What does it mean to be agile?
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Transcript of What does it mean to be agile?
© 2011 IBM Corporation
What Does It Mean to Be Agile? And How to Start in the Real Life?
Zdeněk Borůvka, CEE CTP & Services Leader, IBM Rational
© 2011 IBM Corporation
Building a smarter planet
22
Agenda & Introduction
Introduction & Objectives
Why to Care about Agile?
What is Agile & Common Agile Approaches
Key Aspect of Successful Agile Adoption
Is Agility Scalable?
Summary
© 2011 IBM Corporation
Building a smarter planet
33
Agile Motivation: CIO study
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
200819980.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
16.0%
18.0%
20072006200520042003200120001999
Trend Line
15.0% 15.9%
9.7% 10.1%
2002
1.3%0.0%
1.6% 2.5% 2.7%3.2%3.0%
Source: Gartner
Executive Programs CIO Survey
Increases in CIO Budgets Over Previous Year, 1998-2009 (Worldwide)
20090.16%
2011 Demand for IT Services
“The economic downturn forced deep cuts in IT budgets. Now, as CIO’s plan for the recovery, they are facing unprecedented demand for IT services from the business. At the same time,
organizations are still keeping spending tightly under control.”
CIOUpdate.com August 3, 2010http://www.cioupdate.com/budgets/article.php/3896646/How-to-Get-the-Budget-You-Need-in-2011.htm
The Key: Improve delivery with the resources you have
© 2011 IBM Corporation
Building a smarter planet
66
Why IBM is so Interested in Agility?
We are AGILE and Can Prove It!
IBM Started to Use Agile More Than 5 Years Ago– Past: OpenUP, XP, Eclipse Way, ...– Current: SCRUM, Kanban, DAD, Agile@Scale
We Are Helping Our Customers To Adopt Agile– Banks– Telecomunications– ISVs– Industrial companies
© 2011 IBM Corporation
Building a smarter planet
77
Agile Principles
Working SoftwareWorking Software
Individuals InteractionsIndividuals Interactions
Customer Collaboration
Customer Collaboration
Source: www.agilemanifesto.org
ComprehensiveDocumentationComprehensiveDocumentation
Processes and ToolsProcesses and Tools
Following a Plan
Following a Plan
ContractNegotiation
ContractNegotiation
overWe value
Responding to Change
Responding to Change
© 2011 IBM Corporation
Building a smarter planet
88
Key Aspects of Successful Agile Deployment
Methodology
Tools
People
© 2011 IBM Corporation
Building a smarter planet
99
Methodology: Evolution
Traditional
Process-oriented with formal hand-offs between roles
Linear, sequential approach:Analysis > Design > Implementation > Test
Changes are nearly impossible without starting over
Agile
Emphasizes values and principles rather than process
Iterative approachproduces workingsoftware early
Project priorities and requirements are re-evaluated at the end of each iteration
WaterfallTraditional vs. AgileIterative approacheXtreme ProgrammingScrumDisciplined Agile Delivery
Visualize your workflow Limit work in progress
Kanban
© 2011 IBM Corporation
Building a smarter planet
1010
Methodology
Decide for an agile methodology Good to start from small and let it grow with you Methodology should be tailored for your local needs
Think about the model you work– one team, internal development– more teams, internal development– internal development, a lot of people working on bodyshopping– some internal, some external work– internally mainly requirements&testing, all the rest is subcontracted– ...
© 2011 IBM Corporation
Building a smarter planet
1111
Tools
NO AGILITY WITH RIGID TOOLS Tools Should Enable Key Agile Practices Removing the Administration
© 2011 IBM Corporation
Building a smarter planet
1212
People
How the Jazz band plays..? How to teach the people – training, mentoring, coaching? How to solve the questions people might have? How to plug in business stakeholders/sponsors?
© 2011 IBM Corporation
Building a smarter planet
1313
How to Start in a Right Way
Establish a sprint heartbeat via short iterations Establish executive commitment and involvement Create a dedicated, cross-functional rollout team Focus on automation Provide radical transparency and over-communicate Leverage existing Agile training Get outside coaching early Prioritize build and test infrastructure early Be clear about what the Agile “rules” are Encourage peer-to-peer communication Think about tools to track progress Be inclusive Be patient and expect to make mistakes
© 2011 IBM Corporation
Building a smarter planet
1414
Is Agile Measurable? ~ How to Figure Out how Agile We Are?
http://jazz.net/blog/index.php/2011/01/26/what-is-your-agile-fitness
© 2011 IBM Corporation
Building a smarter planet
1515
Is Agile Measurable? ~ How to Figure Out how Agile We Are?
1. Value: Produce a consumable solution on a regular basis which provides value to stakeholders.
2. Validation: Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.
3. Stakeholders: Work closely with their stakeholders, or a stakeholder proxy, ideally on a daily basis.
4. Self-organization: Are self-organizing and work within an appropriate governance framework.
5. Improvement: Regularly reflect on, and measure, how they work together and then act to improve on their findings in a timely manner.
Source: Scaling Agile: An Executive Guide, ftp://public.dhe.ibm.com/common/ssi/sa/wh/n/raw14211usen/RAW14211USEN.PDF
© 2011 IBM Corporation
Building a smarter planet
1616
Could Agility be Scaled?
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
© 2011 IBM Corporation
Building a smarter planet
17
What is Disciplined Agile Delivery?
Unified Process
(UP)
Extreme
Programming (XP)
ScrumAgile
Modeling
Disciplined Agile
Delivery (DAD)
DAD is a hybrid process framework adopt best practices and philosophies from several methodologies
© 2011 IBM Corporation
Building a smarter planet
1818
Scaling Agility: 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 sw
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
© 2011 IBM Corporation
Building a smarter planet
1919
How to Stay Agile and keep collaborating with PM Office?
What are the meeting points? How much Project Office could be involved? Is ITIL around, can we integrate it? Gantt Charts versus Agile Planning
Business Value$0M $15M
Operational Efficiency0% 100%
Practice Adoption0% 100%
© 2011 IBM Corporation
Building a smarter planet
2020
Summary: AGILE IS GREAT IF YOU...
Focus on 3 Aspects– Methodology at the Right Scale– Tools Supporting Agility and Colaborating With the Rest of the World– People Getting Support and Motivation From the Mentors/Coaches
Learn from Experienced and Utilize Mentoring/Coaching
Understand Agile Adoption as a Project and Plan it
Get Support of Your Stakeholders