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Enterprise Agile: Are You Ready?

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An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of …

An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation.

This presentation explores several critical questions in detail:
1. What is the current state of agile?
2. What is an agile enterprise?
3. What does agile IT look like?
4. How does agile delivery work in enterprises?
5. How do you transition to enterprise agility?

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  • 1. © Scott Ambler + Associates 1 Enterprise Agile: Are You Ready? Scott W. Ambler Senior Consulting Partner scott [at] scottambler.com @scottwambler
  • 2. Before we begin… © Scott Ambler + Associates 2
  • 3. © Scott Ambler + Associates 3 We’re going to cover a lot of ground
  • 4. The Surveys •  Results of survey-based research will be shared throughout this deck •  Availability: –  Detailed results are available free of charge at Ambysoft.com/ surveys/ –  Includes all questions as asked, source data, and summary slide decks •  Types of surveys: –  DDJ: Cross paradigm survey sponsored by Dr Dobb’s Journal –  Ambysoft: Agile-oriented survey sponsored by Ambysoft Inc. –  SA+A: Agile oriented survey sponsored by Scott Ambler + Associates © Scott Ambler + Associates 4
  • 5. If you are reading the flattened PDF… •  The following slides are build slides. Much of their value is in the way that they are displayed during the conversation, so they may prove confusing when flattened: –  Slide #29 – Why Many IT Departments Are Moving to Agile –  Slide #33 – What Does DevOps Mean to Your Organization? –  Slide #34 – What does Agile at Scale Mean to Your Organization? –  Slide #54 – The Usual Agile Transformation Strategy –  Slide #55 – An Enterprise Aware Transformation Strategy –  Slide #29 - Why Many IT Departments Are Moving to Agile –  Slide #29 - Why Many IT Departments Are Moving to Agile © Scott Ambler + Associates 5
  • 6. The Story I’m About to Tell © Scott Ambler + Associates 6
  • 7. •  An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. •  It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. •  Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. © Scott Ambler + Associates 7 Agile Enterprise
  • 8. •  An Agile IT organization must be responsive to the needs of the rest of the enterprise while “keeping the lights on”. •  An Agile IT organization does this via three ongoing efforts: –  Plan –  Build –  Run © Scott Ambler + Associates 8 Agile Enterprise Agile IT
  • 9. •  Disciplined agile delivery teams produce consumable solutions often and early •  Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale – Context counts © Scott Ambler + Associates 9 Agile Enterprise Agile IT Agile Dev
  • 10. Let’s explore five important questions…. What is the current state of agile? What is an agile enterprise? What does agile IT look like? How does agile delivery work in enterprises? How do you transition to enterprise agility? © Scott Ambler + Associates 10
  • 11. The Current State of Agile © Scott Ambler + Associates 11
  • 12. How Would You Characterize Your Team’s Development Process? Ad Hoc, 13% Iterative, 19% Agile, 52% Traditional, 8% Lean, 7% Other, 2% © Scott Ambler + Associates Source: DDJ State of the IT Union 2014 Q2 Survey 12
  • 13. I would rate my organization’s adoption of agile as… Great success, 11% Success, 33% Neither, 40% Failure, 5% Great failure, 2% Too early to tell, 11% © Scott Ambler + Associates Source: SA+A 2014 Agile Adoption Survey 13
  • 14. Agile Adoption and Success Rates Have succeeded with agile, 71% Have tried agile but never succeeded, 15% Never tried agile, 12% Don't know, 3% © Scott Ambler + Associates Question: To your knowledge, has your organization successfully applied agile techniques/strategies/processes on one or more development projects? Implication: 86% of respondents work in organizations that are at least trying agile techniques. Source: Dr. Dobb’s Journal (DDJ) Sept 2012 State of IT Union Survey 14
  • 15. Agile Failure Rates SOME failed agile projects, 55% No failures, 27% Don't know, 17% © Scott Ambler + Associates Question: To your knowledge, has the organization unsuccessfully applied agile techniques/strategies/processes on one or more development projects? Implication: Agile adoption isn’t always easy. However, the majority organizations are experiencing success with agile. Source: DDJ Sept 2012 State of IT Union Survey 15
  • 16. Organizations Are Successfully Applying Agile at Levels of Scale © Scott Ambler + Associates Team Size Two Hundreds Geographic Distribution Co-located Global Organizational Distribution Single division Outsourcing Compliance None Life critical Domain Complexity Straightforward Very complex Technical Complexity Straightforward Very complex Source: DDJ Summer 2012 State of the IT Union Survey 16
