Strike the right balance with Disciplined Agile Delivery (DAD)! October 6, 2016 Kiron D. Bondale, PMP, PMI-RMP, CDAP, CDAI

Transcription

1 Strike the right balance with Disciplined Agile Delivery (DAD)! October 6, 2016 Kiron D. Bondale, PMP, PMI-RMP, CDAP, CDAI

2 Learning Objectives 1. Learn the economic rationale for agile project delivery 2. Defuse common agile myths & misconceptions 3. Understand how DAD differs from most agile methodologies 4. Learn some key DAD concepts

3 A little bit about my agile journey TD is one of Canada s Big 5 banks I work within the EPMO of TD Bank and am responsible for capability & adoption of project delivery practices This is our third attempt at being agile but our first using a scalable approach to agile I've been supporting organizations who have wanted to become agile since 2001

4 Let s kick things off with a question How would you rate your agile awareness? 1. I can spell it does that count? 2. I've read about it or taken a course 3. I've been on one or more agile teams 4. I've led or coached agile teams 5. I was one of the folks who signed the Agile Manifesto

5 What is agile? Agile principles were formalized in 2001 as an approach to technology delivery but has evolved beyond those roots It draws heavily on lean manufacturing & quality principles It is fully utilized when leveraged in a product, capability or value stream-centric organization Appropriate organizational structure and behaviors are vital From the Agile Manifesto ( 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

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7 We have finally noticed the Elephant in the Room

8 The Elephant is Waterfall Did you know that what we currently refer to as Waterfall came about by accident? In 1970, Dr. Winston Royce published a paper titled Managing the Development of Large Software Systems It contained the following illustration on page 2

9 The Elephant is Waterfall So far so good, we know this model well right?

10 The Elephant is Waterfall

11 The Elephant is Waterfall Here is page 3 Dr. Royce was recommending an Iterative approach.. And was ignored, because the straight waterfall with no return arrows was somehow too irresistible, despite the invites failure warning it carried! He was still trying to set matters straight by the time of his demise in 1995.

12 Why Agile? Standish Group 2015 Chaos Report Size Approach Successful Challenged Failed Agile 39% 52% 9% All projects Waterfall 11% 60% 29% Features / Functions Used in a Typical System Standish Group Study Reported at XP2002 Never 45% Rarely 19% Large projects Medium projects Small projects Agile 18% 59% 23% Waterfall 3% 55% 42% Agile 27% 62% 11% Waterfall 7% 68% 25% Agile 58% 38% 4% Waterfall 44% 45% 11% Sometimes 16% Often 13% Always 7% The Standish Group has been doing research on why projects succeed or fail since 1994, the largest continuous research study conducted in the history of Information technology.

13 Why Agile?

14 And if that isn t enough justification What delivery approaches are kids in school, college & university learning? Do you REALLY think you can attract and retain them in your organization if your delivery approaches aren t agile?

15 But let's be pragmatic A traditional approach is still well suited for some types of projects! Agile Traditional Traditional Agile

16 Agile myths & misconceptions No documentation No planning, just start coding! Undisciplined Colocation It's just a set of procedures and tools It doesn't scale It's only for delivering technology scope You have to do iterations/sprints If you are a great developer/analyst/qa resource on traditional projects you will automatically succeed on agile projects

17 Agile enablers Empowered, self-organized, self-disciplined, self-aware, long-lived, psychologically safe teams Dedicated primary roles Generalizing specialists "Jack of all trades, master of one" Sufficient coaching support for agile teams until key roles gain experience HR policies and practices aligned with agile delivery Physical or technical enablement for close team collaboration

18 The challenge with traditional agile methodologies Too prescriptive Focused on teams not the enterprise Don't play well in a hybrid environment Focus on value only is myopic Ignore the fact that there is life before and after construction

19 So how do we introduce agile into a 100+ year old bank? Three frameworks are available for scaling agile Scaled Agile Framework (SAFe) & Large- Scale Scrum (LeSS) Scales Scrum to portfolios & enterprise-level agile Still quite prescriptive Disciplined Agile Delivery (DAD)

20 DAD is a Hybrid Framework SAFe DevOps and more Outside In Dev. Traditional Agile Data Extreme Programming Scrum Unified Process Kanban Agile Modeling Lean DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a contextdriven manner Disciplined Agile Consortium

21 Scaling Agile Tactical Agility at Scale Disciplined Agile Delivery Agile Disciplined agile delivery with one or more scaling factors: Large teams Geographically distributed teams Compliance Domain complexity Technical complexity Organizational distribution Delivery focus Risk-value driven lifecycle Self-organization with appropriate governance Goal driven Enterprise aware Construction focus Value driven lifecycle Self-organizing teams Prescriptive Project team aware Disciplined Agile Consortium

22 DAD supports multiple lifecycles Disciplined Agile Consortium

23 Iteration-based lifecycle Disciplined Agile Consortium

24 Lean lifecycle Disciplined Agile Consortium

25 Lean continuous delivery lifecycle Disciplined Agile Consortium

26 DAD teams are enterprise-aware Disciplined agilists: Work closely with enterprise groups Follow existing roadmap(s) where appropriate Leverage & enhance existing assets Disciplined Agile Consortium

27 DAD is goal-driven, not prescriptive Disciplined Agile Consortium

28 DAD takes a goal-driven approach Goal * Decision Point * Option Default Option Advantages Disadvantages Considerations Explore the Initial Scope Form the Initial Team Address Changing Stakeholder Needs Source Size Structure Member skills Completeness Longevity Geographic distribution Support the team Availability Indicates a preference for the options towards the top Co-located Partially dispersed Distributed subteams Fully dispersed Disciplined Agile Consortium

29 An example Disciplined Agile Consortium

30 Inception phase Disciplined Agile Consortium

31 Construction phase Disciplined Agile Consortium

32 Transition phase Disciplined Agile Consortium

33 Intrigued? Want to learn more? DisciplinedAgileConsortium.org or DisciplinedAgileDelivery.com Disciplined Agile Delivery Disciplined Agile Delivery Disciplined Agile Consortium

34 Learning Objectives Learn the economic rationale for agile project delivery Defuse common agile myths & misconceptions Understand how DAD differs from most agile methodologies Learn some key DAD concepts

35 Questions?