SwissQ Agile Trends & Benchmarks Switzerland Where are we now where are we going to?

Transcription

1 SwissQ Agile Trends & Benchmarks Switzerland 2012 Where are we now where are we going to?

2 TABLE OF CONTENTS SwissQ Agile Trends & Benchmarks EDITORIAL TRENDWAVE 2012 KEY MESSAGES PROJECTS EXPERIENCE IMPLEMENTATION OBSTACLES FRAME OF SURVEY TESTING AND REQUIREMENTS

3 EDITORIAL SwissQ Agile Trends & Benchmarks Agility resounds throughout the land there are those who adore it and there might be others who don t like it so much. Each to their own. However, how does the agile landscape look like in the Swiss IT Community? Let the Trends and Benchmarks of our current survey sink in, discuss about it and draw your own conclusions. Agility: Flexibility takes over from planning, the Financial Times predicted on 20 November This came true sooner than many expected. More than ever before, modern organizations are challenged to respond pro-actively to the fast changes of today s global and strongly interlinked world. Plans become waste paper before they even had a chance of being realized. The adaption of and the reaction to change is a top priority. This fast and continuous modification of business models also challenges the backbone of any company: the IT. Agile approaches, in particular Scrum, have hit the nail on the head. In the last years, the Lean & Agile approach significantly gained momentum. A lot is promised, a lot is set up, but the expectations are often not met. It seems that the reality is much more complex and laborious than books and shiny presentations let you believe. The report at hand is based on a survey with more than 300 participants and numerous interviews with IT-executives. Thus, it presents facts. It shows, where agility stands in Switzerland today, what difficulties the community faces day after day and which topics are being actively pursued. The benchmarks depicted in a multitude of informative charts and diagrams form the backbone of this report and allow you to position your company in comparison to others. In order to show the currentness of the examined topics, we use the SwissQ Trend Wave. It shows in four phases how select topics will most likely develop over time and in turn allows you to appraise the influence of these trends on your business. Whereas many are still indifferent to the agile movement, others already pay a lot of attention to Scrum. Topics like using Sprints or the roles of Developers and Scrum Masters are established and almost daily business. Two of the main topics, which are currently being worked on intensively, are the Definition of Done and the Product Owner Role. The Definition of Done advanced rapidly by considering it as a quality gate and by incorporating acceptance criteria. The Product Owner is recognized more and more in his role as a key player and therefore is challenged to a greater extent. In the end it is his work which forms the basis for a successful product and for the acceptance by the end user. An amassing of topics can be noticed in the growth-sector of the Trend Wave. The restricted view from just one Sprint to the next Sprint is slowly being replaced by transparent overall planning and efficient backlog management. Thus, the overall view of the product is becoming more focused. In addition to that, new ways of collaboration are being tried out in terms of place or discipline. Keywords on this would be: online collaboration and co-location, and accordingly embedded Scrum testers and agile requirements engineers. In addition there are topics whose future trend development is not yet assessable. Or were you concerned with Management 3.0 before? We wish you lots of interesting findings by reading the agile report and lots of fun on your way to more flexibility and agility.

4 TRENDWAVE 2012 SwissQ Agile Trends & Benchmarks INTRODUCTION GROWTH MATURITY DECLINE PRIORITY Dashboards Definition of Done Early Feedback Product Owner Role Embedded Tester Test Automation Online Collaboration Software as a Service / Cloud Computing Continuous Build, Integration & Test Scrum Master End User Involvement Cultural Change Product Roadmap Issue Tracking Tools ATDD Self-Organisation Priority Poker Agile Requirements Engineering Definition of Ready Portfolio Management Management 3.0 Developer Role Sprints TIME INTRODUCTION This topic has been identified and some companies are deploying initial implementations. However, it cannot be foreseen whether this trend will positively advance and whether testing will be considerably influenced. GROWTH This topic is more and more accepted and many companies are considering it. The first tools are being developed and consultancy firms offer services for the same. Often risks are associated due to limited implementation experience. MATURITY Most companies are working on the implementation or have already completed it. The knowledge of this topic is often widespread, resulting in sub-topics being raised. DECLINE The topic has already been implemented by most of the companies, with the exception of individual latecomers. Often, there is no more added value in acquiring further knowledge in these areas, since it will become obsolete shortly.

5 KEY MESSAGES SwissQ Agile Trends & Benchmarks More than 50 % are not satisfied with the implementation of their agile approach. This is most likely explained by the lack of strategies to implement the agile methods % of the respondents use MS-Office Tools in the agile area, followed by JIRA with 31.0 % and HP QC with 28.2 %. 73 % of the respondents already carried out agile projects and therefore see themselves as experienced with agile methods. The only question is, how experienced is defined Whereas most techniques are used by more than 70 % of the respondents, there are still some techniques with a lot of catching up to do, like TDD, ATDD, Kanban or the Definition of Done. Better handling of constantly changing priorities is considered to be one of the main reasons to implement agile methods, as well as increasing productivity and accelerating time-to-market. More than half of the companies apply agile development practices. Thereof 84.5 % of the respondents use Scrum as their preferred agile method The executives have major concerns: less forward planning, less predictability and less documentation. Not the agile approach itself is the main obstacle but the required transformation of the organisation. 52 % of the respondents stated that agile projects fail because of lack of experience, 42 % because the corporate culture was not compatible with agile principles.