  • 17. What Scaling Factors Do Software Development Teams Face? Copyright 2014 Scott W. Ambler www.ambysoft.com/surveys/ 92% 61% 43% 68% 61% 48% 90% 50% 44% 66% 70% 42% Complex Technology Complex Domain Compliance Organizationally Distributed Geographically Distributed Team Size > 10 0% 20% 40% 60% 80% 100% All Teams Agile Teams Source: DDJ State of the IT Union 2014 Q2 Survey
  • 18. Common Enterprise Challenges to Agile •  Bureaucratic cultures •  Differing IT and business goals •  Short term investment horizons •  Inflexible governance •  Little support for learning and experimentation © Scott Ambler + Associates 18
  • 19. The Agile Enterprise © Scott Ambler + Associates 19
  • 20. Let’s assume that agile software development is the center of the universe for your organization… © Scott Ambler + Associates 20
  • 21. Agile/Scrum is a Good Starting Point © Scott Ambler + Associates 21 •  Construction focus •  Value driven lifecycle •  Self-organizing teams •  Prescriptive •  Project team aware
  • 22. DAD Solidifies the Foundation © Scott Ambler + Associates •  Delivery focus •  Risk-value driven lifecycle •  Self-organization with appropriate governance •  Goal driven •  Enterprise aware 22
  • 23. © Scott Ambler + Associates •  Large teams •  Geographically distributed teams •  Compliance •  Domain or technical complexity •  Cultural issues •  Organizational distribution 23
  • 24. © Scott Ambler + Associates Individuals must become a truly agile practitioner within the evolving context of the situation that they face They will require training, education and coaching 24
  • 25. © Scott Ambler + Associates Teams will self organize their work strategy, their structure, and their collaboration paths to reflect the context of the situation that they find themselves in They will require guidance to do so effectively 25
  • 26. © Scott Ambler + Associates IT departments are often sophisticated entities with teams addressing a wide range of situations and a wide range of goals Agile delivery teams are just part of the overall mix, as are operations teams, architecture teams, portfolio management teams, and many more IT organizations will need to adopt a wide range of strategies that reflect the challenges that they face 26
  • 27. © Scott Ambler + Associates An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. 27
  • 28. The Agile IT Department © Scott Ambler + Associates 28
  • 29. Why Many IT Departments Are Moving to Agile 70% 20% 10% Run Build Plan Current © Scott Ambler + Associates 29 50% 40% 10% Run Build Plan Desired Plan – Guide the organization in IT-related manners Build – Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run – Operate and support the IT ecosystem
  • 30. The Agile IT Department: Plan © Scott Ambler + Associates 30 Plan – Guide the organization in IT-related manners Build – Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run – Operate and support the IT ecosystem People Management Portfolio Management Program Management Enterprise Architecture Reuse Engineering Data Management
  • 31. The Agile IT Department: Build © Scott Ambler + Associates 31 Plan – Guide the organization in IT-related manners Build – Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run – Operate and support the IT ecosystem Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum Other
  • 32. The Agile IT Department: Run © Scott Ambler + Associates 32 Plan – Guide the organization in IT-related manners Build – Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run – Operate and support the IT ecosystem Release Management Operations Support Continuous Improvement Governance
  • 33. What Does DevOps Mean to Your Organization? © Scott Ambler + Associates 33 Continuous delivery? + streamlined operations and support? Streamlined build (dev) + streamlined run (ops)? Your DevOps strategy will reflect your organizational goals
  • 34. What Does “Agile at Scale” Mean to Your Organization? © Scott Ambler + Associates 34 Build for large agile/lean teams? There is no one right answer for how to scale agile to the IT level. Large-scale Scrum? Agile for the IT department?
  • 35. Disciplined  Agile   Delivery  (DAD)   © Scott Ambler + Associates 35
  • 36. Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: –  People-first –  Goal-driven –  Hybrid agile –  Learning-oriented –  Full delivery lifecycle –  Solution focused –  Risk-value lifecycle –  Enterprise aware © Scott Ambler + Associates 36
  • 37. The DAD Framework fully addresses the agile and lean portions of Build… © Scott Ambler + Associates 37 Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum
  • 38. High Level Lifecycle © Scott Ambler + Associates 38 There’s more to solution delivery than construction
  • 39. Basic/Agile Lifecycle © Scott Ambler + Associates 39 A full Scrum-based agile delivery lifecycle.
