The Disciplined Agile Enterprise

Transcription

1 The Disciplined Agile Enterprise Scott W. Ambler Senior Consulting Partner scott [at] Scott Ambler + Associates 1

2 Before we begin Scott Ambler + Associates 2

3 We re going to cover a lot of ground Scott Ambler + Associates 3

4 If you are reading the flattened PDF The following slides are build slides. Much of their value is in the way that they are displayed during the conversation, so they may prove confusing when flattened: Slide #24 Why Many IT Departments Are Moving to Agile Slide #28 What Does DevOps Mean to Your Organization? Slide #29 What does Agile at Scale Mean to Your Organization? Slide #49 The Usual Agile Transformation Strategy Slide #50 An Enterprise Aware Transformation Strategy Scott Ambler + Associates 4

5 The Story I m About to Tell Scott Ambler + Associates 5

6 An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. Agile Enterprise It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. Scott Ambler + Associates 6

7 Agile IT Agile Enterprise An Agile IT organization must be responsive to the needs of the rest of the enterprise while keeping the lights on. An Agile IT organization does this via three ongoing efforts: Plan Build Run Scott Ambler + Associates 7

8 Disciplined agile delivery teams produce consumable solutions often and early Agile Dev Agile IT Agile Enterprise Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale Context counts Scott Ambler + Associates 8

9 Let s explore five important questions. What does it mean to scale agile? What is an agile enterprise? What does agile IT look like? How does agile delivery work in enterprises? How do you transition to enterprise agility? Scott Ambler + Associates 9

10 Scaling Agile Scott Ambler + Associates 10

11 There are two ways to scale agile #1: Scale agile delivery to address the complexities faced by a delivery team #2: Apply agile strategies across your entire organization Scott Ambler + Associates 11

12 Scaling Agile is About More than Team Size Two Co-located Single division None Straightforward Straightforward Team Size Geographic Distribution Organizational Distribution Compliance Domain Complexity Technical Complexity Hundreds Global Outsourcing Life critical Very complex Very complex Source: DDJ Summer 2012 State of the IT Union Survey Scott Ambler + Associates 12

13 What Scaling Factors Do Software Development Teams Face? Team Size > 10 Geographically Distributed Organizationally Distributed Compliance Complex Domain 42% 48% 70% 61% 66% 68% 44% 43% 50% 61% Complex Technology 90% 92% 0% 20% 40% 60% 80% 100% All Teams Agile Teams Source: DDJ State of the IT Union 2014 Q2 Survey Copyright 2014 Scott W. Ambler

14 The Agile Enterprise Scott Ambler + Associates 14

15 Let s assume that agile software development is the center of the universe for your organization Scott Ambler + Associates 15

16 Agile/Scrum is a Good Starting Point Construction focus Value driven lifecycle Self-organizing teams Prescriptive Project team aware Scott Ambler + Associates 16

17 DAD Solidifies the Foundation Delivery focus Risk-value driven lifecycle Self-organization with appropriate governance Goal driven Enterprise aware Scott Ambler + Associates 17

18 Large teams Geographically distributed teams Compliance Domain or technical complexity Cultural issues Organizational distribution Scott Ambler + Associates 18

19 Individuals must become a truly agile practitioner within the evolving context of the situation that they face They will require training, education and coaching Scott Ambler + Associates 19

20 Teams will self organize their work strategy, their structure, and their collaboration paths to reflect the context of the situation that they find themselves in They will require guidance to do so effectively Scott Ambler + Associates 20

21 IT departments are often sophisticated entities with teams addressing a wide range of situations and a wide range of goals Agile delivery teams are just part of the overall mix, as are operations teams, architecture teams, portfolio management teams, and many more IT organizations will need to adopt a wide range of strategies that reflect the challenges that they face Scott Ambler + Associates 21

22 An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. Scott Ambler + Associates 22

23 The Agile IT Department Scott Ambler + Associates 23

24 Why Many IT Departments Are Moving to Agile Current Desired Plan 10% Plan 10% Build 20% Build 40% Run 70% Run 50% Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 24

25 The Agile IT Department: Plan People Management Portfolio Management Program Management Enterprise Architecture Reuse Engineering Data Management Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 25

