Download - Agile transformation best practices
© 2006 IBM Corporation© 2007 IBM Corporation
AgileTransformationBest Practices
Cherifa MansouraCherifa MansouraIBM Rational SoftwareIBM Rational Software
Solution Architect, WW Solution DeliverySolution Architect, WW Solution Delivery
Brazil, Qcon2012Brazil, Qcon2012
IBM Software Group
© 2006 IBM Corporation2
Agenda
11
44
33
22
Agile and before Agile?
What makes a successful agile adoption?
2
Agile Adoption vs Agile Transformation: are they the same?
55
Achieving Enterprise Agility Best Practices of successful agile adoption transformation
Conclusion
IBM Software Group
© 2006 IBM Corporation3
Basic agile
Scrum
Sprint planningSelect work items f or sprint f rom product
backlog and identif y tasks
Product backlog(work items)
Sprint backlog(tasks)
Daily stand-up meeting
DemoRetrospective
Feedback, f unding
Release and implementation
Work items selected f or
sprint
Done
Results f rom analysis tasks and unfi nished items f rom sprint backlog (e.g. defects)
2- 6 week sprint
Product Owner
Team members
Scrum master
Practices:
Product Backlog
Value-Driven Life Cycle
Self Organization
Release Planning
Sprint Planning
Daily Scrum Meeting
Sprint Demo
Retrospectives
Roles:
Scrum Master
Product Owner, Team Member
IBM Software Group
© 2006 IBM Corporation4
“Agile” techniques have been used for decades, to resolve key challenges
Requirements are dynamic and difficult to lock down
BUSINESS participation as a project team member
Joint requirements, design and prototyping sessions
Use of visual modelling and prototyping tools
Documentation of results vs. targets
Team elaboration of requirements with flexible scope change
Iterative approach allowing key components to be developed to address “I’ll know it when I see it” mentality
Prioritization of requirements based on business objectives
Time boxing to fixed dates and fixed cost
Incremental delivery of highest priority project components first
Decomposition of large initiatives into multiple releases
Small, dedicated, co-located teams in teaming environment
Lean process framework and limited documentation
Architects participate and direct lead developers
High risk proof of concepts are performed early in the project
Right skills are dedicated to the project team
Key Challenges Common Agile / Lean techniques*
* Most of these are found in any Agile approach (e.g. XP, Scrum, DSDM)
Deliver business value more quickly
Reduce risk of adopting new technologies
Requirements are dynamic and difficult to lock down
Reducing the technical debt—Reducing cost of quality
IBM Software Group
© 2006 IBM Corporation55
Why is waterfall still popular
1 23Simple to explain and
recall
“Do the requirements, then
design, and then implement
Easy to illustrate as an orderly process
It gives the illusion of an
orderly, accountable, and
measurable process, with
simple document- driven
milestones (such as
“requirements complete”).
Adopted by many companies in the 70’s and 80’s
It was promoted in many software
engineering, requirements
engineering, and management
texts, courses, and consulting
organizations.
IBM Software Group
© 2006 IBM Corporation6
Agile versus the traditional processTraditional Agile
Work items assigned to specific people Stories are assigned to the entire team
Beta Customers are engaged after *DCut Customers are engaged early in the Life Cycle
Testing is done after design & development are completed
Testing is done simultaneously with development – Done is done
Defects backlog is very large and worked on from DCut to release
Backlog is kept to a minimum – not letting defects pile up
Weekly team meetings Daily scrum meetings
Roles are well defined (Dev, test, etc) Roles are not defined by person
Feature backlog is set at Plan DCP Backlog changes as customer feedback is received
Large feature backlog lists Smaller releases helps manage the lists
Team works individually on assigned pieces
Promotes team collaboration to succeed
*Design Code Unit Test*Design Code Unit Test
IBM Software Group
© 2006 IBM Corporation7
Agenda
11
44
33
22
Agile and before Agile?
What makes a successful agile adoption?
7
Agile Adoption vs Agile Transformation: are they the same?
55
Achieving Enterprise Agility Best Practices of successful agile adoption transformation
Conclusion
IBM Software Group
© 2006 IBM Corporation8
Key success points for an Agile adoption: Testimonial
Increased flexibility in adapting to customer requirements
Increased test automation & regression to ensure higher quality
Breaking down roles, rotating roles
Open communication between team members
Developers take more ownership in the quality of the release
Increased collaboration between dev & test. We are all on the same team.
Stories help the team focus on delivering value to customer
Working in small teams of 3 to 4 increased collaboration
Team took over ownership of Sprint content
Team commits to what they can deliver and takes pride in demo’ing to stakeholders
IBM Software Group
© 2006 IBM Corporation99
The IBM Agile Manifesto
Agile development must
Address complex architectural requirements.
Provide effective governance.
Strengthen solution quality and consumability.
Be disciplined. Be effective for
all types of development:.
Provide integration processes for small and large teams across multiple sites and time zones.
Where these statements are not yet true, we will work together to make them a reality.
