Agile Transformation. Results 1-10 of about 2,110,000 for agile software. Pete DuPre Borland Software Austin, Texas

Transcription

1 Agile Transformation Pete DuPre Borland Software Austin, Texas Results 1-10 of about 2,110,000 for agile software Copyright Borland Software Corporation.

2 Agenda - Borland s Agile Transformation Story Why did we do it? Reflections on Agile Principles What do we see in the Industry? Perspectives living under a rock? How did we do it? People, Process & Technology approach What did we Learn What did we Measure?

3 Key Principles of Agile Deliver working software frequently Welcome changing requirements, even late in development Business people and developers must work together daily The most efficient and effective method of conveying information to and within a development team is face-to-face Our highest priority is to satisfy the customer through early and continuous delivery Working software is the primary measure of progress The best architectures, requirements, and designs emerge from self-organizing teams

4 Antithesis of Agile Team Dynamics Agile: Scrum - team moves as one unit sequential progress; disparate roles; accountability & ownership issues

5 Antithesis of Agile Requirements Management the programmers had decided this particular velocity figure would never cause trouble the calculation shut down the guidance system should have been turned off engineers chose to leave this function running Agile: Adapt to changing requirements, even late in development

6 Antithesis of Agile Testing CPSC, xyz Sprinkler Company Announce Voluntary Recall To Replace O-Ring Fire Sprinklers (July 19, 2001) WASHINGTON, D.C.- The U.S. Consumer Product Safety Commission (CPSC), and xyz Sprinkler Company, are announcing a voluntary replacement program......these factors could cause the sprinkler heads not to activate in a fire. Agile: Collaborative environment, Integrated & Continuous Testing

7 Industry Perspectives what are organizations actually seeing? Basis is industry study conducted by: Copyright Borland Software Corporation.

8 Why Agile? Industry Trend - Results Copyright 2007 Borland Software Corporation.

9 Why Agile? Industry Trend - Results Copyright 2007 Borland Software Corporation.

10 Why Agile? Industry Trend - Results Copyright 2007 Borland Software Corporation.

11 Why Agile? Industry Trend - Results Copyright 2007 Borland Software Corporation.

12 Case Study: Borland s Agile Transformation Copyright Borland Software Corporation.

13 Borland Today 25 year old public company Moved Headquarters to Texas from California 350 developers in 5 locations including Europe and Asia Open ALM Platform ALM Organizational Productivity IDEs Project Productivity Individual Productivity

14 Why Borland Considered Agile? Business Goal Agile Practice Respond rapidly to change, accommodate (don t resist) evolving requirements Frequent releases, iterative/incremental development Boost quality and efficiency + Build the right product Involve customers in the development process Transparency and Confidence Demonstrate progress through working software Copyright Borland Software Corporation. 14

15 Compelling Event to Transform: Project Aethon Situation Situation Project behind schedule Teams overly distributed Cost structure misaligned with size of organization Critical customer relationship at risk Lack of confidence in organization to deliver Decision Consolidate & align team to one project goal Transform to Agile Focus on customer value Utilize SCRUM Customer incorporated directly into process Agile Copyright Borland Software Corporation. 15

16 Step1: Establish Agile culture Executive sponsorship Baseline Process development Initial success story Establish Foundation Copyright 2007 Borland Software Corporation.

17 Step 2: Provide Framework to Go Agile Training and resources Early Adopters Build Confidence Establish Foundation Copyright 2007 Borland Software Corporation.

18 Step 3: Winning over the Skeptics Voluntary Buy-in; not compliance Agile Evangelist Socialize Change Build Confidence Establish Foundation Copyright 2007 Borland Software Corporation.

19 Our Agile People, Process & Technology Corporate Strategy Requirements Project Team Analytics Product Marketing Customer Sales & Services Tech Support R&D Product Manager Product Owner Backlog Goal Stories User Stories Caliber StarTeam US1 (4), US2 (1), US3 (2), US4 (3),... Dev Scrum Master Sprint 1 Sprint 2 Sprint 3 Sprint n 4w 4w 4w 4w XPlanner, TeamFocus TEAM SCTM QA Doc

20 This is not Enterprise Visibility

21 Enterprise Visibility Completed task cards Story cards for the sprint In-progress task card

22 Monitored (not Reported) Metrics

23 Lessons Learned Invest in Training Agile does work in distributed development Agile Evangelist is mentor, not decision maker Teams Self-Select Scrum Masters Existing Roles and responsibilities matter Fail early Agile transformation itself is incremental Efficiency comes with automation Copyright 2008 Borland Software Corporation. 23

24 Our Results Increased number of product releases per year 100% TeamFocus reduced admin overhead 15 hours/sprint Eliminated 6 days/month/product group VP time spent reporting Increased product quality: open issues reduced 50% release to release 100% improvement in on-time delivery 65% of teams Agile 100% Agile is not a goal High team morale

25 Productivity Closing Comments: The Change Process Catalyst for change Transforming Idea Old Status quo Chaos Practice & Integration New Status quo Despair Valley Gain Time

26 Resources Interested in the slides? Borland s Advanced Context Seminar Series addressing challenges & solutions in Testing, Measurement & Compliance on your Agile journey Copyright Borland Software Corporation.