Agile Framework

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Agile Framework

  1. 1.  www.steria.com  Agile Framework April 03, 2009 © Steria
  2. 2.  Agenda  What is Agile?  Why is it relevant?  How should it be Practiced?  Who are the Practitioners? Agile Framework.ppt  www.steria.com
  3. 3.  Imagine Imagine…each time one ordered a  meal at our favorite restaurant, the owners went out shopping for the ingredients to cook.  BMW sells its customers an “Experience”…not an “Automobile”. Even Nano from the Tata Group promotes utility…not cheap parts.  There are 300 years + watch making companies in Geneva who strive at producing “Geneva Certified Quality” watches for customers worldwide, each costing sometimes over a million dollars…and each of these watches containing thousands of tiny parts that are all brought together in a fine precision for life long performance. Is it fair to say that the customers here are buying an investment for generations? Imagine…television 10 years ago…u  got canned stories. With globalization, you have live feeds from anywhere in the world…anytime, anywhere delivered to you as a personal experience.  www.steria.com Agile Framework . ppt
  4. 4. AGILE = CONCURRENCE + COLLABORATION  + COMMUNICATION + CONTINUOUS Agile is a Process and Method to deliver Strategic Business  Outcomes (Not Just Software!): Bringing New Business Models to life faster with “Product & Process ▬ Innovation”. ▬ Integrating the new Business Model with the existing one seamlessly without causing dysfunction to the current operations. ▬ Generating Productivity Innovating on the existing Processes (Out of the Box). ▬ Integrating the Process Innovation with the Operational Continuous Improvement practices (Reengineering). In essence, Agile is about the business being able to achieve  growth and productivity; without compromising one for the other. Agile is about the four C’s – Concurrence, Most critically,  Collaboration, Communication and Continuous. Agile Framework.ppt  www.steria.com
  5. 5. The Agile Framework in a comparative Non –  Manufacturing Business Context We are looking at this comparison because of the origins of Agile. It is an adaptation in the Services Sector from the Manufacturing Principles of Lean & Flow Based Manufacturing. Business & Systems Implementation Program & Projects Artifacts Delivery MANUFACTURING SET - UP PACKAGING OPERATION Enterprise Architecture Business Context Version, Release Management Deployment Localization Customization RETAIL / LOGISTICS DISTRIBUTION CONSUMPTION User Management Reach / Features Reach / Features & Incorporation Function Integration Agile Framework.ppt  www.steria.com
  6. 6.  Hierarchy of Project Prioritization Planning Phases Stages Activities Tasks Responds to Responds to Responds to Responds to Localization Business Unit Functional Enterprise Demands Priorities Priorities Strategic Life Cycle © Steria  www.steria.com 6 Limited 2008
  7. 7.  The Agile Iterative Cycle DEFINITION EXECUTION OUTCOME PHASES STRATEGIC / PROGRAM APPLICATION / ENTERPRISE Iterative Design Iterative Development LEVEL – Business Logic COMPONENTS – TECHNOLOGY VERSION (Value Chain Design) MANAGEMENT EXTERNAL & INTERNAL CUSTOMER UNIVERSE STAGES OPERATIONAL / ,, ENTERPRISE PROJECT LEVEL – COMPONENTS Inherited Business Logic Repository– INTERNAL (Enterprise Process CUSTOMERS Design) ACTIVITIES Business Operational APPLICATION RELEASE BUSINESS OBJECTS Process Design – Policies MANAGEMENT REPOSITORY & Procedures involving & Deployment Core & Support Processes as well as Systems Integration Use Case Design – TASKS ,, CLASS & CODE Straight Flow, Alternate LIBRARIES Flow & Exception Flows with Business Rules & Algorithms Agile Framework.ppt  www.steria.com
  8. 8.  Comparison between Agile Environment & Others Agile is “Business Continuous” Others are discrete Programs / & “Business Iterative” Projects that are event based. • Scan External Environment / • Define ~ ~ ~ Performance • Envision • Scan Internal Environment / • Calibrate Performance DEFINE DESIGN BUILD TEST TRAIN DEPLOY MEASURE • Scan Competitive Environment / • Implement Performance • Deliver • Establish Gaps Usually confused between the distinctions of High Level  • Measure • Define Programs / Projects & Low Level Design. • Measure Business Performance Scope becomes a factor of the ability of the development  team capabilities rather than the priorities of business. Proof Of Proof Of Iteration Cycles are not responding to the multiple  Concept Success dimensions of the business requirements and therefore the complexity. Rather complexity here is only the single dimension of Implementation emerging from Skills / Capability (Divorced from Business Priority) to deliver. Virtually no Business Components library; at best, a  • Define code library available for re-use which is the lowest • Design common denominator from an asset point of view. • Build Problems of Integration faced in implementation more  • Test than in design. • Train SLA driven measurements rather than business  • Deploy outcome driven measurements. • Measure Unified Quality & Standards is a myth. Does not happen!  Programs and Projects are undertaken not just to  Proof Of ease the life of Programmers but to make Business & their Customers successful! Reality Agile Framework . ppt  www.steria.com
