agile adolescence to maturity: experience leads to collaboration · 2016-06-10 · agile...
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Agile Adolescence to Maturity:Experience leads to Collaboration
Based on in-depth analysis of the Swiss Agile Study 2014
M. Kropp, FHNW, WindischA. Meier, ZHAW, Zurich
R. Biddle, Carleton University, Ottawa
Agile Breakfast, Bern27.01.2016
1
www.swissagilestudy.ch
Content
• Swiss Agile Study
– Overview and Results
• Agile Adolescence
– 1. Agile Practices
– 2. Agile Culture
– 3. MyAgile
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Swiss Agile Study
A joint project of
In cooperation with
Funded by
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Survey Setup Facts
• Quantitative studies 2012 and 2014• 2 Surveys:
– IT-Companies directly contacted• 1462 contacted• 181 started (12.4%)• 101 finished (6.9%)
– IT-Professionals anonymous • 390 on site• 324 started (83.1%)• 128 finished (32.8%)
• Each survey divided into two main categories:– Agile/Non-Agile
2012Company 140 IT Professionals 194
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Analysis Approach
• Analysis along Agile Experience– <= 2 years, 2-5 years, >=6 years
• Organizational Culture– Model of William Schneider (1994)– Control, Collaboration, Competence, Cultivation
• New Tools– “Agile Practices Map”– co-occurrence analysis
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Agile vs. Non-AgileItem 1.1: Is your company currently practicing agile software development?
Agile 70%
Non Agile 30%
Company Overview
2012Non Agile: 43%Agile: 57%
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Agile MethodologiesItem 1.4: Which methodology does your company follow most closely?
0% 10% 20% 30% 40% 50% 60% 70%
Scrumban
eXtreme Programming (XP)
Don’t know
Open Unified Process (Eclipse)
HERMES
RUP (Rational Unified Process)
V-Model
Other:
Lean / Kanban
Scrum
2012Scrum: +8%Lean / Kanban: +4%
Agile Companies
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SatisfactionItem 1.5: How satisfied are you with your current methodology?
0%
18%
21%
45%
25%
33%
50%
42%
52%
18%
28%
12%
18%
30%
Agile Companies
Non-Agile Companies
Agile Professionals
Non-Agile Professionals
Unsatisfied Somewhat satisfied Satisfied Very satisfied
2012Agile Companies: -6% Sat./Very Sat.Agile Prof.: 5% unsatisfiedNon-Agile: +23% satisfied
!
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Agile Influence – Company ViewItem 5.7 How has agile software development influenced the following aspects?
4%
0%
3%
6%
1%
4%
8%
1%
6%
1%
13%
8%
5%
6%
14%
4%
25%
29%
24%
26%
35%
21%
44%
21%
40%
33%
38%
26%
44%
44%
46%
41%
44%
37%
31%
54%
29%
40%
24%
38%
29%
43%
29%
46%
20%
19%
24%
28%
15%
20%
18%
33%
10%
13%
6%
20%
9%
6%
6%
5%
8%
5%
11%
4%
4%
5%
13%
10%
23%
5%
Time to market
Manage changing priorities
Productivity
Software quality
Alignment IT & business
Project visibility
Risk management
Development process
Maintainability / extensibility
Team morale
Development cost
Engineering discipline
Management of distributed teams
Requirements management
MUCH WORSE WORSE UNCHANGED IMPROVED SIGNIFICANTLY IMPROVED DON’T KNOW
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Technical PracticesItem 3.1: Which of the following engineering practices could be observed by someone visiting your company next month?
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0% 20% 40% 60% 80% 100%
Behavior Driven Development (BDD)
ATDD
Automated acceptance testing
Clean Code
Collective code ownership
Pair programming
Test Driven Development (TDD)
Continuous delivery
Refactoring
Continuous integration
Automated builds
Coding standards
Unit testing
Non-Agile Company Agile Company
2012Cont. Delivery: +19%
Collaboration PracticesItem 3.2: Which of the following management practices could be observed by someone visiting your company next month?
26%
32%
38%
51%
54%
68%
70%
71%
77%
87%
8%
8%
24%
12%
8%
8%
8%
32%
32%
52%
Kanban Pull System/Limited WIP
Open work area
On-site customer
Burndown charts
Retrospective
Daily standup
Taskboard
User stories
Iteration planning
Release planning
Non-Agile Companies
Agile Companies
2012Daily standup, Retros, Task Board much more used
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Agility by Experience
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Influences: Multiple Results and Co-occurrence Heatmaps
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Influence by Experience
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5.4 How has agile software development influenced the following aspects? (only the improved/significantly improved answers)
Technical Practices (by exp.)Item 3.1: Which of the following engineering practices could be observed by someone visiting your company next month?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
<2 2-5 >=6
High Start Value
Unit testing
Coding standards
Automated builds
Continuous integration
0%
10%
20%
30%
40%
50%
60%
70%
80%
<2 2-5 >=6
Medium Start Value
Collective code ownership
Pair programming
Clean Code
Test Driven Development (TDD)
Refactoring
0%
10%
20%
30%
40%
50%
<2 2-5 >=6
Low Start Value
Behavior Driven Development (BDD)
Acceptance Test Driven Development (ATDD)
Automated acceptance testing
Continuous delivery
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Collaboration Practices (by exp.)Item 3.1: Which of the following management practices could be observed by someone visiting your company next month?
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
<2 2-5 >=6
High Start Value
Release planning Iteration planning User stories
Daily standup Taskboard Retrospective
0%
10%
20%
30%
40%
50%
60%
70%
<2 2-5 >=6
Low Start Value
On-site customer Burndown charts Open work area Kanban Pull
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Practices by ExperienceMore Experience More Collaborative
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Unit testing
Refactoring
Automated builds
Coding standards
Cont. integration
Clean Code
TDD
Continuous delivery
Autom. acc. testing
Burndown charts
Release planning
On-site customer
Iteration planning
User stories
Daily Standup
Taskboard
Pair Programming
Coll. Code Ownersh.
