up discussion, complete the IBM Response Card on the table in front of you.
Join the Webcast on February 19 at 2 PM ET Realizing agility with discipline: Addressing the needs of agile
adoption in a government environment http://ibm.co/agilegovwebcast
Join the Agile Community and learn about the upcoming Agile Government Virtual Roundtable http://ibm.co/beagile
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Mike O’RourkeIBM Vice President,
Rational Offering Strategy and Delivery
Thank You !