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


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



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



4

Agile Motivation: Benefits of Being Agile



55

What is Agile?

Just Enough

Is it Really Enough?



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



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



88

Key Aspects of Successful Agile Deployment

Methodology

Tools

People



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



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– ...



1111

Tools

NO AGILITY WITH RIGID TOOLS Tools Should Enable Key Agile Practices Removing the Administration



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?



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



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



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



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



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



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



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%



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



21



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Visit our training courses and earn your PMI points:

– RPV51 Introduction to Disciplined Agile Delivery

– RP252 Advanced Disciplined Agile delivery

what does it mean to be agile?

Technology

agile motivation

agile methodologygood

key agile practices

agile principles source

rigid tools tools

cio budgets

lot of people

questions people