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© IAG Consulting 2011

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Harmonizing Agility & Discipline

Balancing Warring Methodologies

and Achieving Success

Keith Ellis

Sr. Vice President

IAG Consulting

1-800-209-3616

[email protected]

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Page 2 © IAG Consulting 2011

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What Are We Going to Talk About?

• Improving satisfaction with development effort

• I‟m likely going to annoy method purists

• Complex organizations – How does this stuff work in

real life? What‟s good, what‟s not going to work?

• Positive actions: Steps that can be taken to effect

outcome

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About IAG:

14 Years of living requirements excellence:

• Completed over 1,200 requirements projects

• Worked with over 300 of the Fortune 500 companies

• Trains over 1,200 business analysts annually

• Somewhat in excess of 700 clients using our methods

• 50 staff members all 100% focused on excellence in business

requirements

• Annually invested 10% of our revenue in developing our methods,

processes and techniques to assure that these are harmonized and

industry best practices

http://programs.rational.com/partner/SearchResults_Company.cfm?CMP=1903

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Learning Objectives

1. Look at the structure of agility and discipline-based

methods

2. Provide guidelines for adding agile practices to

traditional software development environments

3. Provide guidelines for reapplying traditional

development practices to the agile software

development environment.

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Let‟s See Who We‟re Talking with

• What statement do you most agree with:

• Agile is the new world – get with the program

• We change our methods on every project

• We‟ve got very strict standards for requirements

documentation and project planning

• There are lots of emerging ways to do requirements

(other than agile or plan driven) we‟re experimenting

with

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Facts and Misconceptions

• „Waterfall‟ was developed as a

reaction to „code-and-fix‟, the

prevalent method at the time

• Royce (1970) included as

elements in waterfall:

• Iteration & evolutionary

development

• Prototyping (as much as 1/3 of

project effort)

• Concept of SCRUM was first

introduced in 1986 as a form of

„Iterative development‟

• Agile (in SCRUM/XP/FDD form)

rigidly controls:

• Pre-game planning & staging”

• Sprint planning

• Sprints

• Stakeholder participation (Scrum

meetings)

• Use cases are promoted in many

variants of agile despite user

stories being the standard

Agile Manifesto was published in 2001

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What is Everyone Trying To Do?

• Produce working software

• Get productive use of resources

• Prioritize and build what is needed

• Build it efficiently and with transparency

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Visualize the Development Process

Input Output

Supplier

Customer

Process(What information

do you need?)

…. The answer is “POLARIZING”

Manufacturing-

like efficiency

Maximize task

efficiency

Clockwork-like

releases of new stuff

Maximize solution usability

What do you most value in completing the process?

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Agile Manifesto

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

That is, while there is value in the items on

the right, we value the items on the left more.

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Methods Align Within This Value Framework

InputManufacturing-

like efficiency

OutputClockwork-like releases

of new stuff

SupplierMaximize task efficiency

CustomerMaximize solution usability

Oracle: Oracle AIMSAP: ASAP

Waterfall

DoD

Spiral

Mashups

Visualization-based methods

V-Model

Agile

XP

SCRUM

RAD

CMMI

DSDM (Dynamic Systems Development Method)

FDD(Feature Driven Development)

RUP

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The Missing Link: Refocus on Success as

the Primary Goal

Cross-Organizational Satisfaction

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Satisfaction Focus Harmonizes

Methodologies

Cross-Organizational Satisfaction

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Messages to Repeat(Over and Over and Over…)

• It‟s all a single spectrum of methodologies trying

to achieve the same goal

• Being rigid in the application of the value system

behind a method leads to polarization

• Polarization reduces effectiveness

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HARMONIZING AGILITY AND

DISCIPLINE

Increasing Satisfaction with your Current Environment

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Five Issues You Must Wrestle With to

Increase Satisfaction

• Job Roles: Scope of competency required to have effective employees

versus a span of responsibility to get motivated employees

• Efficient Customer Participation: How effective is the approach to

elicitation?

• Scalability and Process Repeatability: How do you deal with

VOLUME?

• Institutionalizing Success: Are all projects an exception?

• Objective Success: How do you KNOW your customer got (is getting)

what they wanted?

