big bang delivery to continual value delivery
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big bang delivery to continual value delivery
http://hubblesite.org/news/2009/25
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
emergence of waterfall overshadowed by IID
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
First description of Iterative Development (1968) Brian Randell & F.W. Zurcher
“The basic approach recognizes the futility of separating design, evaluation, and documentation processes in software-system design”
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Iterative & incremental development has a rich history since the 1950s
•1950s - X-15 Hypersonic jet was a milestone 1950s project applying IID
•1960s - Project Mercury, the first human spaceflight program in the US
•1972 - IBM FSD (Federal Systems Division) working on 1 million+ lines of code for US Trident command system
•1977 - FSD incorporated the Trident IID approach with over 2500 engineers as an alternative to waterfall
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Adoption of waterfall driven by Federal mandate
•Winston Royce (1970) “Managing the Development of Large Software Systems” became poster child for waterfall
•1985 - DoD-Std-2167 - establishes waterfall as the mandatory process for software delivery (by accident)
•1994 - Mil-Std-498 - permits both waterfall and IID•2000 - DoD 5000.2 IID is identified as the preferred
software delivery approach
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
experiencing big bang vs. incremental value delivery
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Game
Instead of yoga... the Ball Point Game!
RULES OF THE GAME...‘Produce’ as many balls as possible in the time allowed
›To ‘deliver’ a ball, every person must touch the ball›When you pass the ball, it must have air time›You cannot pass the ball to your neighbour on the right or left
›One person has to introduce the balls into the system and the balls have to return to this person in order to be counted
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Game
First, a big bang approach...
RULES OF THE GAME...› To ‘deliver’ a ball, every person must touch the ball
› When you pass the ball, it must have air time
› You cannot pass the ball to your neighbour on the right or left
› One person has to introduce the balls into the system and the balls have to return to this person in order to be counted
ROUND 1›3 mins - plan how you will work together to ‘deliver’ as many balls as you can
›3 mins - execution!
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2010.
Game
Second, an incremental delivery approach...
RULES OF THE GAME...› To ‘deliver’ a ball, every person must touch the ball
› When you pass the ball, it must have air time
› You cannot pass the ball to your neighbour on the right or left
› One person has to introduce the balls into the system and the balls have to return to this person in order to be counted
ROUND 2›1 min - plan how you will work together to ‘deliver’ as many balls as you can
›1 min - execution!›rinse & repeat 3 times
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
“At the University of California at Irvine, ...they just planted grass... they waited a year and looked at where people had made paths in the grass and built the side walks there.”
adapting vs. defining
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
shifting sands
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Software complexity in FORD vehicles quadrupled in 5 years
0
2.5
5
7.5
10
2005 2006 2007 2008 2009 2010
10
6
4.5
3.42.8
2.4
Software lines in FORD vehicles over the past 5 years
x4
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Growing Software Complexity
Compared software complexity growth in aerospace and automotive
F-22 Raptor
F-35 Joint Strike
Boeing 787 Dreamliner
S-Class Daimler 98.6
6.5
5.7
1.7
x10
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Increasing Complexity in Technology Environments
Language types and versions released per decade, taken from O’Reilly’s Programming Language Timeline
0
22
44
66
88
110
1954-1959 1960-1964 1965-1974 1975-1984 1985-1994 1995-2004
104
5041
25
1211
New programming languages and versions released
x10
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agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.
Time to MarketDue to globalization effects, and other economical changes, the time to market over time decreased significantly
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California
1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
13.5 years
3 months
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cynefin framework
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Simple
ComplicatedComplex
ChaoticDisorder
SenseCategorizeRespond
Best����������� ������������������ Practices
Good����������� ������������������ Practices
SenseAnalyzeRespond
ProbeSenseRespond
ActSenseRespond
Emergent
Novel
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http://cognitive-edge.com
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http://www.thehubble.net/2011/11/21/noses-for-hire-a-new-kind-of-help/
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unordered problem domains require sensing and probing, not good or best practices
http://www.flickr.com/photos/marine_corps/
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takeaways
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How do you audit for a capability like creativity or agility?
Role of governance moves from program management (planning)1. Build and assess capability 2. Focus on outcomes
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thank you
[email protected]: dave.sharrock
twitter: @davesharrockslides: slideshare.net/davesharrock
“Coming together is a beginning. Keeping together is progress. Working together is success.”
Henry Ford