Welcome to this IBM Rational podcast, Agile. everywhere. I'm Kimberly Gist with IBM. Agile practices

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1 IBM Podcast [MUSIC ] Welcome to this IBM Rational podcast, Agile everywhere. I'm Kimberly Gist with IBM. Agile practices have transformed the way software is built and delivered. Today, Agile is used in virtually every industry and is being used to deliver every type of software from mobile to mainframe. Agile is everywhere and impacts everyone. Today, Matt Holitza, Agile Evangelist, joins us to explore what the move to Agile could mean for you and your team. Matt, welcome back to the podcast series. Thank you for joining us today. Thank you, Kimberly. It's great to be here. Absolutely. Well, we're looking forward as always to our chat on Agile. Let's start with the first question. So we're talking about the fact that Agile is everywhere. Can you give us some specific examples about where Agile is being adopted? Oh, sure. Many of our customers are looking to adopt and or adapt Agile practices beyond your typical IT projects, your web projects, your middleware projects. In -1-

2 fact, we're seeing a big uptake in the adoption of Agile in the area of complex and embedded systems delivery. It's a slightly different approach when organizations like automobile manufacturers or aerospace companies adopt Agile. You can't exactly deliver a physical product like a rocket or a car incrementally, but the coordination of building the embedded software can be done iteratively throughout the project. This is definitely an emerging market that we're looking at, but one of the more interesting areas we're seeing Agile adopted is, it really is a perfect marriage between Agile approaches and the rise of mobile development. In my personal opinion, it's not really an option for mobile development to not use Agile; it's really required for them to be successful. If I think about my own use of mobile apps, I'm a pretty fickle person. You know, if I have a problem with an app on my phone and something is not working and I'm looking for an alternative, I'll look for an alternative and I'll drop the other app in a second. In fact, a recent survey that I looked at found that 82 percent of consumers will simply leave after they have a bad user experience -- so we're definitely entering a new era of -2-

3 the highly empowered consumer. Organizations really have to rapidly respond to the customer demand and especially around the area of bug fixes because the new consumer just won't have it. Great. I can totally identify with that, dropping an app. If I can't make it work in, you know, a couple of tries, I'm deleting it. [LAUGHTER] Exactly. So our next question is, what impact then does this have on an organization? So, well, the adoption of Agile is really a new paradigm and people are still really adjusting to it. So, many are still trying to push Agile beyond development and they honestly haven't had a lot of success. The latest numbers I've seen show that only 25 percent of customers are extending the use of Agile beyond development. Agile has very broad impact on the organization when done right from anywhere from reworking the reporting structures and incentive programs from an HR perspective, to assuring development, operation, even marketing and sales are agile enough to make the customers or users aware of the -3-

4 continuous flow of new features that Agile development teams are churning out. [Mary Poppindic] always talks about, how long does it take to get a new feature coded to a new customer using that feature, and so really looking at that it touches a lot of different places across the entire organization to make that happen. From the development house there are challenges as well. Many encounter issues when they grow their Agile practice even beyond a few teams. Agile is easier to adopt on one or two teams that are co-located for obvious reasons. But when organizations grow beyond a few teams, they run into a lot of issues with coordination between the teams, you know, assuming that these teams are dependent upon one another. And even if one person or a few people are not on the site and located with the rest of the team then issues arise around how this person knows what's happening. You know, they can't be in the conversation on a day-to-day basis and can't see, you know, especially with whiteboards and sticky notes, which are very popular with Agile circles, they can see those and see how things are changing and evolving on a day-to-day basis. -4-

5 Another pitfall organizations make is when they begin to grow they assume that the teams that are doing Agile can train the other teams without missing a beat. It really is key for organizations to understand that training and coaching should continue as the adoption expands and that skimping on training will only impact your overall success. Again, some really great observations. So, with Agile being a more contemporary approach to help businesses who are going through development, how are more traditional development roles impacted? Yes. That's a great question and I'm sure that a lot of developers that haven't made the transition to Agile are wanting to know what's going to happen to them. Every organization really does it differently, but if you look how typical Agile teams are built, the concept of Agile is that there is a mind shift from a command-and-control mentality to one of collective ownership. In other words, the Agile team is fully responsible for delivering the feature -- or in Agile terms, an epic -- that they signed up for as a unit. To make collective ownership work, the team must be made up of what they call generalizing specialists with a team leader or scrum master. The teams are ideally about five to seven team members in -5-

