Agile In The Real World:
Gone Mainstream, Creating Bigger
Waves, Making Course Corrections
Tom Grant, Ph.D.
Senior Analyst...
© 2013 Forrester Research, Inc. Reproduction Prohibited 2
Thanks to
Israel Gat
for that joke
© 2013 Forrester Research, Inc. Reproduction Prohibited
Agile has been a revolutionary force
that definitely improves soft...
© 2013 Forrester Research, Inc. Reproduction Prohibited
How successful
is Agile?
4
?
© 2012 Forrester Research, Inc. Reproduction Prohibited
Agile has streamlined development…
5
*
© 2013 Forrester Research, Inc. Reproduction Prohibited 6
TOP 5 reported benefits: Improved quality (56%)
More opportuniti...
40%
17%
13%
12%
19%
Less than 25%
Between 25% and 49%
Between 50% and 74%
Between 75% and 99%
100%
“How many development t...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Powerful connection to other disruptive forces
8
© 2012 Forrester Research, Inc. Reproduction Prohibited
Agile has adopted to real-world circumstances
9
WATER SCRUM FALL
R...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Agile is blurring boundaries between activities
© 2013 Forrester Research, Inc. Reproduction Prohibited
Which is all good news because…
12
© 2013 Forrester Research, Inc. Reproduction Prohibited
*Base: 3,616 business decision-makers world-wide.
Source: Forrsigh...
© 2013 Forrester Research, Inc. Reproduction Prohibited
0% 20% 40% 60% 80% 100%
Mobile
Cloud (including SaaS, PaaS, and
ot...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Uncontrollable demand is destructive
15
Commitments
Technical debt...
© 2013 Forrester Research, Inc. Reproduction Prohibited 16
Complex, prescriptive SDLCs
are derailing under stress
© 2013 Forrester Research, Inc. Reproduction Prohibited
We’re not in a “post-Agile” world yet
© 2013 Forrester Research, Inc. Reproduction Prohibited
How do we
address some of
the immediate
challenges?
18
?
© 2013 Forrester Research, Inc. Reproduction Prohibited 19
© 2013 Forrester Research, Inc. Reproduction Prohibited 20
© 2013 Forrester Research, Inc. Reproduction Prohibited
TESTING
Realistic
Automated
Thorough
DEPLOYMENT
Consistent
Managea...
© 2013 Forrester Research, Inc. Reproduction Prohibited 22
© 2013 Forrester Research, Inc. Reproduction Prohibited
© 2013 Forrester Research, Inc. Reproduction Prohibited 25
Why not
other
activities?
© 2013 Forrester Research, Inc. Reproduction Prohibited
SPRINTSPRINTSPRINTSPRINT
26
Prioritization UX
Quality
Quality
UX
A...
© 2013 Forrester Research, Inc. Reproduction Prohibited 27
Developers have better
relationships with Operations
than they ...
© 2013 Forrester Research, Inc. Reproduction Prohibited 28
The #1 and #3 reasons
why software doesn’t
ship on time:
“New a...
5%
15%
25%
8%
20%
26%
Never
Infrequently
After significant landmarks, such
as a major release or the end of a
project
At a...
© 2013 Forrester Research, Inc. Reproduction Prohibited
What does the
future look like?
30
?
© 2013 Forrester Research, Inc. Reproduction Prohibited
Agile adoption means crossing a major chasm
31
© 2013 Forrester Research, Inc. Reproduction Prohibited
The organization must be ready for COMMITMENT
Experimentation
Nobl...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Sample commitment: CONTINUOUS INTEGRATION
33
Check into a single b...
© 2013 Forrester Research, Inc. Reproduction Prohibited
If you’re committed to transformation…
© 2013 Forrester Research, Inc. Reproduction Prohibited 35
0% 5% 10% 15% 20% 25% 30% 35%
We are not planning significant
c...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Why isn’t everyone committed?
36
Lack of leadership
Horizontally f...
© 2013 Forrester Research, Inc. Reproduction Prohibited 37
We are headed towards
a deep division
between two types of
soft...
© 2013 Forrester Research, Inc. Reproduction Prohibited
“The curve” is really a chasm
38
Not committed
to transformation
C...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Where would you rather live?
39
© 2013 Forrester Research, Inc. Reproduction Prohibited
How do we
avoid dystopia?
