agile devops and the pmo - final-forpdf · agile/devops is only for web-scale companies myth:...
TRANSCRIPT
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Dan Wakeman
CIO, Educational Testing Service
Agile DevOps and the PMO
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Presentation Outline
• Agile Principles and Values
• DevOps Overview
• eRegistration Project – Successes and Challenges
• Agile / DevOps Adoption Considerations
• What can PMI do to help project managers adapt to the Agile / DevOps construct?
• Q & A
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Agile Principles and Values
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Traditional Development Methodology - “Waterfall”
• Early development methodologies borrowed heavily from manufacturing, which is repetitive with clearly defined outputs.
• The Waterfall methodology is based on:
• Starting with a clear and accurate specification (prevents rework by getting things right upfront)
• Perfecting a design specification before building (no changes to requirements at this point)
• Quick testing cycle with little rework needed
• Between 25% and 35% of requirements change on large projects (reported by Capers Jones)
• Valid change requests are often rejected in order to manage costs and protect delivery dates.
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Get it right!
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Problems With Traditional Methodologies
Traditional approaches have been shown to be ineffective for many software development efforts, evidenced by:
• Resistance to changing requirements and priorities
• Unreliability (late delivery, low quality, high cost)
• Customer frustration and lack of trust
• Bloated products CAN WE DO ???
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An Agile Approach to Projects
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• Allow for changing requirements
over time
• Work on successive iterations of the
product over fixed time periods
• Utilize face-to-face communication
and quick feedback loops
• Deliver a working product each
iteration , which can be
demonstrated to stakeholders.
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Manifesto for Agile Software Development
We are uncovering better ways of developing software by doing it and helping others do it.
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Source: Manifesto for Agile Software Development, 2001
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Waterfall Verse Agile
Traditional Waterfall Culture Agile Culture
Fixed contract requirements Backlog continuously groomed
Phase gates with fixed gates Continuous sprint integration and
fixed release dates
Big design upfront Engagement architecture
Specialized coders as gunslingers Cross functional, multiskilled
developers
Separate testing teams Testing integrated with coding
Infrequent interaction with
customers
Frequent interaction with customers
Project mentality (lack of ownership) Permeant committed teams
Reporting on-time and budget
variations
Focus on business outcomes, demos
and releases
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Scrum – The Most Popular Agile Method
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Progress During An Iteration - Sprint Burndown Chart
Iteration n Burndown Chart
0
200
400
600
800
1000
1200
1400
1 3 5 7 9 11 13 15 17 19 21 23 25 27 29
Days
Ho
urs Expected
Actual
• Displays number of task units (typically
hours) remaining
• Overall trend is important to monitor
• Daily fluctuations are acceptable and
expected
• Actual Line should eventually reach 0 hours
and should roughly follow Expected Line
• Across Iterations, a less granular measure
is used that is tied to the deliverables, e.g.,
Story Points
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Three Essential Agile Ingredients
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1. Delivery of working software at fixed intervals• Intervals measured in weeks, not months
• Tight feedback loops will overcome incomplete requirements
• Working software is your primary measure of progress
2. Variable Overall Scope• Accepts estimation inaccuracies
• Replace scope definition and control with value optimization
• Product Owner adjusted to rate of actual delivery of #1
3. Quality practices that control accumulation of technical debt• Continuing to build iteratively on a poor design will result
in un-maintainable software
• Utilize automated tests, refactoring, design and code reviews
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DevOps Overview
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Conflict Between Development and Operations
End users expect new functionality to be released more quickly, and safely with high quality
QUICKLY - Development teams can deliver new software releases faster and more frequently using iterative, Agile methods
SAFELY - Operations teams have to ensure stable production IT systems, however, and are reluctant to deploy new releases frequently
This creates a CONFLICT between development and IT Operations teams
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What is DevOps?
• DevOps is a way of collaborating and
industrializing using highly automated
approaches to deploy solutions that evolve
as fast as a business needs it.