6 size and are made up of former developers, and depending on the product to be developed, they could even bring in testers, architects, a user interface specialist and even a project manager. The difference for traditional roles is that on an Agile team, the team members must do whatever they need to do on a given day to get the job done to meet the delivery date. So a developer could be asked to do some testing. A designer may have to do some testing as well. A project manager may need to get their hands dirty and do some coding themselves. The team leader scrum master is not the project manager in the old world; rather, their job is really to assure that the team is focused on delivering the next iteration or sprint so that they are managing interference and insulating and keeping distractions to a minimum. This role is also responsible for coordinating with the product owner who really owns the requirements of the project to prioritize features and other team leads to make sure that everyone's coordinated across the teams. And ideally, teams will be co-located and in the same room. So this really is a shifting culture because developers that like their solitude of the cubicle or office may not like this change, but the benefits are really very clear. The -6-

7 first obvious improvement in communication allows the teams to rapidly address changes and work through potential issues because they are all in the same room working together or even in the same tool working together. Second is the concept of the empowered teams. Give the team members a "we're in it together" type mentality so that they have improved camaraderie as a result. And third, each team member really gains a new appreciation for the roles of the other team members as they may be doing some of that work. So it kind of takes "walking a day in my shoes" new meaning on an Agile team. Okay. Well, Matt, you have been an Agile evangelist from the beginning, as far as I can remember on the Rational talks to you podcast series, so why don't you let us know what you are working on which might help our listeners? Great yes. So I can't claim all credit for this, but you know, as a team we are working on a new solution for Agile customers. The solution consists of Rational Team Concert, our Agile ALM, a new scrum template and package training and coaching services. First, for those who are unfamiliar with the Rational Team Concert -- or, RTC, which I'll be using the shortened -7-

8 version for the rest of this. RTC is a complete Agile ALM which provides both core Agile capabilities including things like defining your product vision, backlog management, release and sprint tracking, dashboards and reports with pre-defined Agile reports like velocity, burn up and burned down. But RTC also provides change management, collaborative source code management and continuous integration automation capabilities, which is really why we call it a complete Agile ALM, because if you don't have both the Agile core capabilities and the Agile development capabilities and the change management, then you don't really have a full lifecycle management solution. So RTC is also built on the Jazz platform. This is the platform we leveraged to build all of our next generation products. The platform provides common collaboration and reporting services and leverages open RESTful services which allows our customers to integrate their existing product with our Jazz family of products. The second component of the solution is a new scrum template. And this may not sound very interesting at first, but really we've added some new great capabilities that address some of the issues I discussed earlier around adoption and training. -8-

9 First, when a new project is created using the new template, a projects framework is built. It includes a dashboard with predefined Agile widgets, a product release and sprint backlog that is set up from the beginning, a set of work items including epics, user stories, tasks, impediments, defects and retrospectives -- all the tasks that Agile teams use and artifacts they use. In addition, the template includes in context scrum practices. And what this means is, an example of this is if the user is creating a sprint plan, there's now a link in that plan to content that will guide the user through what a sprint plan is, how to build a sprint plan and how to manage the sprint plan after it's created. And finally, the solution includes packaged services including a one-week quick start that includes installation of the product and coaching to get a team off to a quick start. And for those that are looking to scale their Agile practice, our Agile ALM can be extended to address the unique needs of our customers......from integrating business stakeholders with development to virtualized environments to test the system where certain components are not yet completed, to a more comprehensive continuous delivery solution that allows automation all the -9-

10 way from development to deployment on various platforms. And for a quick video that provides an overview of our Agile solutions, listeners can go to this link. It's bit.ly/agileeverywhere. Well, thank you, Matt. A wonderful discussion on Agile and how it's really permeating industries everywhere, some insight on how teams should look at applying the Agile concept; plus, what IBM is offering to help our customers implement Agile moving forward. We sincerely appreciate you joining us today to show your expertise. Thank you so much. That was Matt Holitza, Agile Evangelist with some key points for today's podcast event, Agile everywhere. We also recommend that our listeners visit the link that Matt gave earlier at bit.ly/agileeverywhere. To hear this specific podcasts or to browse additional topics, check out our Rational Talks to You Podcast Page at This has been an IBM podcast. I'm your moderator Kimberly Gist. Thank you for listening, and we hope that you will choose to keep tuning in at Rational Talks to You. -10-

11 IBM Podcast [ MUSIC ] [END OF SEGMENT] -11-

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