© 2013 Forrester Research, Inc. Reproduction Prohibited 41
DEEPEN AGILE ADOPTION
© 2013 Forrester Research, Inc. Reproduction Prohibited 42
Accelerate the
trip down the
cone of
uncertainty
© 2013 Forrester Research, Inc. Reproduction Prohibited 43
Hone strategies for
adoption beyond the
single team
© 2013 Forrester Research, Inc. Reproduction Prohibited 44
Make flow the
connection between
Agile and ALM
Methods
High value
software
Tools
The business
Delivered
more
frequently
Delivered
more
reliably
Platforms
Organization
Te...
© 2013 Forrester Research, Inc. Reproduction Prohibited 46
EMBRACE DISRUPTION
© 2013 Forrester Research, Inc. Reproduction Prohibited 47
Disruptors will compel change anyway
45% of software profession...
© 2013 Forrester Research, Inc. Reproduction Prohibited 48
MOBILE
DEVELOPERS PMO
› New
requirements
media
› New platforms
...
© 2013 Forrester Research, Inc. Reproduction Prohibited 49
CHANGE ROLES AND
RESPONSIBILITIES
© 2013 Forrester Research, Inc. Reproduction Prohibited
Change roles and responsibilities
Beyond the
product owner
Beyond ...
© 2013 Forrester Research, Inc. Reproduction Prohibited
51
BAs
Developers
Testers
Product
owners
Scrum
masters
UX
designer...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Testers must be masters of Test Fu
52
TEST
TECHNICIANS
Test automa...
© 2013 Forrester Research, Inc. Reproduction Prohibited
BAs must be envoys
53
ORDER
TAKERS
Accelerate design
Define roadma...
Actionable
Contextual
Descriptive
What is the
customer
asking for?
How should we
meet the
customer’s
request?
What is the ...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Executives must be sponsors of innovation
55
MONDAY
MORNING
QBs
Go...
© 2013 Forrester Research, Inc. Reproduction Prohibited
56
After adopting Agile, who has
influence over product decisions?...
© 2013 Forrester Research, Inc. Reproduction Prohibited
Customers must be partners in innovation
57
ORDER
GIVERS
Clarity
P...
© 2013 Forrester Research, Inc. Reproduction Prohibited 58
The customer must
learn something about
how development
organiz...
© 2013 Forrester Research, Inc. Reproduction Prohibited 59
Thank you
Tom Grant
+1 650.581.3846
tgrant@forrester.com
Agile 2013 presentation, tom grant
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  • Nick D’Aloisio, sold for “tens of millions of dollars”
  • Agile 2013 presentation, tom grant

    1. 1. Agile In The Real World: Gone Mainstream, Creating Bigger Waves, Making Course Corrections Tom Grant, Ph.D. Senior Analyst, Forrester Research
    2. 2. © 2013 Forrester Research, Inc. Reproduction Prohibited 2 Thanks to Israel Gat for that joke
    3. 3. © 2013 Forrester Research, Inc. Reproduction Prohibited Agile has been a revolutionary force that definitely improves software development and delivery… 3 …But we may be leaving a lot of people behind.
    4. 4. © 2013 Forrester Research, Inc. Reproduction Prohibited How successful is Agile? 4 ?
    5. 5. © 2012 Forrester Research, Inc. Reproduction Prohibited Agile has streamlined development… 5 *
    6. 6. © 2013 Forrester Research, Inc. Reproduction Prohibited 6 TOP 5 reported benefits: Improved quality (56%) More opportunities for mid- course corrections (56%) Overall improved customer and business satisfaction (38%) Better business-IT alignment (37%) Improved time to market (32%) A lot more than velocity
    7. 7. 40% 17% 13% 12% 19% Less than 25% Between 25% and 49% Between 50% and 74% Between 75% and 99% 100% “How many development teams in your organization have implemented Agile practices?” (Select one) Base: 205 IT professionals from organizations that are implementing or have implemented Agile (percentages do not total 100 because of rounding) Source: November 2011 Global Agile Software Application Development Online Survey Agile adoption isn’t superficial We’ll see this pattern again.
