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Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
Agile 2013 presentation, tom grant
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Agile 2013 presentation, tom grant

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  • Nick D’Aloisio, sold for “tens of millions of dollars”
  • Transcript

    • 1. Agile In The Real World: Gone Mainstream, Creating Bigger Waves, Making Course Corrections Tom Grant, Ph.D. Senior Analyst, Forrester Research
    • 2. © 2013 Forrester Research, Inc. Reproduction Prohibited 2 Thanks to Israel Gat for that joke
    • 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. © 2013 Forrester Research, Inc. Reproduction Prohibited How successful is Agile? 4 ?
    • 5. © 2012 Forrester Research, Inc. Reproduction Prohibited Agile has streamlined development… 5 *
    • 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. 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. © 2013 Forrester Research, Inc. Reproduction Prohibited Powerful connection to other disruptive forces 8
    • 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. © 2013 Forrester Research, Inc. Reproduction Prohibited Agile is blurring boundaries between activities
    • 11. © 2013 Forrester Research, Inc. Reproduction Prohibited Which is all good news because… 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. © 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. © 2013 Forrester Research, Inc. Reproduction Prohibited Uncontrollable demand is destructive 15 Commitments Technical debt Resourcing Heroism Learning Planning
    • 15. © 2013 Forrester Research, Inc. Reproduction Prohibited 16 Complex, prescriptive SDLCs are derailing under stress
    • 16. © 2013 Forrester Research, Inc. Reproduction Prohibited We’re not in a “post-Agile” world yet
    • 17. © 2013 Forrester Research, Inc. Reproduction Prohibited How do we address some of the immediate challenges? 18 ?
    • 18. © 2013 Forrester Research, Inc. Reproduction Prohibited 19
    • 19. © 2013 Forrester Research, Inc. Reproduction Prohibited 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. © 2013 Forrester Research, Inc. Reproduction Prohibited 22
    • 22. © 2013 Forrester Research, Inc. Reproduction Prohibited
    • 23. © 2013 Forrester Research, Inc. Reproduction Prohibited 25 Why not other activities?
    • 24. © 2013 Forrester Research, Inc. Reproduction Prohibited SPRINTSPRINTSPRINTSPRINT 26 Prioritization UX Quality Quality UX Architecture Architecture Prioritization Design Design TECHNICALBUSINESS Value Value
    • 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. © 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. 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. © 2013 Forrester Research, Inc. Reproduction Prohibited What does the future look like? 30 ?
    • 29. © 2013 Forrester Research, Inc. Reproduction Prohibited Agile adoption means crossing a major chasm 31
    • 30. © 2013 Forrester Research, Inc. Reproduction Prohibited The organization must be ready for COMMITMENT Experimentation Noble failure Measurement Adjustment Transparency Self-reliance Collaboration
    • 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. © 2013 Forrester Research, Inc. Reproduction Prohibited If you’re committed to transformation…
    • 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. © 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. © 2013 Forrester Research, Inc. Reproduction Prohibited 37 We are headed towards a deep division between two types of software development organizations
    • 36. © 2013 Forrester Research, Inc. Reproduction Prohibited “The curve” is really a chasm 38 Not committed to transformation Committed to transformation
    • 37. © 2013 Forrester Research, Inc. Reproduction Prohibited Where would you rather live? 39
    • 38. © 2013 Forrester Research, Inc. Reproduction Prohibited How do we avoid dystopia?
    • 39. © 2013 Forrester Research, Inc. Reproduction Prohibited 41 DEEPEN AGILE ADOPTION
    • 40. © 2013 Forrester Research, Inc. Reproduction Prohibited 42 Accelerate the trip down the cone of uncertainty
    • 41. © 2013 Forrester Research, Inc. Reproduction Prohibited 43 Hone strategies for adoption beyond the single team
    • 42. © 2013 Forrester Research, Inc. Reproduction Prohibited 44 Make flow the connection between Agile and ALM
    • 43. Methods High value software Tools The business Delivered more frequently Delivered more reliably Platforms Organization Teams Trust
    • 44. © 2013 Forrester Research, Inc. Reproduction Prohibited 46 EMBRACE DISRUPTION
    • 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. © 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. © 2013 Forrester Research, Inc. Reproduction Prohibited 49 CHANGE ROLES AND RESPONSIBILITIES
    • 48. © 2013 Forrester Research, Inc. Reproduction Prohibited Change roles and responsibilities Beyond the product owner Beyond the Scrum Master
    • 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. © 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. © 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. 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. © 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. © 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. © 2013 Forrester Research, Inc. Reproduction Prohibited Customers must be partners in innovation 57 ORDER GIVERS Clarity Priority Context Availability Roadmap
    • 56. © 2013 Forrester Research, Inc. Reproduction Prohibited 58 The customer must learn something about how development organizations work. 58
    • 57. © 2013 Forrester Research, Inc. Reproduction Prohibited 59
    • 58. Thank you Tom Grant +1 650.581.3846 tgrant@forrester.com

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