Mitigating Risk with Agile Development


Published on

Intro to agile from an executive (product management) viewpoint. Some agile history, business objectives and organizational issues.

  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Include “continuous integration” and transparency and surfacing deadwood.
  • Iterative A development process which breaks the finished product into smaller projects (called iterations). The lessons from each iteration are applied in the next and subsequent iterations.WaterfallA sequential software development process where each phase is completed before moving to the next phase: requirements, software design, software development, system test, integration, and maintenance.ScrumA popular agile software development method for project management. Work is delivered in two- or four-week sprints. After each sprint, the team demonstrates their results to the product owner (and others). There's a prioritized backlog of problems to solve.Rapid Application DesignA development methodology that uses CASE (computer-aided software engineering) tools, prototypes, and user-interaction to achieve the goals of high quality and speed.Extreme ProgrammingOne of several agile software development methodologies, prescribing a set of daily stakeholder practices that embody and encourage particular agile values. Proponents believe that exercising these practices—traditional software engineering practices taken to so-called "extreme" levels—leads to a development process that is more responsive to customer needs ("agile") than traditional methods, while creating software of better quality.Test-Driven DevelopmentA software development technique consisting of short iterations where new test cases covering the desired improvement or new functionality are written first, then the production code necessary to pass the tests is implemented, and finally the software is refactored to accommodate the changes.LeanLean manufacturing is the production of goods using less of everything compared to mass production: less human effort, less manufacturing space, less investment in tools, and less engineering time to develop a new product. Lean manufacturing is a generic process management philosophy derived mostly from the Toyota Production System and is often linked with Six Sigma.
  • Toyota success only partially from Lean: flexible team model; willingness to stop production processes; continuously improving quality.Also required a strategic vision: LT thinking about customer needs, e.g. hybrids; packaging/pricing for value; consistent planningDetroit visitors asking to see the rework area in a Toyota plant
  • That said, most companies have or are currently adopting some type of Agile approaches to developmentMore and more large companies have or are going Agile.
  • Note: outsourcing experts tell us that part of their advantage versus internal teams (independent of cost) is that their staff is allowed to focus on ONLY the officially assigned projects and tasks. Internal staff often spends much of their day on non-output-related tasks.
  • Mitigating Risk with Agile Development