6 PROJECTS SwissQ Agile Trends & Benchmarks Software Development Process More than half of the companies use agile processes. Many of them are using a combination of different development processes e.g. agile in combination with waterfall. Tools in the Agile Context MS Office (Word, Excel) 67.6 % Atlassian JIRA / Greenhopper 31.0 % HP QC / ALM 28.2 % Waterfall 40 % Agile 51 % Open Source MS Team Foundation Server Others Version One 19.7 % 16.9 % 15.5 % 5.6 % Proprietary Development 5.6 % Iterative 22 % RUP 16 % Hermes 12 % Rally Software Development Inflectra Spira 2.8 % 2.8 % CA Agile Vision 0.0 % Agile Methods in Use 0 % 20 % 40 % 60 % 80 % Scrum 84.5 % Kanban Own agile hybrid Version Extreme Programming (XP) Agile Unified Process Others SCRUMBAN Feature Driven Development (FDD) 16.9 % 15.5 % 14.1 % 11.3 % 9.9 % 8.5 % 0.0 % 0 % 20 % 40 % 60 % 80 % 100 % 84.5 % of the respondents use Scrum as their favorite agile method.

7 EXPERIENCE SwissQ Agile Trends & Benchmarks Personal Experience in Agile Methods 60 % 40 % 54.9 % Use of Agile Techniques Agile techniques like iterative planning, daily stand-up meetings, taskboards and retrospective meetings are already well in place. TDD, ATDD and Kanban are techniques which are of particular interest at the moment. Iterative Planning 89.6 % 20 % 18.3 % 23.9 % 2.8 % Daily Standup 82.1 % 13.4 % 0 % Very experienced (many years of practical experience) Experienced (carried out first projects) Little experience (theoretical knowledge) No experience Backlog Management Taskboard 80.6 % 6.0 % 9.0 % 75.8 % 6.5 % 16.1 % Retrospectives 72.7 % 7.6 % 15.2 % 3/4 Burndown Chart Definition of Done 67.2 % 6.0 % 22.4 % 57.8 % 14.1 % 21.9 % of the respondents are already experienced with agile methods. Velocity Chart On-Site Customer 38.1 % 34.8 % 9.5 % 12.1 % 46.0 % 48.5 % Co-Location 26.6 % 65.6 % 2/3 Test Driven Development (TDD) Kanban 20.3 % 15.9 % 19.0 % 31.3 % 63.5 % 46.9 % of the respondents have less than 2 years experience in agile projects. Acceptance Test Driven Development (ATDD) 11.1 % 23.8 % 63.5 % 0 % 20 % 40 % 60 % 80 % 100 % Is used Use is planned No more use Is not an issue

8 IMPLEMENTATION SwissQ Agile Trends & Benchmarks Drivers of Agile Methods Implementation Steps 60 % 40 % 20 % 0 % 52.1 % Developer Reasons for Implementing Agile Methods Improving the handling of changing priorities Improving collaboration between business and IT 39.4 % 38.0 % 36.6 % Department manager / Team lead Accelerating time-to-market Head Development Project manager 19.8 % CEO 15.9 % 62.3 % 17.4 % 4.3 % 17.4 % 52.2 % 21.7 % 8.7 % 28.6 % 31.4 % 27.1 % 12.9 % Piloting the agile approach in a single project Training and coaching the involved roles Expansion to suitable projects Active involvement of business units (e.g. in the PO-role) Naturally grown in separate teams Extended pilot phase with several projects Rollout to all projects (big bang) Assessment of the organization 43.3 % 32.8 % 23.9 % 38.8 % 31.3 % 29.9 % 33.3 % 26.1 % 40.6 % 32.3 % 32.3 % 35.4 % 29.4 % 41.2 % 29.4 % 21.2 % 22.7 % 56.1 % 9.1 % 6.1 % 84.8 % 2.9 % 29.4 % 67.6 % 0 % 20 % 40 % 60 % 80 % 100 % Yes To some extent No Increasing productivity Minimizing risks Improving team morale 13.6 % 42.4 % 39.4 % 4.5 % 14.5 % 40.6 % 36.2 % 8.7 % 7.2 % 39.1 % 39.1 % 14.5 % Satisfaction with the Implementation Simplifying the development process 7.2 % 34.8 % 36.2 % 21.7 % Improving development-disciplines Increasing visibility of projects Increasing maintainability and expandability of software Reducing costs 4.3 % 37.7 % 39.1 % 18.8 % 11.9 % 26.9 % 34.3 % 26.9 % 11.6 % 21.7 % 39.1 % 27.5 % 7.2 % 23.3 % 44.9 % 24.6 % 17 % 10 % 3 % 4 % 41 % Everything runs smoothly - there are no problems Expected benefit was fulfilled Took longer than expected Is complicated Managing distributed teams 8.7 % 20.3 % 33.3 % 37.7 % Does not meet expectations 0 % 20 % 40 % 60 % 80 % 100 % 25 % Implementation cancelled Top Priority Very Important Important Not Important

