“ The Dancing Agile Elephant” Sue McKinney Vice President, Development Transformation IBM Software Group [email_address] IBM Software Group’s Transition to Agile and Lean Development

IBM Software Group’s Transition to Agile and Lean Development

Agenda… 1 Software Group Dynamics 2 The “How” 3 Sustainability 4 Summary

Software Group Dynamics

Business and Operational Dynamics Innovating the business to differentiate and capture new value Heighten responsiveness and closer linkage to our customers Improve Time to Value Better workload management Improve Quality Improve project development cycle times Improve predictability on schedule Making better use of resources to be more productive

Innovating the business to differentiate and capture new value

Heighten responsiveness and closer linkage to our customers

Improve Time to Value

Better workload management

Improve Quality

Improve project development cycle times

Improve predictability on schedule

Making better use of resources to be more productive

A Global Team of IBM Software Group Developers Canada Toronto,Ottawa Montreal, Victoria Edinburgh London / Staines Milton Keynes Haifa Rehovot China Beijing Shanghai Yamato Taiwan Paris Pornichet Beaverton Kirkland Seattle Foster City San Francisco SVL/San Jose Almaden Agoura Hills Irving El Segundo Costa Mesa Las Vegas Andover Bedford, MA Bedford, NH Lexington Westborough Westford Cambridge Cork Dublin Galway India Bangalore Pune Hyderabad Gurgaon Cairo Rome Gold Coast Sydney Canberra Fairfax Raleigh Charlotte Lexington, KY Atlanta Boca Raton Tampa Perth Krakow Warsaw Sao Paulo Malaysia Delft Stockholm Pittsburgh Poughkeepsie Somers Rochester, MN Boulder Denver Lenexa, KA Tucson Phoenix Austin Dallas Boeblingen Hursley Warwick York Southbury New York City Princeton US Canada Latin America EMEA AP Total 11,000 3,500 100 3,900 6,600 25,100

Software Group Acquisition Milestones

WATERFALL Waterfall development Rigid, late feedback, slow reaction to market changes Iterative development Customized RUP, community source and component reuse, emphasis on consumability 1980’s 1990’s Present Rigid Continuous Learning and Adaptive Planning Agile / Lean development Global reach, SOA, agile practices, outside-in development, tools and not rules IBM Software Development Transformation AGILE ITERATIVE

Waterfall development

Rigid, late feedback, slow reaction to market changes

Iterative development

Customized RUP, community source and component reuse, emphasis on consumability

Agile / Lean development

Global reach, SOA, agile practices, outside-in development, tools and not rules

Diversity and Complexity Requires Teams to be More Effective and Adaptive New project Small team Simple application Co-located Minimal need for documentation Maturing projects Multi-platform Growing in complexity Remote or offshore work Greater need for coordination & handoffs Mature projects Complex, multi-platform applications Distributed teams Need for scalability, reproducibility, and traceability Organizational Drivers Team Size Geographical Distribution Organizational Distribution Entrenched process, people, policy Technical and Regulatory Drivers Compliance Governance Application complexity Agility at Scale “ Incremental to deal with uncertainty” “ Process to deal with complexity”

New project

Small team

Simple application

Co-located

Minimal need for documentation

Maturing projects

Multi-platform

Growing in complexity

Remote or offshore work

Greater need for coordination & handoffs

Mature projects

Complex, multi-platform applications

Distributed teams

Need for scalability, reproducibility, and traceability

The “How” Do not attempt this at home. All stunts performed by semi-professional SWG executives. No animals were used in this experiment.