    1. 1. Mitigating Risk with Agile Development<br />Rich Mironov<br />CMO, Enthiosys<br />Sept 15, 2009<br />Fairfax, CA<br />
    2. 2. About Rich Mironov<br />CMO at Enthiosys, agile product mgmt consultancy<br />Business models/pricing, roadmaps<br />Agile transformation and Interim product exec<br />Innovation Games® and customer needs<br />Chair of Agile 2009 PM/PO stage<br />Repeat offender at software prod mgmt<br />Tandem, Sybase, four start-ups<br />“The Art of Product Management” and monthly agile product blog<br />
    3. 3. What is Agile?<br />Umbrella term describing sets of software project management and engineering methods/practices<br />Incremental, iterative and collaborative, rather than distinct stages <br />More frequent delivery of smaller, valuable increments<br />Building quality in, not adding it at the end<br />Goal of potentially shippable at every iteration<br />Active user involvement (or customer proxy)<br />Agile teams must be empowered and self-motivating<br />
    4. 4. Discussions about Agile…<br />Part philosophy and religion<br />Part process, tools, techniques, methods<br />Part organizational design<br />
    5. 5. Agile is an Umbrella<br />agile methods<br />Scrum<br />Extreme Programming (XP)<br />Agile Project Management Framework (APM)<br />Crystal Methods<br />Dynamic Systems Development Model (DSDM)<br />Rational Unified Process (RUP)<br />Feature Driven Development (FDD)<br />Lean Development<br />Rapid Application Development (RAD)<br />…<br />
    6. 6. Lean Roots<br />Roots in Toyota Production System<br />“Create a continuous process flow to bring problems to the surface”<br />“Level out the workload”<br />“Build a culture of stopping to fix problems, to get quality right the first time”<br />“Become a learning organization through relentless reflection and continuous improvement”<br />Source: Liker, Jeffrey (2004). "The 14 Principles Of The Toyota Way: An Executive Summary of the Culture Behind TPS".<br />
    7. 7. The Agile Manifesto (2001)<br />We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: <br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation <br />Customer collaboration over contract negotiation<br />Responding to change over following a plan <br />That is, while there is value in the items on the right, we value the items on the left more. <br /><br />
    8. 8. 12 Agile Principles<br />Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. <br />Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. <br />Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter time scale. <br />Business people and developers must work together daily throughout the project. <br />
    9. 9. 12 Agile Principles<br />Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. <br />The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. <br />Working software is the primary measure of progress. <br />Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. <br />
    10. 10. 12 Agile Principles<br />Continuous attention to technical excellence and good design enhances agility. <br />Simplicity - the art of maximizing the amount of work not done - is essential. <br />The best architectures, requirements and designs emerge from self-organizing teams. <br />At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.<br />
    11. 11. Requirements<br />Design<br />Coding and <br />unit test<br />System integration & QA<br />Operation and maintenance<br />Waterfall: Linear, Cascading<br />
    12. 12. Agile (Scrum) Model<br />Plan out 1-4 weeks work<br />Meet daily<br />Create product needs <br />Review product<br />Strategic planning<br />Improve process<br />After: Gabrielle Benefield<br />
    13. 13. Fixed Vs. Variable<br />Waterfall<br />Agile<br />Fixed<br />Requirements<br />Time<br />Resources<br />Value<br />Driven<br />Plan <br />Driven<br />Estimated<br />Features<br />Time<br />Resources<br />The Plan creates cost/schedule estimates<br />Release themes and feature intent drive estimates<br />
    14. 14. Planning Time Horizons<br />many years<br />Exec<br />Strategy<br />years<br />Portfolio<br />many mons<br />PM<br />Product<br />2-9 mon<br />Release<br />Dev<br />Team<br />Sprint<br />2 wk<br />Daily<br />
    15. 15. State of Agile Today<br />Most companies early in agile adoption cycle<br />Pockets of pioneers<br />Often distributed teams<br />Some examples of fully scaled-up divisions<br />Highlights need for portfolio-level planning<br />Data from VersionOne<br />
    16. 16. Business Benefits of Agile<br />Shorter development cycles<br />Strategic flexibility<br />Deeper connection and alignment with markets<br />Improved team morale<br />Greater profitability<br />But requires investment, leadership and patience<br />
    17. 17. Agile Transformation<br />Agile is about changing the way people work<br />Not just the tools they use<br />Not just units of work or development sequence<br />Organizational change takes time<br />A successful 300-person Eng team took 18+ months<br />Executives need to drive organizational issues and expectations<br />Let teams handle their own details<br />Plan for outside experts, coaches, instructors<br />Some of your team won’t fit with Agile<br />
    18. 18. 3 Legs of the Agile Stool<br />Management<br />Product & Project<br />Corporate<br />Structure & Culture<br />Engineering<br />Quantity & Quality<br />
    19. 19. Staffing & Resources Allocation<br />Executive’s key tasks: build teams, set priorities<br />Agile wants stable teams, fewer projects/person<br />5-7 core technical members (dev, QA, Ops)<br />Strong intra-team leadership (product, program, requirements) may be shared<br />Pool of technical experts (architect, UI)<br />At your company, how many projects is each developer assigned to? Each architect?<br />
    20. 20. Engineering Resource Pool<br />Developers<br />QA<br />Prod<br />Mgmt<br />SW<br />Arch<br />Sec<br />Arch<br />Pgm<br />Mgmt<br />UI/<br />UXD<br />Dev Tools / Release Eng <br />docs<br />TechOps<br />Product owner<br />Fully dedicated<br />Scrum master<br />Partlydedicated<br />Resource allocation is strategic<br />
    21. 21. Whole Product Team<br />Most Agilists focus here<br />
    22. 22. The Broader Organization<br />Agile reaches well beyond development teams<br />Dramatic reshaping of product management<br />Product Owner is integral to team, but part of PM<br />Intensive real-time PO role demands more PM staffing<br />Strong impact on Marketing, Sales, Support<br />More, faster product deliveries stresses field/channels<br />Marketing uses personas/stories to position value<br />Roadmap flexibility changes Sales behaviors<br />Opportunity for more customer transparency<br />Growing interest in applying Agile to other functions<br />
    23. 23. Executive Product/Program Mgmt<br />As business leaders, we must provide:<br />High-level product priorities<br />Clear, current, actionable roadmaps<br />Moderately stable over time<br />Don’t confuse flexibility with anarchy<br />Broad and deep market input versus “top-of-mind”<br />Planned, strategic, representative<br />Program management tools and reporting<br />Infrastructure: backlogs, velocity, remote teams…<br />New kinds of contention<br />
    24. 24. Take-Aways<br />The best software organizations using Agile to improve results and internal satisfaction<br />Blends methodology, skills, tooling, coaching and company-wide collaborative attitude<br />Transformation takes time and resources<br />Most impact on Engineering and Product Management<br />Keep management attention on roadmap, strategic priorities, high-level goals and metrics<br />Empower teams to find their way to success<br />