  • 40. Exploratory “Lean Startup” Lifecycle © Scott Ambler + Associates 40 Sometimes it takes time to identify what your stakeholders actually need
  • 41. Lean Lifecycle © Scott Ambler + Associates 41 A full lean delivery lifecycle
  • 42. Lean Continuous Delivery Lifecycle © Scott Ambler + Associates 42 Your evolutionary end goal?
  • 43. DAD is Goal-Driven, Not Prescriptive © Scott Ambler + Associates 43
  • 44. © Scott Ambler + Associates 44
  • 45. © Scott Ambler + Associates 45
  • 46. © Scott Ambler + Associates 46
  • 47. DAD Teams Are Enterprise Aware •  DAD teams strive to leverage and enhance the existing organizational eco system wherever possible •  Implications: –  Work closely with enterprise groups –  Follow existing roadmap(s) where appropriate –  Leverage existing assets –  Enhance existing assets © Scott Ambler + Associates 47
  • 48. The DAD framework is now being extended to address Plan and Run © Scott Ambler + Associates 48 People Management Portfolio Management Program Management Enterprise Architecture Reuse Engineering Data Management Release Management Operations Support Continuous Improvement Governance
  • 49. © Scott Ambler + Associates 49
  • 50. © Scott Ambler + Associates 50
  • 51. © Scott Ambler + Associates 51
  • 52. Our Claim: The DAD framework provides a solid foundation from which to scale agile © Scott Ambler + Associates 52
  • 53. © Scott Ambler + Associates 53 Transforming your Organization
  • 54. The Usual Transformation Strategy © Scott Ambler + Associates Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 The Plan: Dev Team N … Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 What Often Happens: Fail 54 Observation: You must address more than just the build aspects of IT.
  • 55. An Enterprise Aware Transformation Strategy © Scott Ambler + Associates Dev Team 1 Dev Team 2 Dev Team 3 Dev Team 4 Dev Team N … Enterprise Architecture Data Management IT Governance … 55 Observation: Plan and Run have different adoption time frames than Build.
  • 56. © Scott Ambler + Associates People & Culture Process Tools 56 Your Transformation Strategy Needs to Address… Observation: All three categories are important and interconnected. 70% 20% 10%
  • 57. How difficult where the following issues to address during your Agile Adoption? Changing our business culture Adopting agile technical practices Changing our IT culture Using our existing tools in an agile manner Adopting new agile development tools Adopting agile management practices © Scott Ambler + Associates Source: SA+A 2014 Agile Adoption Survey Most Difficult Least Difficult 57
  • 58. How important where the following issues to address during your Agile Adoption? Changing our business culture Adopting agile management practices Changing our IT culture Adopting agile technical practices Adopting new agile development tools Using our existing tools in an agile manner © Scott Ambler + Associates Source: SA+A 2014 Agile Adoption Survey Most Important Least Important 58
  • 59. Some Realities of Agile Transformation •  Coaches are very easy to find, good coaches experienced in enterprise agile are not •  Transforming a few delivery teams is easy, transforming an organization is not •  Effective coaches engage concurrently with: –  Delivery teams –  IT teams –  With the rest of the business •  Transformation takes: –  Years –  Ongoing investment –  Ongoing sponsorship © Scott Ambler + Associates 59
  • 60. The Story I Told © Scott Ambler + Associates 60
  • 61. •  Disciplined agile delivery teams produce consumable solutions often and early •  Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale – Context counts © Scott Ambler + Associates 61 Agile Delivery
  • 62. •  An Agile IT organization must be responsive to the needs of the rest of the enterprise while “keeping the lights on”. •  An Agile IT organization does this via three ongoing efforts: –  Plan –  Build –  Run © Scott Ambler + Associates 62 Agile IT Agile Delivery
  • 63. •  An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. •  It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. •  Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. © Scott Ambler + Associates 63 Agile Enterprise Agile IT Agile Delivery
  • 64. My parting advice…. © Scott Ambler + Associates 64 Your organization is unique. You need to tailor your approach to reflect the evolving context of the situation that you face. One “process size” does not fit all, one organizational strategy does not fit all, nor does one tooling strategy.