Retrospective
Open work area
Kanban
ATDD
BDD
Unit testing
Refactoring
Automated builds
Coding standards
Cont. integration
Clean Code
TDD
Continuous delivery
Autom. acc. testing
Burndown charts
Release planning
On-site customer
Iteration planning
User stories
Daily Standup
Taskboard
Pair Programming
Coll. Code Ownersh.
Retrospective
Open work area
Kanban
ATDD
BDD
Unit testing
Refactoring
Automated builds
Coding standards
Cont. integration
Clean Code
TDD
Continuous delivery
Autom. acc. testing
Burndown charts
Release planning
On-site customer
Iteration planning
User stories
Daily Standup
Taskboard
Pair Programming
Coll. Code Ownersh.
Retrospective
Open work area
Kanban
ATDD
BDD
The Agile Practices Map:Collaboration vs. Technical Practices
More Technical Practices
More CollaborativePractices
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Life in the Organization
• Schneider’s Model:– Control Culture is about getting and
keeping control
– Collaboration Culture is about working together
– Competence Culture is about being the best
– Cultivation Culture s about learning and growing with a sense of purpose
• No organization has only one,but most have a dominant culture...
OOP 2016, Munich, GermanyAgile Adolesence to Maturity 28
Organizational Culture
Agile Adolesence to Maturity OOP 2016, Munich, Germany 29
http://www.infoq.com/articles/organizational-culture-and-agile, 15.1.2016
Organizational Culture
• What is the actual culture in an agile team?
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Collaboration – 38%
Cultivation – 40%
Control – 9%
Competence – 13%
Organizational Culture Evolves
• Based on the Schneider Model
14%
10%8%
27%
32%34%
30%
20%
15%
29%
38%
43%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
<2 2-5 >=6
Company
Control Collaboration Competence Cultivation
32%
19%
13%
23%
31%
34%
19%17% 17%
27%
32%
35%
0%
5%
10%
15%
20%
25%
30%
35%
40%
<2 2-5 >=6
Professionals
Control Collaboration Competence Cultivation
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Organizational Culture
• How is Collaboration applied at your company?
• Late Collaboration
– Why? What can be done?
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PracticesBy Culture
Collaborative
&
Cultivating
->
More
Collaboration
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What are the Barriers?
0%
10%
20%
30%
40%
50%
60%
<2 2-5 >=6
Rank 1 - Viewed by experience level(PROF)
0%
20%
40%
60%
<2 2-5 >=6
Rank 1 - viewed by experience level(COMP)
Ability to change organizational culture General resistance to change Availability of personnel with necessary skills
Lack of management support Project complexity or size Customer collaboration
Confidence in ability to scale agile Perceived time to transition Budget constraints
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0%
10%
20%
30%
40%
50%
60%
Ability to changeorganizational
culture
General resistanceto change
Availability ofpersonnel withnecessary skills
Lack ofmanagement
support
Project complexityor size
Customercollaboration
Confidence inability to scale
agile
Perceived time totransition
Budgetconstraints
Rank 1 - viewed by barrier (PROF)
What are the Barriers?
0%
10%
20%
30%
40%
50%
Ability to changeorganizational
culture
General resistanceto change
Availability ofpersonnel withnecessary skills
Lack ofmanagement
support
Project complexityor size
Customercollaboration
Confidence inability to scale
agile
Perceived time totransition
Budgetconstraints
Rank 1 - viewed by barrier (COMP)
<2 2-5 >=6
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My Agile - Much Stress at first
-33%
-57%
-30%
-80%
-33%
-33%
-33%
-43%
-76%
-24%
-33%
-33%
-48%
-67%
67%
43%
70%
20%
67%
67%
67%
57%
24%
76%
67%
67%
52%
33%
-80% -60% -40% -20% 0% 20% 40% 60% 80%
I pay more attention to technical excellence
my work life balance has improved
release is not a nightmare anymore
I work less overtime
we have developed a culture of mutual respect
I feel much more committed/dedicated to the team and to the…
I have more fun at work
I think my work is more valued
I have less stress
team morale has improved
we have a team environment which is honest, trusting and allows…
team members take the initiative to accomplish tasks more often
the team has been empowered to make decisions about how to…
we have a culture of servant leadership
Exp: <2ys
CD&D A&CA
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Professional’s Views on AgileAgile is Stressful, Especially at First
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StressOvertimeAgile Breakfast, Bern, 27.1.2016
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How do they feel
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
<2 2-5 >=6
Immediate ImprovementsI pay more attention to technical excellence
release is not a nightmare anymore
we have developed a culture of mutual respect
I feel much more committed/dedicated to the team and to the work
I have more fun at work
team morale has improved
we have a team environment which is honest, trusting and allows formistakes
team members take the initiative to accomplish tasks more often
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How do they feel
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
<2 2-5 >=6
Longterm Improvements
my work life balance has improved
I work less overtime
I think my work is more valued
I have less stress
the team has been empowered to make decisions about how to do theirwork and execute on those decisions without outside interference
we have a culture of servant leadership
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My Agile
• How do you feel?
• Agile is Stressful:
– Why? What can be done?
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Summary - What Have We Learned?
• Tech Practices precede Collaborative Practices:
– Why? Initial Misunderstanding of Importance?
• Organization Culture linked to Agile Experience:
– What does it mean for your organization?
• Barriers are cultural first, complexity later:
– How should Agile handle complex software development?
• Agile is Stressful:
– Why? What can be done?
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Thank you very much for your attention
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