26 The Agile IT Department: Build Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum Other Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 26

27 The Agile IT Department: Run Release Management Operations Support Continuous Improvement Governance Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 27

28 What Does DevOps Mean to Your Organization? Continuous delivery? + streamlined operations and support? Streamlined build (dev) + streamlined run (ops)? Your DevOps strategy will reflect your organizational goals Scott Ambler + Associates 28

29 What Does Agile at Scale Mean to Your Organization? Large-scale Scrum? Build for large agile/lean teams? Agile for the IT department? There is no one right answer for how to scale agile to the IT level. Scott Ambler + Associates 29

30 Disciplined Agile Delivery (DAD) Scott Ambler + Associates 30

31 Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: People-first Goal-driven Hybrid agile Learning-oriented Full delivery lifecycle Solution focused Risk-value lifecycle Enterprise aware Scott Ambler + Associates 31

32 The DAD framework fully addresses the agile and lean portions of Build Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum Scott Ambler + Associates 32

33 High Level Lifecycle There s more to solution delivery than construction Scott Ambler + Associates 33

34 Basic/Agile Lifecycle A full Scrum-based agile delivery lifecycle. Scott Ambler + Associates 34

35 Exploratory Lean Startup Lifecycle Sometimes it takes time to identify what your stakeholders actually need Scott Ambler + Associates 35

36 Lean Lifecycle A full lean delivery lifecycle Scott Ambler + Associates 36

37 Lean Continuous Delivery Lifecycle Your evolutionary end goal? Scott Ambler + Associates 37

38 DAD is Goal-Driven, Not Prescriptive Scott Ambler + Associates 38

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42 DAD Teams Are Enterprise Aware DAD teams strive to leverage and enhance the existing organizational eco system wherever possible Implications: Work closely with enterprise groups Follow existing roadmap(s) where appropriate Leverage existing assets Enhance existing assets Scott Ambler + Associates 42

43 The DAD framework is now being extended to address Plan and Run People Management Portfolio Management Program Management Enterprise Architecture Reuse Engineering Data Management Release Management Operations Support Continuous Improvement Governance Scott Ambler + Associates 43

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47 Our Claim: The DAD framework provides a solid foundation from which to scale agile Scott Ambler + Associates 47

48 Transforming your Organization Scott Ambler + Associates 48

49 The Usual Transformation Strategy The Plan: Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 Dev Team N What Often Happens: Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 Fail Observation: You must address more than just the build aspects of IT. Scott Ambler + Associates 49

50 An Enterprise Aware Transformation Strategy Enterprise Architecture Data Management IT Governance Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 Dev Team N Observation: Plan and Run have different adoption time frames than Build. Scott Ambler + Associates 50

51 Your Transformation Strategy Needs to Address People & Culture 70% Observation: All three categories are important and interconnected. Process 20% Tools 10% Scott Ambler + Associates 51

52 How difficult were the following issues to address during your Agile Adoption? Most Difficult Changing our business culture Adopting agile technical practices Changing our IT culture Using our existing tools in an agile manner Adopting new agile development tools Least Difficult Adopting agile management practices Source: SA+A 2014 Agile Adoption Survey Scott Ambler + Associates 52

53 How important were the following issues to address during your Agile Adoption? Most Important Changing our business culture Adopting agile management practices Changing our IT culture Adopting agile technical practices Adopting new agile development tools Least Important Using our existing tools in an agile manner Source: SA+A 2014 Agile Adoption Survey Scott Ambler + Associates 53

54 Some Realities of Agile Transformation Coaches are very easy to find, good coaches experienced in enterprise agile are not Transforming a few delivery teams is easy, transforming an organization is not Effective coaches engage concurrently with: Delivery teams IT teams With the rest of the business Transformation takes: Years Ongoing investment Ongoing sponsorship Scott Ambler + Associates 54

55 The Story I Told Scott Ambler + Associates 55

56 Disciplined agile delivery teams produce consumable solutions often and early Agile Delivery Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale Context counts Scott Ambler + Associates 56