  9. 9. The Inter-dependence between Enterprise  Architecture & Business and Systems Artifacts Strategy Customer Demographics & Psychographics Infrastructure Business The Method to Processes deploy including Interconnecting Security, Data the Customer Integrity, Universe with Business Networking & Logic & Rules Communications & Systems Artifacts People Capabilities Applications & Technology Roles Based Integration with Access, Authorization, Current / Legacy Systems Authentication & Willingness to Act Mutually Inclusive Design, Development & Deployment Agile Framework.ppt  www.steria.com
  10. 10. The Inter-dependence between Program &  Projects Planning and Business Context New Ideas and Concepts Existing and / New or Foreseen Business Problems Opportunities Program & Projects Changing Business New Events / Goals & Compliance Objectives Mutually Inclusive Business Context Management Agile Framework.ppt  www.steria.com
  11. 11.  The Offshore – Onshore Discussion Traditional Methods Agile Method   Business Requirements are dictated by Business Requirements are modeled business. They are reactive. collaboratively. They are responsive.   Scope Creep is the major issue. IT clamps the Scope creep will still be the issue. IT will have business to freeze the scope. to lead the scope definition with alternatives.   Business would engage with IT and onshore Business will have to change focus on go companies for fixed period of times on projects offshore to model business artifacts every to provide their inputs and validate the quarter for a few days as part of their job outcomes. responsibility. Dependency is on one –one interaction even Dependency will have to be on one – many   with focus groups and De Bono’s six thinking with the focus on continual evolvement. hats concepts being practiced.  Teams organized as collaborators irrespective Teams organized as two opposing camps –  of shores, based on roles and capabilities. Flow one supervising the other. based manufacturing needs teams with pre- defined roles to complete process loops on  Force fitting Agile into Waterfall and SSADM each line of production. cannot work; especially in an Outsourcing  environment. Agile requires a Shared Services environment to succeed in an Outsourcing / Partnering mode. Program / Project Portal, Telepresencing, WebEx / Live Meeting, Videos, Blogs, Podcasts, Wiki’s, Mashups, Corporate Learning Network and Communities, Resources, Experts, & Training must be leveraged intelligently.  www.steria.com Agile Framework .ppt
  12. 12.  Agile: Critical Success Factor  For Agile to succeed, the connection as shown in the illustration below is extremely important between business and development environment.  The business and its Information Systems building partners must be connected across the EIS, EKS and WMDM environments.  This connect as a Process determines the Concept to Delivery of both; Mind to Market (M2M) and Time to Market (T2M) Solutions for business customers.  If this is a shared environment between Business, its IT Group and external service providers, it can bring about true productivity and growth including the advantage of Open Source Innovation as an Agile Continuous Process; not just as a discrete event however well managed it might be. Transactional Experiential Productivity & Growth Data Information Intelligence Knowledge Applications Innovation Enterprise Enterprise Meta Contextual Data Management Information Knowledge (EMDM) Systems (EIS) Systems (EKS)  www.steria.com Agile Framework.ppt
  13. 13.  The Structure of Meta Data Confidential - Presentation name.ppt  www.steria.com
  14. 14.  The Definitive View of Enterprise Architecture Confidential - Presentation name.ppt  www.steria.com
  15. 15. The Mechanics of Operating an Enterprise  Architecture Confidential - Presentation name.ppt  www.steria.com
  16. 16.  Enterprise Architecture Made Practical Confidential - Presentation name.ppt  www.steria.com
  17. 17.  The Summary of Agile Methodology “Planning” is everything. A Plan is NOTHING! DWIGHT EISENHOWER Confidential - Presentation name.ppt  www.steria.com

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