Team sizeUnder 10
developers1000’s of
developers
Co-located
Geographical distribution
Global
Disciplined Agile
Delivery
IBM Software Group
© 2006 IBM Corporation10
The Disciplined Agile Delivery (DAD) life cycle
The Disciplined Agile Delivery (DAD) process framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value
lifecycle, is goal-driven, is scaleable, and is enterprise aware.
IBM Software Group
© 2006 IBM Corporation11
Conventional Governance
Activity-based management Results-based managementMature processes, PMI/PMBOK Plan in detail, then track variances Plan/steer/plan/steer…
Adversarial relationships Honest collaborative communicationPaper exchange, speculation Progressions/digressions, facts
Requirements first Architecture (risk mitigation) first Assumes certainty in desired product Admits uncertaintiesAvoid change Manage change
Early false precision Evolving artifacts“More detail = higher quality” Scope (Problem specs)
Design (Solution specs)
Apply too much or too little process Right-size the process Process is primary, blind adherence Desired results drive process
Manage variances
Agile Governance
Moving to an effective agile governance
IBM Software Group
© 2006 IBM Corporation12
From waterfall to agile
IBM promotes both Agile and Disciplined Agile approaches based on organizational needs
Some organizations need more structure then practices such as Scrum allows
Waterfall
Waterfall Agile (Scrum)
Agile (Scrum)
Predictive Predictive Adaptive Adaptive
DisciplinedAgile
DisciplinedAgile
Agile has moved into mainstream software development but implementation details must often be adapted to the unique needs and priorities of each organization
Agile practices promote development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project
Agile has moved into mainstream software development but implementation details must often be adapted to the unique needs and priorities of each organization
Agile practices promote development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project
Iterative (RUP)
Iterative (RUP)
Where does your
organization fit?
IBM Software Group
© 2006 IBM Corporation13
Agenda
11
44
33
22
Agile and before Agile?
What makes a successful agile adoption?
13
Agile Adoption vs Agile Transformation: are they the same?
55
Achieving Enterprise Agility Best Practices of successful agile adoption transformation
Conclusion
IBM Software Group
© 2006 IBM Corporation14
So what is the focus for agility in …
……..this context of the Global Enterprise…
Empowered teamsEmpowered teamsOutcomeOutcome
Real time informationReal time information
Process layerProcess layer
IBM Software Group
© 2006 IBM Corporation15
Is it only about adopting agile practices?
Adoption is not enough
To transform your organization
– Adapt the practices to work in your environment
– Align your adoption with your business objectives and management structure
– Get prepared for the cultural shift
– Align your team to reflect a more agile world view
– Requires governance changes
To be successful, you need!!!
IBM Software Group
© 2006 IBM Corporation16
Organization Transformation Adoption Through Execution Project Mentoring
People Transformation Enablement Program Tool Training Program Agile Practice Adoption Workshops
Enterprise Agile Transformation Approach
Enterprise Transformation must focus on three different aspects
Process
(Methodology)
Process
(Methodology)
People(Enablement)
People(Enablement)
Tool
(Automation, Enforcement)
Tool
(Automation, Enforcement)
Process and Methods Agile Practices Onboarding Process Business Intelligence - Metrics and Reporting
Rational Team Concert Planning Capabilities Distributed SCM OSLC Jazz Foundation
Establish Center of Excellence • Agile Practices (e.g. Scrum, Release Planning)• Build the foundation for Enterprise roll-out • Have an enablement program• Have pilots. Learn from the pilots and update training
ProcessProcess ToolTool
PeoplePeople
IBM Software Group
© 2006 IBM Corporation17
Agenda
11
44
33
22
Agile and before Agile?
What makes a successful agile adoption?
17
Agile Adoption vs Agile Transformation: are they the same?
55
Achieving Enterprise Agility Best Practices of successful agile adoption transformation
Conclusion
IBM Software Group
© 2006 IBM Corporation18
Enterprise agile adoption AND transformation
Five habits of successful agile “transf-adoption”
1. Be explicit about you agile goals
2. Understand the dimensions of scale up
3. Use measures to govern behavior
4. Consider People
5. Grow incrementally with a clear “transf-adoption” plan
IBM Software Group
© 2006 IBM Corporation19
Habit1: Be explicit about you agile goals
Business Needs Driving Agile Transformation
Time to market
Improve Costs
Quality
Continuous Improvement
ImproveCosts
QualityContinuous
Improvement
Time tomarket
IBM Software Group
© 2006 IBM Corporation20
Business Objectives – Sample Name Description Outcome
Time to market
Projects deliver faster than today
Complete small projects within 7 months (average time to market is currently 14 months)
Deliver a first increment (demo) on projects within 8 weeks from project initiation followed by subsequent increments (demos) at regular intervals of 2-4 weeks
Cost efficiency
Projects deliver with lower overall cost than today
Increase the efficiency baseline (function points per FTE) by 10%
Quality Systems exhibit the agreed level of quality
Decrease the error baseline by 10%
Continuous Improvement
The development organisation is a learning organisation using common processes that are continuously updated
Knowledge and experience is used to improve processes
Result based management
Processes are performed in a mature and professional way (i.e. consistently) in order to harvest the benefits of this. Pna/stee/plan/steer
IBM Software Group
© 2006 IBM Corporation21
Habit2: Understand the dimensions of scale up: the 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 software 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 applies
IBM Software Group
© 2006 IBM Corporation22
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
Agile scaling factors
Disciplined Agile
Delivery
Flexible Rigid
Organizational complexity
IBM Software Group
© 2006 IBM Corporation23
Habit3: Use measure to govern behavior Identify and Implement (small set of) Metrics to steer performance improvement
– Business Level– Operational Level– Control Level
IBM Software Group
© 2006 IBM Corporation24
Measures help answer key questions
Agile-RelatedMeasures
IT-RelatedMeasures
Business-RelatedMeasures
Projects deliver faster than today
Appropriate level of management and analysis activities
Agile roleadoption
Projects deliver with lower overall cost than today
Systems created or updated in the projects have the agreed quality
The development organisation is a learning organisation
Employee satisfaction
Agile work productadoption
Agile taskadoption
Agile process adoption
Efficient change request process
Efficient requirements definition and signoff
Fewer breakages when solution elements are integrated
Less “solution hardening” needed
Agile practice adoption
Are we meeting business objectives?