57 An Agile IT organization must be responsive to the needs of the rest of the enterprise while keeping the lights on. Agile Delivery Agile IT An Agile IT organization does this via three ongoing efforts: Plan Build Run Scott Ambler + Associates 57

58 An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. Agile Delivery It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile IT Agile Enterprise Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. Scott Ambler + Associates 58

59 My parting advice. Your organization is unique. You need to tailor your approach to reflect the evolving context of the situation that you face. One process size does not fit all, one organizational strategy does not fit all, nor does one tooling strategy. Scott Ambler + Associates 59

60 Got Discipline? DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Scott Ambler + Associates 60

61 Disciplined Agile Delivery in a Nutshell Workshop Downtown Montreal, December DisciplinedAgileConsortium.org for details Scott Ambler + Associates 61

62 Thank You! scott [at] AgileModeling.com AgileData.org Ambysoft.com DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Disciplined Agile Delivery Disciplined Agile Delivery Scott Ambler + Associates 62

63 Would You Like This Presented to Your Organization? Contact us at ScottAmbler.com Scott Ambler + Associates 63

64 Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are a boutique IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is ScottAmbler.com We can help Scott Ambler + Associates 64

65 Additional Slides Scott Ambler + Associates 65

66 The Surveys Results of survey-based research will be shared throughout this deck Availability: Detailed results are available free of charge at Ambysoft.com/ surveys/ Includes all questions as asked, source data, and summary slide decks Types of surveys: DDJ: Cross paradigm survey sponsored by Dr Dobb s Journal Ambysoft: Agile-oriented survey sponsored by Ambysoft Inc. SA+A: Agile oriented survey sponsored by Scott Ambler + Associates Scott Ambler + Associates 66

67 Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. Scott Ambler + Associates 67

68 DAD is a Hybrid Framework SAFe DevOps and more Outside In Dev. Traditional Agile Data Extreme Unified Process Agile Modeling Programming Scrum Kanban Lean DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner. Scott Ambler + Associates 68

69 Disciplined Agilists Take a Goal Driven Approach Goal * Factor * Option Default Option Advantages Disadvantages Considerations Explore the Initial Scope Form the Initial Team Address Changing Stakeholder Needs Source Team size Team structure Team members Geographic distribution Supporting the team Availability Indicates a preference for the options towards the top Co-located Partially dispersed Fully dispersed Distributed subteams Scott Ambler + Associates 69

70 Governance is Built Into DAD Governance strategies built into DAD: Risk-value lifecycle Light-weight milestone reviews Standard opportunities for increased visibility and to steer the team provided by agile Enterprise awareness Robust stakeholder definition Scott Ambler + Associates 70

71 Collaboration Pattern: Enterprise IT Team Individuals are members of both a delivery team and an enterprise team Common examples include: Architecture Ownership Team (Enterprise Architecture) Product Ownership Team (Product Management) Product Delivery Office (Portfolio Management) Enterprise Team The delivery teams determine who will be in the enterprise role for them Delivery Team Potential scheduling challenges for the people in the enterprise roles due to multi-team commitments The leaders of each enterprise team may be a full time position Scott Ambler + Associates 71

72 Example: Architecture Ownership (AO) Team Responsible for developing the architecture/technology roadmap Delivery teams determine who the architecture owner (AO) is, and that person becomes part of the AO team The AO team meets regularly to evolve the roadmap based on the hands-on learnings from the AOs Ecommerce organization: 7 person AO team (of 250 IT people) Software product org: 10 person AO team (of 130 IT people) Scott Ambler + Associates 72

73 Collaboration Pattern: Services Team Specialized services teams fulfill requests from delivery teams Common examples of specialized services: Infrastructure/network Database administration Security Facilities The specialized services team will often have a service level agreement (SLA) that the work to Delivery Team Service Request Service Service Team Potential for the services team to become a bottleneck They may supply specialists on a short term basis to some delivery teams Scott Ambler + Associates 73

74 Example: Database Administration (DBA) Team Responsible for supporting database development and database operation in production The delivery team submits a request, the DBA Team prioritizes it and then fulfills it Ecommerce org: 5 person team (of 250 IT people) Software org: 2 person team (of 40 IT people) Scott Ambler + Associates 74