    8. 8. © 2013 Forrester Research, Inc. Reproduction Prohibited Powerful connection to other disruptive forces 8
    9. 9. © 2012 Forrester Research, Inc. Reproduction Prohibited Agile has adopted to real-world circumstances 9 WATER SCRUM FALL Resourcing Budgeting Justification Definition Compliance Governance User resistance to change Re-work SPRINT! SPRINT! SPRINT! SPRINT! Planning Requirements Additional testing Release StreamlineStreamline
    10. 10. © 2013 Forrester Research, Inc. Reproduction Prohibited Agile is blurring boundaries between activities
    11. 11. © 2013 Forrester Research, Inc. Reproduction Prohibited Which is all good news because… 12
    12. 12. © 2013 Forrester Research, Inc. Reproduction Prohibited *Base: 3,616 business decision-makers world-wide. Source: Forrsights Business Decision-Makers Survey Q4 2012 Business’ top two priorities for IT: 1. Improve the use of data and analytics to improve business decisions and outcomes 2. Improve IT project delivery performance* Only 30% of business users think that IT is accelerating their success*
    13. 13. © 2013 Forrester Research, Inc. Reproduction Prohibited 0% 20% 40% 60% 80% 100% Mobile Cloud (including SaaS, PaaS, and other components) Open source software (used as part of software developed and/or… Pressure to deliver more Pressure to deliver faster Outsourced work Geographically distributed teams Improved customer experience or user experience Agile New tools (EX: Git) It has made my work harder. It has made my work easier. It has had no effect on my work. How have the following aspects of software development and delivery affected your work? Base: 128 software development professionals worldwide. Source: Forrester ALM survey, Q1 2013
    14. 14. © 2013 Forrester Research, Inc. Reproduction Prohibited Uncontrollable demand is destructive 15 Commitments Technical debt Resourcing Heroism Learning Planning
    15. 15. © 2013 Forrester Research, Inc. Reproduction Prohibited 16 Complex, prescriptive SDLCs are derailing under stress
    16. 16. © 2013 Forrester Research, Inc. Reproduction Prohibited We’re not in a “post-Agile” world yet
    17. 17. © 2013 Forrester Research, Inc. Reproduction Prohibited How do we address some of the immediate challenges? 18 ?
    18. 18. © 2013 Forrester Research, Inc. Reproduction Prohibited 19
    19. 19. © 2013 Forrester Research, Inc. Reproduction Prohibited 20
    20. 20. © 2013 Forrester Research, Inc. Reproduction Prohibited TESTING Realistic Automated Thorough DEPLOYMENT Consistent Manageable Recoverable DELIVERY Complete Configured Immediate RISK Understood Shared Addressed
    21. 21. © 2013 Forrester Research, Inc. Reproduction Prohibited 22
    22. 22. © 2013 Forrester Research, Inc. Reproduction Prohibited
    23. 23. © 2013 Forrester Research, Inc. Reproduction Prohibited 25 Why not other activities?
    24. 24. © 2013 Forrester Research, Inc. Reproduction Prohibited SPRINTSPRINTSPRINTSPRINT 26 Prioritization UX Quality Quality UX Architecture Architecture Prioritization Design Design TECHNICALBUSINESS Value Value
    25. 25. © 2013 Forrester Research, Inc. Reproduction Prohibited 27 Developers have better relationships with Operations than they do with business analysts and business unit managers. Base: 205 IT professionals from organizations that are implementing or have implemented Agile (percentages do not total 100 because of rounding) Source: November 2011 Global Agile Software Application Development Online Survey
    26. 26. © 2013 Forrester Research, Inc. Reproduction Prohibited 28 The #1 and #3 reasons why software doesn’t ship on time: “New and changing requirements” “Unclear requirements.” “Operational bottlenecks” are #6. Base: 128 software development professionals. Source: Forrester ALM survey, Q1 2013
    27. 27. 5% 15% 25% 8% 20% 26% Never Infrequently After significant landmarks, such as a major release or the end of a project At a regular interval of between 6 to 12 months At regular intervals less than 6 months apart Continuously, using data gathered about system usage or other mechanisms Base: 205 IT professionals from organizations that are implementing or have implemented Agile (percentages do not total 100 because of rounding) Source: November 2011 Global Agile Software Application Development Online Survey Here’s that curve again “How often do you measure user/customer satisfaction with the software as delivered?” (Select one)
    28. 28. © 2013 Forrester Research, Inc. Reproduction Prohibited What does the future look like? 30 ?