• A team-centric ethos that tears down
traditional silos to tightly integrate
business, development, and operations.
• Everything is versioned so a new working
system can be created reliably and
consistently
• Everything is automated to speed up the
application development and release
process, and eliminate manual errors.
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DevOps addresses the conflict between Development and IT Operations teams
Dev Ops
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Dev Ops Four Value Propositions
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DevOps Can Drive Significant Value
More Agile
30xMore frequent deployment
8000xfaster lead times than their peers
More Reliable
2xthe change success rate
12xfaster mean times to recover (MTTR)
Finding From Puppet Labs State of DevOps 2014Finding From Puppet Labs State of DevOps 2014
More Competitive
2xmarket share & productivity goals
50%higher market capitalization growth
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Video: What is DevOps? – In Simple English
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https://youtu.be/_I94-tJlovg
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Case Study: eRegistration ProjectSuccesses and Challenges
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Case Study – Introduction to eReg
eReg is a large, ambitious project to build a new registration and candidate management platform for ETS’ existing and emerging brands.
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Siloedplatforms merged into one
HiSET
GRE
TOEFL
PRAXIS
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Case Study – Flexible development with Agile
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eReg Story
eReg Story
GRE Story
eReg Story
GRE Story
eReg Story
GRE Story
GRE Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
eReg Story
GRE Story
eReg Story
GRE Story
GRE Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
TOEFL Story
HiSET Story
HiSET Story
GRE Story
eReg Story
HiSET Story
eReg Story
HiSET Story
• The initial plan was to
onboard one of ETS’
major brands first, but a
competitive market
opportunity drove a
change in focus.
• Agile facilitated this by
allowing the existing
stories to move down
the priority list
Original Backlog Revised Backlog
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Case Study - Many Sprints, Few Releases
Despite developing eReg using a Scrum
methodology, releases were managed
using a traditional release methodology:
• Release 1.0 – 11 sprints
• Release 2.0 – 8 sprints
• Release 3.0 – 16 sprints
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Traditional project management approach resulted in long release cycles
1.0
2.0
3.0
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Development
11 Sprints/Months
Software Test
5 builds, 4 monthsUAT
Go-Live
Development
8 Sprints/Months
Software Test
8 builds, 4 monthsUAT
Go-Live
Development
16 Sprints/Months
Software Test
8 builds, 8 monthsUAT
Go-Live
Re
lea
se
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Case Study Conclusions
• These big-bang releases result in large changes that impact the existing brands already on the platform
• The 3.0 go-live in particular had multiple application stability issues, despite extensive testing
• Changes made for the new brands had impact on expected behavior for the existing brands.
• Differences between our testing / staging and productions environments resulted in unexpected production issues.
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We believe a DevOps approach would have avoided many of the issues we had.
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Working with the PMO within an Agile DevOps construct
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Agenda: Primary Myths
Gartner has identified the following primary myths that surround Agile and DevOps
1. The PMO can ignore Agile & DevOps
2. Agile & DevOps is unstructured and chaotic
3. Agile is what happens in development
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Agile & DevOps Is Only for Web-Scale Companies
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Agile/DevOps Is Only for Web-Scale Companies
Myth:• Agile and Devops is for startups
and leading-edge unicorns
Reality:• Given current market demands, all
companies need some agile and DevOps capability
• Used for over 30% of Gartner's clients' projects
• Web-scale companies are"post agile"
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Agile Development Does Not Need Project Managers
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Agile Development Does Not Need Project ManagersMyth:• Agile projects have no need for
project managers or the PMO
Reality:• Many IT projects are gradually
replaced by products
• Executing the plan is no longer a goal — delivering the outcome is
• Product managers are needed for vision and stakeholder management
• Project managers are necessary when there is business change andcross-functional interdependencies
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You Don't Know What You Are Building
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You Don't Know What You Are Building
Myth:• Agile projects have no idea what
they will produce
Reality:• Agile projects have a clear
definition of the solution at the start
• With traditional projects, less is known at inception:• Essential that the problem to be
addressed is well understood
• Minimum viable product (MVP) maybe known
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Agile / DevOps Is Paradise for "Coding Cowboys"
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Agile / DevOps Is Paradise for "Coding Cowboys"Myth:• Agile / DevOps developers don't
follow any process or have any accountability
Reality:• Self-organized teams:
• But not self-directed
• Daily stand-ups
• In scrum, commitment tosprint deliverables
• DevOps automation enforces standards with frequent feedback loops.
