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Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
Tomas Butkus: Agile Practices in Enterprise Environment
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Tomas Butkus: Agile Practices in Enterprise Environment

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  • 1. Agile practices in Enterprise environment Agile Tour 2011, Vilnius
  • 2. Who we are? <ul><li>Team of Agile enthusiasts working in a large-scale process-oriented organization. We do </li></ul><ul><ul><li>Application management </li></ul></ul><ul><ul><li>Quality assurance </li></ul></ul><ul><ul><li>Software development </li></ul></ul><ul><li>Our mission is to demonstrate that large scale projects can benefit from Agile ways to build software </li></ul><ul><ul><li>Teams distributed across the globe </li></ul></ul><ul><ul><li>Hundreds of professionals </li></ul></ul><ul><ul><li>Long term projects </li></ul></ul><ul><li>We are here to share our experiences on introducing and using Agile practices in everyday working activities </li></ul>
  • 3. What this presentation is all about? <ul><li>The intention of the presentation is to show how and when Agile ways and practices could and should be used in an enterprise environment </li></ul><ul><li>Agile - what are we talking about? </li></ul><ul><li>Where we are, what are our processes and areas of interests </li></ul><ul><li>How Agile we could possibly be </li></ul><ul><li>Identify areas and practices to apply </li></ul><ul><li>What results we could expect </li></ul><ul><li>Going through case study </li></ul><ul><li>What’s next? </li></ul><ul><li>Q & A </li></ul>
  • 4. Initial touchdown <ul><li>Traditional (Waterfall) Software Development Process </li></ul><ul><li>Model of a software development process in which progress flows downwards through phases of conception, initiation, analysis, design, construction, testing and maintenance. </li></ul><ul><li>Agile Glossary </li></ul>
  • 5. Initial touchdown <ul><li>Agility </li></ul><ul><ul><li>The ability of an organization to adapt proficiently (thrive) in a continuously changing, unpredictable business environment. </li></ul></ul><ul><li>Change Proficiency </li></ul><ul><ul><li>Competency at causing and dealing with change </li></ul></ul><ul><li>Agile Enterprise </li></ul><ul><ul><li>A broadly change-proficient enterprise; an enterprise that exhibits competency at causing and dealing with change in the important competitive business practices of its business sector. </li></ul></ul><ul><li>Ref: Rick Dove, Sue Hartman, Steve Benson </li></ul>
  • 6. Current situation <ul><li>Approximately 145K employees worldwide </li></ul><ul><li>Barclays Technology Centre Lithuania established in 2009; growth of Application Management and Application Development teams from 0 to ~60 in less than 1.5 year </li></ul><ul><li>Distributed project teams in various locations: India, UK, Lithuania </li></ul><ul><li>Varieties of projects in terms of scope and length </li></ul><ul><li>High conformance requirements to quality assurance and legal procedures </li></ul><ul><li>Data protection and data quality constraints; how it affects infrastructure and testing environments </li></ul><ul><li>Constrained by Need To Know principles </li></ul><ul><li>Strict documentation and process definitions </li></ul>
  • 7. Traditional process, any advantages? <ul><li>Traditional (waterfall) process and its promised advantages </li></ul><ul><li>enforces discipline </li></ul><ul><li>there is no waste of time or efforts </li></ul><ul><li>system does not slip on the schedule </li></ul><ul><li>ensures that the customer expectations are met </li></ul><ul><li>details about the system are well mentioned in the document </li></ul><ul><li>the quality of the system is better </li></ul><ul><li>knowledge transfer between the different teams is efficient </li></ul><ul><li>all the tasks are well defined in advance. </li></ul><ul><li>quality assurance activities carried out at the end of each phase </li></ul>
  • 8. What’s wrong? <ul><li>… in reality </li></ul><ul><li>requirements still change, face it! </li></ul><ul><li>people do requirements gathering and then leave the project </li></ul><ul><li>huge trade-offs because of mistakes in design phase </li></ul><ul><li>complicated integration phase </li></ul><ul><li>business changes over time </li></ul><ul><li>… more to mention? </li></ul>
  • 9. How Agile we could possibly be? <ul><li>Which process quality attributes are most essential for high criticality system development </li></ul><ul><li>scheduling and time planning. Many parties are involved therefore target dates must be defined and met </li></ul><ul><li>planning and up-front design of essential system parts (interfaces, integration points) </li></ul><ul><li>formalities and legal procedures should be followed (documentation, audit trails, sign-offs) </li></ul>
  • 10. How we could benefit from Agile <ul><li>Iterative deliveries </li></ul><ul><li>Business involvement (rapid feedback, change handling) </li></ul><ul><li>Continuous integration </li></ul><ul><li>Flexibility and process improvements </li></ul><ul><li>Improved working environment and team communication </li></ul>
  • 11. Agile practices to be used <ul><li>Factors influence applicability of the Agile practices </li></ul><ul><ul><li>Scope of the project (large, extra large, small) </li></ul></ul><ul><ul><li>Project teams (size, experience level, distribution) </li></ul></ul><ul><ul><li>Requirements (known, stable?) </li></ul></ul><ul><ul><li>Criticality (failure not an option) </li></ul></ul><ul><li>What Agile practices could be applied? </li></ul>
  • 12. Case Study (Team) <ul><li>3 distributed teams </li></ul><ul><li>Average team size 9 engineers </li></ul><ul><li>Rotating crews 2 developers + 1 tester </li></ul><ul><li>No dedicated team leading roles </li></ul><ul><li>Business representatives involved in team activities </li></ul>
  • 13. Case Study (Practices) <ul><li>Limiting amount of work in progress (Single item flow) </li></ul><ul><li>Using Kanban board for presentation and tracking </li></ul><ul><li>Pulling requirements from business representatives </li></ul><ul><li>Test Driven Development (TDD) </li></ul><ul><li>Continuous Integration </li></ul><ul><li>Pair programming </li></ul><ul><li>Daily Stand-Ups (Scrums) </li></ul><ul><li>Retrospectives </li></ul>
  • 14. Case Study (Results) <ul><li>Accurate requirements determined through customer involvement </li></ul><ul><li>Project delivered within schedule and budget </li></ul><ul><li>Delivered 40% more functionality than initially planned </li></ul><ul><li>High quality of delivered product </li></ul><ul><li>Positive impact on working environment (team morale, discipline, interaction) </li></ul><ul><li>Preserved desired organization process quality attributes </li></ul>
  • 15. Future challenges <ul><li>Tailoring Agile practices for offshore development </li></ul><ul><li>Applying scaling strategies (teams > 20 members) </li></ul><ul><li>Keep focus on customer feedback </li></ul><ul><li>Aligning Agile practices with development constraints of mission critical systems </li></ul>
  • 16. Questions

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