What does it mean to be agile?
 

What does it mean to be agile?

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What does it mean to be agile? What does it mean to be agile? Presentation Transcript

  • What Does It Mean to Be Agile? And How to Start in the Real Life? Zdeněk Borůvka , CEE CTP & Services Leader, IBM Rational
  • Agenda & Introduction
    • Introduction & Objectives
    • Why to Care about Agile?
    • What is Agile & Common Agile Approaches
    • Key Aspect of Successful Agile Adoption
    • Is Agility Scalable?
    • Summary
  • Agile Motivation: CIO study 2011 Demand for IT Services “ The economic downturn forced deep cuts in IT budgets. Now, as CIO’s plan for the recovery, they are facing unprecedented demand for IT services from the business. At the same time, organizations are still keeping spending tightly under control. ” CIOUpdate.com August 3, 2010 http://www.cioupdate.com/budgets/article.php/3896646/How-to-Get-the-Budget-You-Need-in-2011.htm The Key: Improve delivery with the resources you have 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 2008 1998 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 16.0% 18.0% 2007 2006 2005 2004 2003 2001 2000 1999 Trend Line 15.0% 15.9% 9.7% 10.1% 2002 1.3% 0.0% 1.6% 2.5% 2.7% 3.2% 3.0% Source: Gartner Executive Programs CIO Survey Increases in CIO Budgets Over Previous Year, 1998-2009 (Worldwide) 2009 0.16%
  • Agile Motivation: Benefits of Being Agile
  • What is Agile?
    • Just Enough
    • Is it Really Enough?
  • Why IBM is so Interested in Agility?
    • We are AGILE and Can Prove It!
    • IBM Started to Use Agile More Than 5 Years Ago
      • Past: OpenUP, XP, Eclipse Way, ...
      • Current: SCRUM, Kanban, DAD, Agile @ Scale
    • We Are Helping Our Customers To Adopt Agile
      • Banks
      • Telecomunications
      • ISVs
      • Industrial companies
  • Agile Principles Source: www.agilemanifesto.org Comprehensive Documentation Following a Plan over We value Responding to Change Working Software Individuals Interactions Customer Collaboration Processes and Tools Contract Negotiation
  • Key Aspects of Successful Agile Deployment
  • Methodology: Evolution Waterfall Traditional vs. Agile Iterative approach eXtreme Programming Scrum Disciplined Agile Delivery Kanban Traditional Process-oriented with formal hand-offs between roles Linear, sequential approach: Analysis > Design > Implementation > Test Changes are nearly impossible without starting over Agile Emphasizes values and principles rather than process Iterative approach produces working software early Project priorities and requirements are re-evaluated at the end of each iteration Visualize your workflow Limit work in progress
  • Methodology
    • Decide for an agile methodology
    • Good to start from small and let it grow with you
    • Methodology should be tailored for your local needs
    • Think about the model you work
      • one team, internal development
      • more teams, internal development
      • internal development, a lot of people working on bodyshopping
      • some internal, some external work
      • internally mainly requirements & testing, all the rest is subcontracted
      • ...
  • Tools
    • NO AGILITY WITH RIGID TOOLS
    • Tools Should Enable Key Agile Practices
    • Removing the Administration
  • People
    • How the Jazz band plays..?
    • How to teach the people – training, mentoring, coaching?
    • How to solve the questions people might have?
    • How to plug in business stakeholders/sponsors?
  • How to Start in a Right Way
    • Establish a sprint heartbeat via short iterations
    • Establish executive commitment and involvement
    • Create a dedicated, cross-functional rollout team
    • Focus on automation
    • Provide radical transparency and over-communicate
    • Leverage existing Agile training
    • Get outside coaching early
    • Prioritize build and test infrastructure early
    • Be clear about what the Agile “rules” are
    • Encourage peer-to-peer communication
    • Think about tools to track progress
    • Be inclusive
    • Be patient and expect to make mistakes
  • Is Agile Measurable? ~ How to Figure Out how Agile We Are?
    • http://jazz.net/blog/index.php/2011/01/26/what-is-your-agile-fitness
  • Is Agile Measurable? ~ How to Figure Out how Agile We Are?
    • Value : Produce a consumable solution on a regular basis which provides value to stakeholders .
    • Validation : Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.
    • Stakeholders : Work closely with their stakeholders, or a stakeholder proxy, ideally on a daily basis.
    • Self-organization : Are self-organizing and work within an appropriate governance framework.
    • Improvement : Regularly reflect on, and measure , how they work together and then act to improve on their findings in a timely manner.
    • Source: Scaling Agile: An Executive Guide, ftp://public.dhe.ibm.com/common/ssi/sa/wh/n/raw14211usen/RAW14211USEN.PDF
  • Could Agility be Scaled? Domain Complexity Straight -forward Intricate/ Emerging Compliance requirement Low risk Critical, Audited Team size Under 10 developers 1000’s of developers Co-located Geographical distribution Global Enterprise discipline Project focus Enterprise focus Technical complexity Homogenous Heterogeneous, Legacy Organization distribution (outsourcing, partnerships) Collaborative Contractual Disciplined Agile Delivery Flexible Rigid Organizational complexity
  • What is Disciplined Agile Delivery? DAD is a hybrid process framework adopt best practices and philosophies from several methodologies Unified Process (UP) Extreme Programming (XP) Scrum Agile Modeling Disciplined Agile Delivery (DAD)
  • Scaling Agility: 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 sw
    • 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
  • How to Stay Agile and keep collaborating with PM Office?
    • What are the meeting points?
    • How much Project Office could be involved?
    • Is ITIL around, can we integrate it?
    • Gantt Charts versus Agile Planning
    Business Value $0M $15M Operational Efficiency 0% 100% Practice Adoption 0% 100%
  • Summary: AGILE IS GREAT IF YOU...
    • Focus on 3 Aspects
      • Methodology at the Right Scale
      • Tools Supporting Agility and Colaborating With the Rest of the World
      • People Getting Support and Motivation From the Mentors/Coaches
    • Learn from Experienced and Utilize Mentoring/Coaching
    • Understand Agile Adoption as a Project and Plan it
    • Get Support of Your Stakeholders
  •  
    • Visit our training courses and earn your PMI points:
      • RPV51 Introduction to Disciplined Agile Delivery
      • RP252 Advanced Disciplined Agile delivery