  • 65. Got Discipline? © Scott Ambler + Associates 65 DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com
  • 66. Thank You! scott [at] scottambler.com @scottwambler AgileModeling.com AgileData.org Ambysoft.com DisciplinedAgileConsortium.org DisciplinedAgileDelivery.com ScottAmbler.com Disciplined Agile Delivery Disciplined Agile Delivery © Scott Ambler + Associates 66
  • 67. Would You Like This Presented to Your Organization? Contact us at ScottAmbler.com © Scott Ambler + Associates 67
  • 68. Scott Ambler + Associates is the thought leader behind the Disciplined Agile Delivery (DAD) framework and its application. We are a boutique IT management consulting firm that advises organizations to be more effective applying disciplined agile and lean processes within the context of your business. Our website is ScottAmbler.com We can help © Scott Ambler + Associates 68
  • 69. Additional Slides © Scott Ambler + Associates 69
  • 70. Shuhari and Disciplined Agile Certification At the shu stage you are beginning to learn the techniques and philosophies of disciplined agile development. Your goal is to build a strong foundation from which to build upon. At the ha stage you reflect upon and question why disciplined agile strategies work, seeking to understand the range of strategies available to you and when they are best applied. At the ri stage you seek to extend and improve upon disciplined agile techniques, sharing your learnings with others. © Scott Ambler + Associates 70
  • 71. Scrum Extreme Programming LeanKanban DAD is a Hybrid Framework © Scott Ambler + Associates 71 Unified Process Agile Modeling Agile Data“Traditional”Outside In Dev. DevOps …and more DAD leverages proven strategies from several sources, providing a decision framework to guide your adoption and tailoring of them in a context-driven manner. SAFe
  • 72. Disciplined Agilists Take a Goal Driven Approach © Scott Ambler + Associates 72 Goal Factor Advantages Disadvantages Considerations * Option Default Option * Explore the Initial Scope Form the Initial Team Address Changing Stakeholder Needs Source Team size Team structure Team members Geographic distribution Supporting the team Availability Indicates a preference for the options towards the top Co-located Partially dispersed Fully dispersed Distributed subteams
  • 73. © Scott Ambler + Associates 73 Governance is Built Into DAD •  Governance strategies built into DAD: –  Risk-value lifecycle –  Light-weight milestone reviews –  “Standard” opportunities for increased visibility and to steer the team provided by agile –  Enterprise awareness –  Robust stakeholder definition
  • 74. Collaboration Pattern: Enterprise IT Team •  Individuals are members of both a delivery team and an enterprise team •  Common examples include: –  Architecture Ownership Team (Enterprise Architecture) –  Product Ownership Team (Product Management) –  Product Delivery Office (Portfolio Management) •  The delivery teams determine who will be in the enterprise role for them •  Potential scheduling challenges for the people in the enterprise roles due to multi-team commitments •  The leaders of each enterprise team may be a full time position © Scott Ambler + Associates 74 Enterprise Team Delivery Team
  • 75. Example: Architecture Ownership (AO) Team © Scott Ambler + Associates 75 •  Responsible for developing the architecture/technology roadmap •  Delivery teams determine who the architecture owner (AO) is, and that person becomes part of the AO team •  The AO team meets regularly to evolve the roadmap based on the hands-on learnings from the AOs •  Ecommerce organization: 7 person AO team (of 250 IT people) •  Software product org: 10 person AO team (of 130 IT people)
  • 76. Collaboration Pattern: Services Team •  Specialized services teams fulfill requests from delivery teams •  Common examples of specialized services: –  Infrastructure/network –  Database administration –  Security –  Facilities •  The specialized services team will often have a service level agreement (SLA) that the work to •  Potential for the services team to become a bottleneck •  They may supply specialists on a short term basis to some delivery teams © Scott Ambler + Associates 76 Delivery Team Service Team Service Request Service
  • 77. Example: Database Administration (DBA) Team © Scott Ambler + Associates 77 •  Responsible for supporting database development and database operation in production •  The delivery team submits a request, the DBA Team prioritizes it and then fulfills it •  Ecommerce org: 5 person team (of 250 IT people) •  Software org: 2 person team (of 40 IT people)