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"We Don't Need No Stinkin Documentation"
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"We Don't Need No Stinkin Documentation"
Myth:• Agile/DevOps projects produce no
documentation or audit trail
Reality:• Should not produce documentation for
documentation's sake
• Agile/DevOps projects can and should produce sufficient documentation:
• Needs to meet regulatory and audit requirements
• Collection of small documents instead of monolithic single documents
• DevOps tools provide a rich audit trail and can automate some of the documentation creation.
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Agile / DevOps Projects Are Completely Unpredictable
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Agile / DevOps Projects Are Completely UnpredictableMyth:• It is impossible to know when an
agile / DevOps project will be done
Reality:• Incremental delivery makes
progress transparent
• Projects should have:• Delivery commitment date
• Firm budget
• Measurable value proposition
• Flexibility on functional scope
• Constant feedback
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Business Stakeholders Do Not Need to Be Engaged During Development
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Business Stakeholders Do Not Need to Be Engaged During Development
Myth:• We can still collect the
requirements upfront and deliver the product months later
Reality:• Engagement is required:
• The Project Owner is a business person
• Feedback is only needed if you want to deliver software that actually solves a business problem
• Stakeholders don't know what they want until you show them what you build (then they know that you have built the wrong thing)
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Software Deployment Processes Do Not Need to Change
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Software Deployment Processes Do Not Need to Change
Myth:• Our ITIL process is the only way to
keep us safe; no changes are possible or necessary
Reality:• Slow release cycles keep value
from reaching the business
• Continues integration and delivery reduces risks thanks to frequent small changes which are safer
• Automation allows for rapid corrections and rollback.
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Agile /DevOps Can Be Put Into the Traditional "Iron Triangle"
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Agile / DevOps Can Be Put Into the Traditional "Iron Triangle"
Myth:• The delivery date, cost and
functional scope can be fixed upfront
Reality:• Even traditional projects with good
requirements struggle to deliver on time and budget
• The requirements are not well-defined for innovative agile / DevOps projects
• In the iron triangle, quality and sustainability suffer
• Scope (backlog) is the primary variable.
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Projects Are the Best Way to Organize Agile / DevOps Software Development Work
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Projects Are the Best Way to Organize Agile / DevOps Software Development Work
Myth:• Carefully defined projects
maximize business value
Reality:• No plan survives first contact with
the code
• Project-oriented governancemaximizes scope
• Funding products from "cradle to grave" is better
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Project metaphor is a tool, use it as long as it works
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Primary Myths
1. The PMO can ignore agile and DevOps
2. Agile / DevOps is unstructured and chaotic
3. Agile / DevOps is what happens in development False
False
False
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Agile / DevOps Adoption Considerations
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Prepare for a Move From IT Projects to Products
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Funding for life of the product (based
on business need)
Work stops when product retires
Changing acceptance
Focus on features
Tracked by business value
Funding for life of the project (based
on resources and time)
Work stops at a fixed date
Change avoidance
Focus on plan
Tracked by project variance
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Be Ready for the Fundamental Shift in Planning and Estimation
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Look Beyond the Product Owner and ScrumMaster- But Don't Overdo It
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r
Product Owner
ScrumMaster
Product OwnerProduct Owner
Team
Business
IT
ScrumMasterProject
Manager
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What can PMI do to help companies adapt to the Agile DevOps construct?
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Q & A