9 OBSTACLES SwissQ Agile Trends & Benchmarks The Biggest Concerns Main Implementation Obstacles No / less forward planning 41 % Ability to change the organizational culture 55 % Necessity to change management style Less predictability Less documentation Less management control Not / not easily scalable Development team not ready for change 37 % 32 % 31 % 28 % 24 % 23 % General resistance to change Availability of personnel with necessary qualifications Projects are too big or too complex Collaboration with the client (internal / external) Lacking support of line management 39 % 37 % 34 % 31 % 28 % Insufficient discipline in development Inconsistency with the regulatory standards No concerns Others 16 % 13 % 10 % 9 % Confidence in the scalability of agile methods Not enough time for sustainable changes Cost reasons 9 % 25 % 23 % Less quality of the software 9 % Others 6 % Quality of the development skills 7 % No obstacles 0 % 0 % 20 % 40 % 60 % 0 % 20 % 40 % 60 % Main Reasons for the Failure of Agile Projects 52 % Lack of experience with agile methods 45 % Corporate culture is not compatible with agile principles (theory and practice are difficult to reconcile) 41 % External pressure to follow a traditional approach 38 % Lack of support from line management 37 % Lack of / insufficient training / coaching 35 % Lack of cooperation between organisational units 23 % Lack of team motivation

10 FRAME OF SURVEY SwissQ Agile Trends & Benchmarks Industrial Sector More than 60 % of the respondents work either in the IT or in the financial sector. Compared to the last years their proportion has decreased, demonstrating that the subject has arrived in other industries too. Responsibilities More than 50 % of the respondents describe their job with more than one role. Especially test managers don t work 100 % as test managers, but also take responsibility for other roles. IT 36.1 % 30 % Finance, Insurance 28.4 % Manufacturing Public and semi-public companies Traffic and Transportation Telecommunication MedTech Others 7.4 % 7.4 % 5.6 % 4.0 % 3.7 % 7.4 % 20 % 10 % IT Employees 0 % 10 % 20 % 30 % 40 % A bit more than half of the respondents work in companies with more than 500 IT employees % 0 % Test Manager Department / Division Manager Requirements Engineer / BA Test Engineer Project manager Tester Requirements Manager Software Engineer % % 15.4 % 60 % 33 % % 14.2 % of the respondents mainly work in projects. of the respondents are line managers. 0 % 5 % 10 % 15 % 20 % 25 % 30 % 35 %

11 TRENDS & BENCHMARKS REPORTS 2012 FOR TESTING AND REQUIREMENTS SwissQ Agile Trends & Benchmarks Along with the first edition of the SwissQ Agile Trends & Benchmarks Report, SwissQ published already the fourth edition of the SwissQ Testing Trends & Benchmarks Report and as well the first edition of the SwissQ Requirements Trends & Benchmarks Report, in Do you want to know more? You can download the detailed reports with further analyses from Trends & Benchmarks Testing 2012 Trends & Benchmarks Requirements 2012 Future Investments Cost Savings by Test Automation Investments increase Investments remain constant Investments decrease Education and Training for Employees 33 % 54 % 13 % 33.3 % Better Cooperation of Business and IT 33 % 53 % 14 % Standardisation of the internal RE-Processes 25 % 61 % 14 % 22.6 % 23.7 % Elaboration / Definition of the RE-Role 24 % 60 % 16 % Development of Templates and Guidelines 22 % 61 % 17 % Hiring new RE-Employees 22 % 55 % 23 % 7.3 % 10.2 % 2.8 % Establishing specific RE Tools Establishing internal RE-Divisions/-Departments 21 % 17 % 64 % 63 % 15 % 20 % Costs increased up to 10 % up to 20 % up to 50 % up to 80 % No statement possible Outsourcing RE-Activities 11 % 48 % 41 % 0 % 20 % 40 % 60 % 80 % 100 %

12 ABOUT US SwissQ supports its clients in the development and implementation of IT-solutions and assures that the end users get the functionality they really need. This is achieved by unambiguously determining requirements and risk-based testing the implementation. Our vision is to improve the added value of IT through requirements management and software testing. Along with providing high-quality services, we pursue this vision by establishing independent platforms, like the Swiss Testing Day and the Swiss Requirements Day, which facilitate the exchange of know-how and experiences. In addition to that we help bright minds to expand their knowledge in our trainings. by SwissQ Consulting AG Stadthaus-Quai 15 Switzerland-8001 Zürich Phone Fax Facebook: swissqconsulting