The Dancing Agile Elephant

“ 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

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

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

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”

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

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 Create ……..
Automatic Constraints
Transparency Find Defects Earlier Being More Responsive

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

Stakeholder Feedback Causes Us……..
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!

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 + + =

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:

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

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

The Dancing Agile Elephant

by IsraelGat on Feb 15, 2009

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