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Tuning the Implementation of a Specific Framework

Strengths of Input/Plan

Driven Approaches

• Better capturing of

context and

interdependencies

• Reusability of models &

documentation

• Capture of non-functional

requirements

Strengths of Agile/Output

Driven Approaches

• Ease of integrating

change

• Demonstrating value

repeatedly/faster release

cycles

• Customer participation

“by design”

Harmonizing: Creating synergy by bringing together elements of both.

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APPLYING AGILE PRINCIPLES

TO PLAN-DRIVEN

APPROACHES

1. Embrace and manage change

2. Demonstrate value repeatedly/Faster release cycles

3. Customer participation “by design”

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Embrace & Manage Change

Systems Specification

Requirements Specification

Business Requirements

Document

Business Requirements

Document

Requirements Specification

System Specification

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Demonstrate Value Repeatedly/Faster Delivery

Cycles

• How long does it

take you to organize

big projects?

(>$5M to $10M)

• How long does it

take to break it into

meaningful pieces?

Issue with Plan-driven

approaches

Adopting agilist multiple

release approach

• F100 food and beverage

manufacturer – overhaul to all

supply side systems – break

into 12 projects in 2 weeks.

• F500 manufacturer - Global

ERP – break into digestible

projects in 3 weeks.

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Customer Participation By Design

• We can‟t get sufficient time

with the stakeholders…

• We have trouble getting

sign-off on requirements

• We can only access

subject experts for an hour

or so at a time.

Anyone have

these problems?

• Requirements plan:

• Here‟s what your

participation needs to

be…

• Here‟s when you need to

participate

• Here‟s how we‟ll

participate

Adopting agilist

“customer in the kitchen”

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APPLYING PLAN-DRIVEN

PRINCIPLES TO AGILE

APPROACHES

1. Define Requirements in Context

2. Use Models to Communicate

3. Plan to Capture Non-functional Requirements

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Define Requirements in Context

What we implemented:1. ALWAYS have a user

acceptance test on a user

story

2. Use Cases augment user

stories with context and

help sequence

3. Build a master context

diagram for the system:

1. Where is each feature

hitting?

2. How?

Backlog of 800 stories…

Sufficient clarity to

know magnitude (?)

Sequence?

1

2

34

?

?

?

?

?

?

?

? ?

?

?

?

!!!

!!!

!!!

!!!

Risk to architecture or have cross functional impact (!!!)

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Use Models to Communicate

• Losing control of

system changes

• Point activities

were not in

context for

stakeholders

What we implemented:• Technology – MDD

• Single center of truth for the

system

• Models and Development are

simultaneous

To do effectively:

• CUSTOMIZE package

produce models that are

meaningful for stakeholders

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Plan to Capture Non-Functional

Requirements

1. Create artificial user stories – add to the

stack delivered in a sprint

2. Augment user story cards with listing of

non-functional requirements and

constraints/Create a different artifact.

3. Strengthen standards (SLA) and style

guide: Report exceptions on user stories

Company needs to:

• Strengthen testing approach

• Train devs to ask FURPS

Company has a choice in

implementation:“Am I allowed to capture non

functional requirements?”

“They didn’t tell me about

that issue”

IN AGILE THE DEV TEAM IS

ACCOUNTABLE FOR ALL

REQUIREMENTS:

•Must get right

•Must intuit non-functionals

•Relies heavily on judgment

& experience

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Closing Thoughts: Four Critical Concepts

• It‟s all a single spectrum of methodologies trying to

achieve the same goal

• Focus on cross-organizational satisfaction to enhance

method performance

• No matter what you select, there are five central issues

that will impact your success

• Simple changes can make for significant performance

improvement

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Learning Objectives

1. Look at the structure of agility and discipline-based

methods

2. Provide guidelines for adding agile practices to

traditional software development environments

3. Provide guidelines for reapplying traditional

development practices to the agile software

development environment.

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Who is IAG Consulting?

• We are solely focused on business and software requirements discovery and management

• Core Competency: Elicitation

• A deliverable from IAG is:Clear, Accurate and Complete

• Work with clients in 4 modes:• Requirements Discovery and Management

• Analyst Professional Development

• Best Practices Implementation

• Turn-key Center of Excellence

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Thanks

Keith Ellis

Sr. Vice President

IAG Consulting

1-800-209-3616

[email protected]

Project Management Institute PDU Submission Information

Webinar Name: Harmonizing Agility & Discipline

Total PDU's : 1.0

PDU Program Reference Number: IAG808

PMI Registered Education Provider: IAG Consulting

PMI Registered Education Provider Number: 2858

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