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2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
2 Fast 2 Furious - When Organizations become too Agile
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2 Fast 2 Furious - When Organizations become too Agile

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Declaring yourself "Agile" no longer means you're automatically cool or competitive. It might have in the olden days, when teams would be considered agile if they did 5 releases a year--but the word …

Declaring yourself "Agile" no longer means you're automatically cool or competitive. It might have in the olden days, when teams would be considered agile if they did 5 releases a year--but the word today has assumed a completely different meaning. Now, many organizations will happily admit to doing multiple releases a day. The problem is this: the majority of self-styled agile teams focus on speed, innovation and change, but very few focus on results.

This session takes a look at what happens when organizations become too agile, and how this addiction can become terminal for the business. We'll cover real-life examples outlining the challenges and pain points of organizations striving to be agile. It will also offer top tips for dev teams to do agile the "right" way, helping them better manage change and understand the real impact that frequent releases have upon their business.

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  1. 2 FAST 2 FURIOUS When Organizations Become Too Agile ays @BurtonS Stephen Burton Tech Evangelist, AppDynamics
  2. ABOUT ME• Developer• Product Manager• Tech Evangelist• Part-time Superhero
  3. AGILE
  4. SCRUM
  5. EXTREME PROGRAMMING
  6. REASONS FOR BEING AGILEIts Cool and Everyone is doing it Hate Process, Plans and Docs Don’t want to Fail aking lots of Money ing and m mpetitive Edge, Winn Co
  7. AGILE MANIFESTOIndividuals and interactions over processes and toolsWorking software over comprehensive documentationCustomer collaboration over contract negotiationResponding to change over following a plan
  8. LIFE IN THE FAST LANE• Continuous Incremental Release Cycles• Rapid & Flexible Response to Change• Automation • Nightly Builds • Unit & Integration Testing • Deployment
  9. HOW FAST ARE YOUR RELEASE CYCLES? AppDynamics 2011 Survey: 250+ respondents Monthly 17% 1/3 Experienced 2+ Months Severity 1 58% 21% Weekly Incident Each Month 3% Daily Source: http://www.appdynamics.com/blog/2011/12/14/storm-clouds-in-2012-summary-of-appdynamics-apm-customer-survey/
  10. Too Much Change Can Kill You
  11. REAL-LIFE EXAMPLES When Agile turns to Fragile
  12. MEDIA CUSTOMER OUTAGE ThroughputResponse Time Pool Limit Pool Usage FailedTransactions Root Cause: Excessive getConnections() per Transaction
  13. E-COMMERCE SLOWDOWNRoot Cause: Excessive Data Access (750+ queries per transaction)
  14. INSURANCE SLOWDOWN Root Cause: Query too much data
  15. RETAIL CUSTOMER OUTAGE46,463 Checkouts in the Day 2,492 were impacted Avg. EUR 57 per Checkout Cost of Deadlock: ~EUR 142,000 Root Cause: Cache wasn’t thread safe
  16. TELCO SLOWDOWN Root Cause: Object Locking
  17. E-COMMERCE SLOWDOWN Root Cause: Developer was too committed ;-)
  18. 3 KEY THINGS IMPACT PERFORMANCE & AVAILABILITYConcurrency Data Volume Resource
  19. WHY DO RELEASES CRASH AND SLOW DOWN? Development QA/Test ProductionConcurrency Data Volume Resource Concurrency Data Volume Resource Concurrency Data Volume Resource
  20. DO YOU DOPERFORMANCE TESTING ON EVERY RELEASE? Be Honest.
  21. THE PROBLEM• Reproducing Production isn’t fast, easy or cheap • SOA, Databases, 3rd Party Services • Cloud Platforms aren’t Mature Enough• Endless battle to update Test Scripts• Functional over Non-Functional requirements
  22. What’s this?
  23. THE NEW PORSCHE SUPER CAR• 918 Spyder • 600,000 Euro’s and 150,000 Deposit • 3 Engines & 50 Onboard Computers • 780bhp & 950Nm (0-100Km/h in 3 secs) • 94mpg & 70g CO2/KM
  24. WHAT IS PORSCHE FAMOUS FOR?Engineering Excellence Winning RacesInnovation Quality Smug Owners Bad Drivers
  25. ENGINEERING EXCELLENCE IS HIDDEN
  26. JUST LIKE IN APPLICATIONS
  27. WHAT MATTERS IS The User ExperienceHandling, Performance, Sound, Reliability, Comfort, Looks
  28. WHY?Engineering Excellence alone doesn’t sell cars.
  29. WHY ARE PORSCHE SUCCESSFUL?• Engineering & Innovation • PDK, VTG, PCCB, PTM, PASM• Automation & Efficiency • Resource, Build Assembly, Unit & Integration Testing• User Experience Testing • Thousands of test miles (e.g. Nurburgring, Nardo, ...) • No Compromise Approach
  30. WORKING SOFTWARE CAN BE FUNCTIONALLY PERFECT But what about the End User Experience?
  31. DELIVERING USER EXPERIENCE• Worlds #1 Travel Portal • 4 Dev Teams in 4 Locations• 3 Teams each do 3 week sprints• 1 Team Tests in Production
  32. ISN’T TESTING INPRODUCTION SCARY? Only if you don’t manage the risks.
  33. #1 TRAVEL PORTAL• Partially Deploy new release to 2/200 Production JVM’s• Leverage Tools (Application Performance Management)• Deploy, Monitor, Optimize, Patch, Deploy• Deploy to 50 & 200 JVMs once Dev is confident• Being Agile isn’t just a Development Exercise
  34. SUMMARY• Deliver User Experience not just Code• Test with Production Data or Test in Production• Be Agile in Production not just Development• Agile is about Business Results not Frequent Change• Deliver Tangible Success, Ask for a Pay Rise!
  35. THE USUAL SHAMELESS PITCH AT THE END OF A KEYNOTE• Performance Issues? • Visit our JAX Booth for a demo• We’re hiring with 23 open reqs • www.appdynamics.com/careers.php
  36. THANK YOU & STAY AGILE!

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