Agile delivery. Delight your organisation & increase job satisfaction

Transcription

1 Agile delivery Delight your organisation & increase job satisfaction

2 Overview Why should you be interested? What Agile is NOT... Typical project issues What is Agile? Basic concepts Agile framework outline & how it works Agile transformation what people have said Next steps

3 Why should you be interested?

4 Why should you be interested? 66% reduction in deliver time Reduce organisational silos 200% productivity improvement Quality Job satisfaction Skills Commitment & Accountability Value Innovation

5 Why should you be interested? Delight your organisation Robust fit-for-purpose solutions delivered on time every time Strong focus on business strategy / objectives Aligned to changing organisational priorities Faster ROI Removes silos & increases efficiency Maximises potential of existing resources Increases innovation Increase job satisfaction and value Empowered teams - increased accountability & commitment Close collaboration - involvement & influence throughout Develop technical & soft skills Increased organisation domain knowledge & value

6 What Agile is NOT...

7 What Agile is NOT...

8 What Agile is NOT... No process No design No documentation No governance & control Never ending cyclical approach Poor quality solutions Solution maintenance nightmare Delivered only using tools Developer / Techie driven Always means SCRUM

9 Typical project issues

10 Challenges with existing delivery process BUSINESS Initiation Requirements Design Build Test UAT Prepare Rework Execute Deploy Close TECHNICAL

11 Widespread project delivery issues - Agile is a recognised solution IT Enabled Business Change Project Performance (9,236 projects) UK Government IT Enabled Business Change Project Performance (409 projects) 60 Percentage (%) Failed Challenged Succeeded Percentage (%) Failed Challenged Succeeded Source: The Standish Group Worldwide project performance survey results 2004 Source: Office of Government Commerce Gateway Reviews April 2004-June 2006 If there ever was a silver bullet to kill the demons of project failure it is an iterative and agile process. Source: The Standish Group, Chaos Rising 2005 BCS Management Forum Strategic Panel: Top issues in IT management Survey % large organisations 516 issues & topics refined & prioritised #1 Aligning IT with business

12 What is Agile?

13 Basic Agile concepts The Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over Processes and Tools Working Software over Comprehensive Documentation Customer Collaboration over Contract Negotiation Responding to Change over Following a Plan That is; while there is value in the items on the right; we value the items on the left more

14 Agile flavours Which flavour matches your appetite? Extreme Programming (XP) developer techniques only, emergent design Scrum very simple one-size-fits-all process, very little management guidance DSDM Atern framework, guidance for both management and delivery Full On Agility Full Off Customer demand Driver Process Edge of chaos Formality Bureaucratic overload Requirements evolve Integrated & verbal Do what we think is best DSDM Atern Development Approach Collaboration Empowerment Detailed specification up front Remote & written Do what we re told

15 Why DSDM Atern framework? DSDM Atern facts Proven agile framework evolved, applying lessons learned since 1995 Track record of success s of successful projects Latest version of DSDM - Atern - published in 2007 Over 30,000 people trained - Certification programme Comprehensive best practice guidance / book of knowledge still agile, but has substance Focused on early delivery of business benefits fit-for-purpose solutions Covers complete lifecycle Scalable Inclusive - clear Roles & Responsibilities for all Integrates with other approaches such as Prince2 & XP

16 DSDM Atern productivity Figures on bars show percentage improvement of DSDM over Traditional % % 280% % 333% 97% Productivity 30 Productivity 20 80% TRAD DSDM /95 95/96 96/97 97/98 98/99 99/00 00/01 Year Source: Study Commissioned by Xansa: 7 Year Longitudinal study

17 DSDM Atern performance % 87% Average time to delivery (in months) Average project team size % of completed projects rated good to excellent Using traditional approaches Using Atern Source: British Airways IM Department, Newcastle

18 What is DSDM Atern?

19 DSDM Atern - Concepts User involvement ensures right business solution Nothing is built perfectly first time Requirements evolve but timescale is fixed Implement the 80/20 rule Early delivery enables early pay-back

20 DSDM Atern - Concepts

21 DSDM Atern - Components

22 DSDM Atern - Principles 1. Focus on the business need 2. Deliver on time 3. Collaborate 4. Never compromise on quality

23 DSDM Atern - Principles 5. Build incrementally from firm foundations 6. Develop iteratively 7. Communicate continuously and clearly 8. Demonstrate control

24 DSDM Atern Project Roles

25 DSDM Atern Project Roles

26 DSDM Atern Project Roles

27 DSDM Atern Process The Lifecycle

28 DSDM Atern - Practices DSDM defines 5 core techniques... Iterative Development MoSCoW Prioritisation Timeboxing Facilitated workshops Modelling

29 DSDM Atern - Building confidence Delivery Increments n... I R C I R C I R C I R C I R C I R C I R C Timeboxes (approximately 2 to 6 weeks)

30 DSDM Atern - Products Tailored for each organisation / project Defined set of products for each lifecycle stage The system itself (evolving through iterative development) Planning and management products Technical products Quality and review products Support products Defined quality criteria for all products Too many products to cover in this short briefing

31 Delivering quality Solution quality Customer satisfaction Addressed business needs Achieved standards set (performance) Support documentation delivered Maintainability acceptable Focus on delivering fit-for-purpose solution Process quality Project followed accepted best practices Solution met standards expected (technical & support) Project remained under effective governance

32 Delivering quality Testing concepts in DSDM Atern Fail fast Collaborative testing Repeatable testing End-to-end experience Independent testing Prioritised testing Test-driven development Risk-based testing DSDM Atern techniques in testing Facilitated workshops Iterative development Timeboxing Auto MoSCoW Modelling

33 Summary

34 Potential Agile concerns addressed What agile is NOT... No process No design No documentation No governance & control Never ending cyclical process Poor quality solutions Solution maintenance nightmare Delivered only using tools Developer / Techie driven Addressed by DSDM Atern Process, Roles, Techniques, Products Planned & collaborative design Appropriate documentation Detail controls throughout Defined plans & outputs High quality inherent Maintenance requirements defined up front & built in Tools provide support Not developer led a project team collaborative effort

35 Agile transformation - feedback Project team members feedback where we have delivered Agile transformation: Management 66% reduction in delivery time Team focused continually on actively managing risks and issues High visibility of progress, focused joint understanding & action by the team Joint ownership, accountability and achievement in delivery Quality All developed a better understanding of the business requirements All contributed more effectively to shaping the solution Resulting documentation more accurately represented the delivered solution Testing early & continually helped deliver high quality solution

36 Agile transformation - feedback Project team members feedback where we have delivered Agile transformation: Teamwork Interactions & responsibilities increased diversity and interest for each role Level of understanding of the solution massively increased across the project team, anyone was happy to demonstrate final solution Single points of failure were reduced Improved appreciation & recognition of the importance of each others role Team motivation to achieve project objectives was fantastic It was fun!

37 Agile delivers huge benefits Delight your organisation Robust fit-for-purpose solutions delivered on time every time Strong focus on business strategy / objectives Aligned to changing organisational priorities Faster ROI Removes silos & increases efficiency Maximises potential of existing resources Increases innovation Increase job satisfaction and value Empowered teams - increased accountability & commitment Close collaboration - involvement & influence throughout Develop technical & soft skills Increased organisation domain knowledge & value

38 Next steps Delighted to discuss your thoughts Discuss how to pragmatically apply an agile approach that delivers results in your organisation mobile: tel: www: collaborativeuk.com Thank you