Are we seeing the benefit where we expected?
Are we agile?
IBM Software Group
© 2006 IBM Corporation25
Habit 4: Consider People
Build an environment of trust
Train your Executives on your approach
Establish a new relationship with the business
Use Mentors/Coaches
Use Champions/Sponsors
Keep it fun
11 April 2023 © Unified Process Mentors 25
IBM Software Group
© 2006 IBM Corporation26
….It’s all about people
Make changes on how people collaborate in software development teams
Behavioral and organizational change must be introduced in a planned fashion
Without appropriate guidance and the right people and the right strategy teams/organizations often fail to adopt the process and tools effectively
IBM Software Group
© 2006 IBM Corporation27
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Capability A Capability B Capability C
Habit6: Grow incrementally with a clear “transf-adoption” plan
• Capability deployed in a “wave” of change
• Adoption increases as proficiency increases
• Knowledge Transfer to practitioners
• Guidance, best practices, project management, etc
• Mentoring / Training (JIT)
…. While iteratively improving deployment• Deployment teams learn from each deployment.
• They build skills, proficiency, and collateral with each new iteration
• Each wave consists of multiple deployment iterations
• Collateral and best practices are accumulated
IBM Software Group
© 2006 IBM Corporation28
IBM recommends a three-phased, incremental improvement approach
Mobilization
Early
Adopters
Enterprise
Transition
Goal : develop agile transformation program, generate quick-win
Results : show technical values (cost, fast)
Duration : 3~4 Months
Goal :complete the roll-out in some LOBs, expand early results
Results : demonstrate the value across some LOBs
Duration : 6~12 Months
Goal : complete the enterprise roll-out, business as usual
Results : broader roll-out and self-sustaining, agile culture
Duration : 12~24 Months (determined by rollout plan)
Time
Capability & Maturity
Phase 1
Phase 2
Phase 3
Project/Team Focus Enterprise Focus
IBM Software Group
© 2006 IBM Corporation29
Summary: Critical Success Factors Middle management championship is essential
– Winning over executives is easy
– Winning over practitioners is easy
– Winning over middle managers is HARD Architects, PMs, Test Managers and Development Managers These are the folks that must translate technical results into business
results Value must be demonstrable in first deployments
• Incremental demonstration of value, early and often
• Disruption cost profile may dominate Value delivered profile You need to track and quantify both
Once the mobilization is established, pilot significant change on business critical projects
• That is where the A-players are
• That is where organizational scrutiny/support is most intense
IBM Software Group
© 2006 IBM Corporation30
Agenda
11
44
33
22
Agile and before Agile?
What makes a successful agile adoption?
30
Agile Adoption vs Agile Transformation: are they the same?
55
Achieving Enterprise Agility Best Practices of successful agile adoption transformation
Conclusion
IBM Software Group
© 2006 IBM Corporation31
Conclusions It works! – even in a large development organization where process maturity is
essential
Simple ≠ easy
The challenges related to adopting agile are well known
– The relative importance of these challenges and how they can/should be addressed is different for each organization
– A blend of approaches, methods, tools and practices is needed
– Piloting is the best way to identify where to focus
Good coaches and good tools help address some of the most important challenges to reinforce behaviors
Ensure measurement approach is in place early
A structured enablement concept allows for large scale deployment of a common framework
IBM Software Group
© 2006 IBM Corporation32
What makes IBM different
IBM has extensive experience helping organizations adopt agile practices and transform to improve business performance
For each engagement, whatever its scale, we mobilize selected resources from our global network.
World class software development tools
Thought leadership along with strategic focus to help deliver competitive advantage for your business success.
IBM Software Group
© 2006 IBM Corporation
Visit us at:
@ Rational Brasil
@ Rational Users Group@ IBM Rational Software
@ IBM Brasil
IBM Software Group
© 2006 IBM Corporation34