    29. 29. © 2013 Forrester Research, Inc. Reproduction Prohibited Agile adoption means crossing a major chasm 31
    30. 30. © 2013 Forrester Research, Inc. Reproduction Prohibited The organization must be ready for COMMITMENT Experimentation Noble failure Measurement Adjustment Transparency Self-reliance Collaboration
    31. 31. © 2013 Forrester Research, Inc. Reproduction Prohibited Sample commitment: CONTINUOUS INTEGRATION 33 Check into a single branch Check in multiple times per day Test in a production environment Build the entire package, not just the binaries Unit test rigorously Build after each commit Only test on a clean server Do multiple integrations per day Be transparent to the team
    32. 32. © 2013 Forrester Research, Inc. Reproduction Prohibited If you’re committed to transformation…
    33. 33. © 2013 Forrester Research, Inc. Reproduction Prohibited 35 0% 5% 10% 15% 20% 25% 30% 35% We are not planning significant changes to our methodologies or tools within the next 5 years. We would like to make some significant changes to our methodologies or tools, but we have no current plans. We are planning on making significant changes to our methodologies or tools within the next year. We are in the process of making significant changes to our methodologies or tools. Which of the following statements best describes your software development and delivery organization? Not everyone has that commitment Base: 128 software development professionals worldwide. Source: Forrester ALM survey, Q1 2013
    34. 34. © 2013 Forrester Research, Inc. Reproduction Prohibited Why isn’t everyone committed? 36 Lack of leadership Horizontally fragmentation Problems of scale Technical debt Compliance Poor organizational health Under-investment Out-moded organization Myth of central control Risk-averse culture …And excessive demand
    35. 35. © 2013 Forrester Research, Inc. Reproduction Prohibited 37 We are headed towards a deep division between two types of software development organizations
    36. 36. © 2013 Forrester Research, Inc. Reproduction Prohibited “The curve” is really a chasm 38 Not committed to transformation Committed to transformation
    37. 37. © 2013 Forrester Research, Inc. Reproduction Prohibited Where would you rather live? 39
    38. 38. © 2013 Forrester Research, Inc. Reproduction Prohibited How do we avoid dystopia?
    39. 39. © 2013 Forrester Research, Inc. Reproduction Prohibited 41 DEEPEN AGILE ADOPTION
    40. 40. © 2013 Forrester Research, Inc. Reproduction Prohibited 42 Accelerate the trip down the cone of uncertainty
    41. 41. © 2013 Forrester Research, Inc. Reproduction Prohibited 43 Hone strategies for adoption beyond the single team
    42. 42. © 2013 Forrester Research, Inc. Reproduction Prohibited 44 Make flow the connection between Agile and ALM
    43. 43. Methods High value software Tools The business Delivered more frequently Delivered more reliably Platforms Organization Teams Trust
    44. 44. © 2013 Forrester Research, Inc. Reproduction Prohibited 46 EMBRACE DISRUPTION
    45. 45. © 2013 Forrester Research, Inc. Reproduction Prohibited 47 Disruptors will compel change anyway 45% of software professionals have no plans for changing methodologies or tools 41% are new at mobile applications, and 31% are planning on starting soon Base: 128 software development professionals worldwide. Source: Forrester ALM survey, Q1 2013
    46. 46. © 2013 Forrester Research, Inc. Reproduction Prohibited 48 MOBILE DEVELOPERS PMO › New requirements media › New platforms › New testing capabilities › New deployment options › New expectations › Some of the old ways made sense! › OK, not all of them… › So which can we change or drop?
    47. 47. © 2013 Forrester Research, Inc. Reproduction Prohibited 49 CHANGE ROLES AND RESPONSIBILITIES
    48. 48. © 2013 Forrester Research, Inc. Reproduction Prohibited Change roles and responsibilities Beyond the product owner Beyond the Scrum Master
    49. 49. © 2013 Forrester Research, Inc. Reproduction Prohibited 51 BAs Developers Testers Product owners Scrum masters UX designersPortfolio managers Project managers Technical architects BI professionals Operations staff Executive management Helpdesk staff
    50. 50. © 2013 Forrester Research, Inc. Reproduction Prohibited Testers must be masters of Test Fu 52 TEST TECHNICIANS Test automation Test management Exploratory testing Quality assessment Test re-use Realistic cases
    51. 51. © 2013 Forrester Research, Inc. Reproduction Prohibited BAs must be envoys 53 ORDER TAKERS Accelerate design Define roadmaps Negotiate Communicate necessity Assess value Represent interests
    52. 52. Actionable Contextual Descriptive What is the customer asking for? How should we meet the customer’s request? What is the customer really asking for?
    53. 53. © 2013 Forrester Research, Inc. Reproduction Prohibited Executives must be sponsors of innovation 55 MONDAY MORNING QBs Goal-setting Room to experiment Assessment Top cover Alignment Investment
    54. 54. © 2013 Forrester Research, Inc. Reproduction Prohibited 56 After adopting Agile, who has influence over product decisions? Executives were the only group whose influence decreased. 56
    55. 55. © 2013 Forrester Research, Inc. Reproduction Prohibited Customers must be partners in innovation 57 ORDER GIVERS Clarity Priority Context Availability Roadmap
    56. 56. © 2013 Forrester Research, Inc. Reproduction Prohibited 58 The customer must learn something about how development organizations work. 58
    57. 57. © 2013 Forrester Research, Inc. Reproduction Prohibited 59
    58. 58. Thank you Tom Grant +1 650.581.3846 tgrant@forrester.com

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