1. Agile ComplexityTopic : Is it possible to use Agile methodology forlarge IT Infrastructure projects?
2. Agenda Benefits of Agile Business Drivers Agile Methodology Agile Principles Agile Values Key Reasons for Larger Project Failure Agile in Service Management ITIL Framework Agile, SOA and ITIL Framework Agile & ITIL Framework integration An Agile & SOA approach for Service Management Conclusion
3. Benefits of Agile
4. Business Drivers Agile ◦ Shorter time to market ◦ Rapid changing requirements ◦ Improvement in productivity of team Project Assistance ◦ Access to larger pool of scarce technical resources ◦ Cost Saving ◦ Ability to scale rapidly“At Scale, all Agile development is distributed development….Even the largest or most distributed teams can achieve the faster time to market, highproductivity, and higher team morale that Agile method provides” -Dean Leffingwell “Scaling Software Agility, best practices for larger enterprise”
5. Agile Methodology
6. Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable artifacts Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage. Deliver working artifacts frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development.The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly
7. Agile Values Individuals and their interactions Delivering working software Customer collaboration Responding to change
8. Key Reasons for Large Project Execution Failures Runaway Budgeted cost Visibility Organization and Project Management Practice Defined or Missing Project Objective Ineffective Project Planning Insufficient Project Personal Resources Problems with Suppliers Technical Problems
9. Success Rate of Large Scale Projects Large Programs Success Rates Successful 16% 53% Why Projects / Programs Fail 31% Others Poor Cancelled Technical Problems Organization 11% 4% and ProjectUnder Perform Problems with Suppliers Management 4% Practices 36% Insufficient Project Personnel Resources 10% 15% 20% Ineffective Project Planning Poorly Defined or Missing Project Objectives
11. ITIL Framework Incident Management, Problem Management, Service Request, Service Catalog Requests, Service Service Service Desk and Satisfaction Operations Surveys. Transition Continual Service Lifecycle ServiceImprovement Service Design Service Catalog development , Dashboards creation, CRM Service configuration, Application Development, Fit Gaps, Strategy Testing, etc.
12. ITIL Lifecycle
13. Agile in Service Management Business is Moving Faster and Faster every day ….. And Its challenge for IT to keep pace with it… IT evolves following for time reduction of quality delivery ◦ New Development Methodologies ( Agile) ◦ Approach ( SOA) ◦ IT Service Management Principle (ITIL) ◦ Tools Do Service Management principles stand in the way of rapid development and business responsiveness? An effective application of service management principles executed in concert with these approaches will offer your business customers everything they want: responsiveness, adaptability and reliability Agile, SOA and Service Management are all different Agile is a development methodology. SOA is an architectural approach. Service Management is an operational management framework They are not the same thing, yet they are not mutually exclusive All three of these, while serving different functions, are all really after the same goal. ◦ Value ◦ Adaptability ◦ Integrity
14. Agile, SOA and ITIL v3 Framework Agile is Development methodology SOA is Architectural approach ITIL is Operation Framework, ◦ It leads us to look at it from purely Operational Perspective. ◦ Effective operation management framework needs Solid Service design Service design is center of Service Management Reference to ITIL v3 Service Design book, where we see Service Management, Agile and SOA coming together Effective Service design will leads us to ◦ Effective and efficient change management ◦ Stable and effective operations ( Incident management) ◦ Quicker turnaround for business needs Design Disciplines ◦ to ensure that a service will meet the needs of the business ◦ to enable that service to be adapted quickly to business changes ◦ to enable a sustainable and reliable service environment
15. Agile and ITIL Integration
16. AN AGILE & SOA APPROACH TO SERVICE MANAGEMENT Rebalancing • Well-structured Change and Release Management process can provide an effective means to enable a rapid development approach Iteration • Planning • Change Approvals • Development • Production Release Inclusivity Integrated Discipline • Development teams need to understand that Operations is • Delivering business value fundamentally “on the hook” if • enabling rapid adaptation something breaks in the • maintaining operational integrity environment and need to be sensitive to these needs • Operations teams must become aware that rapid development approaches bring increased susceptibility to environmental Perception changes and require MORE communication and coordination – • Change Management is to control risk not less whereas it should be enabled to meet more business needs as fast as possible • Integrity of Impacted Services • Deployment approach
17. Conclusion Use Agile for “Plan-Design-Build” Take benefit of ITIL for “Operate” ITIL helps to protect the business by focusing on Service availability Agile helps to accelerate the business with new capabilitiesChanging the way you look at Agile, SOA and Service Management isn’t easy. Creating anintegrated and shared discipline that encompasses and spans functional areas in pursuitof common goals takes a lot of work. But by doing this hard work, your IT organizationcan bring together the power of these individual disciplines and use them to speed servicedelivery and deliver exponential value to your customer. -Charles Araujo President and Managing Consultant of CastlePointe