Things to Consider before getting Started Management Support Strong and Experienced Leader(s) Picking the right project as a proof point Providing the right education, tooling and governance Ability to allow change to occur Keep it Simple

Management Support

Strong and Experienced Leader(s)

Picking the right project as a proof point

Providing the right education, tooling and governance

Ability to allow change to occur

Keep it Simple

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.” See www.agilealliance.org

2007 Agile Deployment Approach Short, Time-boxed Iterations with Stakeholder Feedback

Short, Time-boxed Iterations with Stakeholder Feedback

Short, Time-boxed Iterations Create …….. Automatic Constraints Transparency Find Defects Earlier Being More Responsive

Automatic Constraints

Constraints Cause Us To …….. Eliminate Waste Optimize and Become More Effective

Stakeholder Feedback Causes Us…….. To Focus on the Essentials

To Focus on the Essentials

Sametime Development Approach… Agile Process Employed frequent / short code iterations; published builds for regular consumption Organized around features crews for increased code sharing and reviews Employed use of light-weight UI specs and implementations outlines Closed gap between developers and end users Combined Teams from across WPLC, CIO Office and Research Used TAP program for posting weekly builds; Fostered community of contribution and collaboration; Inspired expanded participation from over 40,000 IBM’ers; plus energized product developers! Produced public beta (multiple builds) for over 100+ external customers; led to increased product acceptance and accelerated roll outs Engineering practices Continuous prototyping of code deliverables Frequent code reviews; automated static code analysis Aggressively eliminated unnecessary work!

Agile Process

Employed frequent / short code iterations; published builds for regular consumption

Organized around features crews for increased code sharing and reviews

Employed use of light-weight UI specs and implementations outlines

Closed gap between developers and end users

Combined Teams from across WPLC, CIO Office and Research

Used TAP program for posting weekly builds;

Fostered community of contribution and collaboration; Inspired expanded participation from over 40,000 IBM’ers; plus energized product developers!

Produced public beta (multiple builds) for over 100+ external customers; led to increased product acceptance and accelerated roll outs

Engineering practices

Continuous prototyping of code deliverables

Frequent code reviews; automated static code analysis

Aggressively eliminated unnecessary work!

Sustainability

Best Practices for Distributed Development Architecture Blueprint Outside-in Development Agile / Lean approaches Modeling and Componentization Fostering Communities and sharing Best Practices Discipline, adaptive development approaches Continuous stakeholder feedback to understand changing needs Time-boxed iterations Eliminate waste, increase visibility Tools, not Rules Community source Shared asset repository Best practices Common components Clearing House for dependency management Educate, Enable and Empower Lightweight central governance mechanisms Development Steering Committee Architectural Board Culture of sharing and reuse Developer Web site Centralized development services Sound Development Governance Principles Enable for Success Execute Agile / Lean for Productivity Guiding Principles for Software Development + + =

Architecture Blueprint

Outside-in Development

Agile / Lean approaches

Modeling and Componentization

Fostering Communities and sharing Best Practices

Discipline, adaptive development approaches

Continuous stakeholder feedback to understand changing needs

Time-boxed iterations

Eliminate waste, increase visibility

Tools, not Rules

Community source

Shared asset repository

Best practices

Common components

Clearing House for dependency management

Educate, Enable and Empower

Lightweight central governance mechanisms

Development Steering Committee

Architectural Board

Culture of sharing and reuse

Developer Web site

Centralized development services

Educate, Enable and Empower “Disciplined Agile” Workshops : 150 workshops completed Over 7,000 attendees Workshop has also been videotaped Existing On-line Resources Coaches Available Questions Answered Main Wiki Case Studies Contacts and Collateral:

“Disciplined Agile” Workshops :

150 workshops completed

Over 7,000 attendees

Workshop has also been videotaped

Summary

In Summary …… Challenges Very geographically dispersed teams with different approaches to building software Many projects, often large teams Innovating the business to differentiate and capture new value. Making better use of resources to be more productive. Avoiding the trough of disillusionment Solution Approaches Continuously transform development using new techniques, and tools Enable and empower teams Collaborate more effectively at larger scales, both internally and externally and share knowledge, assets and best practices

Challenges

Very geographically dispersed teams with different approaches to building software

Many projects, often large teams

Innovating the business to differentiate and capture new value.

Making better use of resources to be more productive.

Avoiding the trough of disillusionment

Solution Approaches

Continuously transform development using new techniques, and tools

Enable and empower teams

Collaborate more effectively at larger scales, both internally and externally and share knowledge, assets and best practices

Sue McKinney [email_address] Thank You! Acknowledgement and Thanks to: Mary and Tom Poppendieck Pollyanna Pixton