Introduction to Disciplined Agile Delivery

Transcription

1 IBM Software Group Introduction to Disciplined Agile Delivery 2010 IBM Corporation

2 Agenda What is Agile Why are organizations moving to Agile and what challenges do they face How IBM is addressing these challenges Why IBM? *=Current topic 2

3 Group Discussion What have you heard about agile development? Both good and bad things What experiences do you have with agile? What problems have you run into? What limits have you hit? 3

4 Agile values We value Individuals Interactions over Processes and Tools Working Software Comprehensive Documentation Customer Collaboration Contract Negotiation Responding to Change Following a Plan While there is value in the items on the right, we value the items on the left more. 4 Source:

5 Agile principles 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project. 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. (Continued ) Source: 5

6 Agile principles (continued) 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity the art of maximizing the amount of work not done is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. Source: 6

7 Group Discussion What roles within your organization find it easier to transition to agile? What roles are finding it harder? Why? 7

8 Agile teams are self-organized The people who do the work are best suited to organize how they re going to do the work Command and control approach: A manager assigns work to people Self organizing approach: Team members plan and estimate their own work They typically do this together as a team 8

9 What is agile? Agile is a highly collaborative, evolutionary, quality focused approach to software development. How agile is different: Focus on collaboration Focus on quality Focus on working solutions Agilists are generalizing specialists Agile is based on practice, not theory 9

10 Scrum 10

11 Extreme Programming (XP) 11

12 Myth busters Myth 1. No Documentation 2. Undisciplined 3. No Planning 4. Not Predictable 5. Does Not Scale 6. Is a Fad 7. Silver Bullet 8. RUP isn t agile 9. Not Fixed Price Reality 1. Agile Documentation 2. Requires great discipline 3. Just-in-time (JIT) planning 4. Far more predictable 5. Eclipse is agile 6. It s quickly becoming the norm 7. It requires skilled people 8. RUP is as agile as you make it 9. Agile provides stakeholders control over the budget, schedule, and scope 12

13 Agenda What is Agile Why are organizations moving to Agile and what challenges do the face How IBM is addressing these challenges Why IBM? *=Current topic 13

14 Why are Organizations moving to Agile? Project success rates are up More effective at delivering higher quality software Iterative Quality Agile Functionality Traditional Ad-Hoc Money Time Agile Iterative Traditional Ad-Hoc Bottom Line: Agile teams produce higher quality work, are quicker to deliver, are more likely to deliver the right functionality, and more likely to provide greater ROI than traditional teams Source: Dr Dobb s 2008 Project Success Survey,

15 Challenges organizations face Many organizations don t have co-located IT organizations comprised of small crossfunctional teams Common Challenges most Companies Face when moving to Agile Practices Distributed: Teams are not colocated Resources don t have crossfunctional skills People resist CHANGE, Cultural barriers The World is FLAT Companies have outsources portions of their IT org. Management doesn t really know what Going Agile really means. Agility in a Waterfall environment Business sponsors are very busy 15 15

16 Challenges Agile Teams Face 1. Teams choose the wrong agile approach 2. Teams fail once (or twice) before asking for help. Team lack experienced mentors that can tell them how to avoid pitfalls. 3. Teams have problems using tools to their fullest potential. 4. Teams have no structured way to assess their adoption of agile practices, and drive ongoing improvements, 5. Teams have no structured way in sharing lessons learned with other teams. 6. Even if teams are successfully adopting agile, they have no data showcasing what success means. 16

17 What s the Result Many companies struggle for months to make agile work, creating skepticism within the company whether agile is right for them. 17

18 Agenda What is Agile Why are organizations moving to Agile and what challenges do the face How IBM is addressing these challenges Why IBM? *=Current topic 18

19 The disciplined agile lifecycle 19

20 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 software 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 applies 20

21 Tower of Babel: Agile terminology Disciplined Agile XP Scrum Other Team lead Coach Scrum master Project manager Iteration Iteration Sprint Timebox Daily stand up meeting Daily stand up Scrum Meeting Coordination meeting Retrospective Retrospective Sprint retrospective Reflection meeting Product owner Customer Product owner Stakeholder representative Team Member Extreme programmer Team member Iteration review - Sprint review - Developer Important: Each agile method has its own terminology. It is highly unlikely that the industry will ever standardize the terminology. 21

22 Agile scaling factors Team size Compliance requirement Under 10 developers 1000 s of developers Low risk Critical, audited Geographical distribution Co-located Global Enterprise discipline Project focus Enterprise focus Disciplined Agile Delivery Domain Complexity Straight -forward Intricate, emerging Organization distribution (outsourcing, partnerships) Collaborative Contractual Organizational complexity Technical complexity Flexible Rigid Homogenous Heterogeneous, legacy 22

23 Agenda What is Agile Why are organizations moving to Agile and what challenges do the face How IBM is addressing these challenges Why IBM? *=Current topic 23

24 IBM applies Rational capabilities, best practices and services to improve software and systems delivery Assess Evaluation Services and Diagnostics Act Steer Rapid Deployment Feedback and Metrics Best Practice Processes 24

25 IBM provides capabilities that agile teams can use to advance their adoption Self-Check References Question Background How to improve More about the practice What part of the library is key for my team s improvement? Agile Practices Steer Act What to focus on How well are we doing? What to improve What practice to implement next? Rational Rapid Deployment Package for Agile Delivery Act 25 How to implement How to enable my team? How to mentor my colleague? How to use the tools? How to measure success? 25

26 Optimizing desired business outcomes with collaboration ALM Architect Automated status reporting derived from evolving engineering artifacts can improve productivity by 5-10% Developer Rational Requirements Composer Rational Team Concert Rational Quality Manager Business Executive Analyst Best practices in scope management can improve predictability of project delivery by 20-30% Being able to collaborate on work items, defects and build errors can reduce late rework by 25-50% Source: Based on hundreds of client interactions of the IBM Rational Services Organization, as observed by VP Services, IBM Rational 26 26

27 Why IBM? Our integrated tooling based on the Jazz platform enables collaborative software development Our Measured Capability Improvement Framework (MCIF) helps organizations to successfully improve their delivery practices in a sustained manner We understand the enterprise-level issues that you face, and can partner with you to execute on the improvements that provides you with the greatest value We scale from pilot project consulting to full-scale enterprise adoption 27

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