10-Year Retrospective of Agile - BCS Agile


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Findings from a 10-year retrospective of Agile held by the BCS Agile Methods SG on 24 Jan 2012 on London(UK) with 100 attendees and over 500 years of Agile experience

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10-Year Retrospective of Agile - BCS Agile

  1. 1. agile.bcs.org10-Year Retrospective of AgileWhat have we learned from the last 10 years?What can we expect over the next 10 years? #BCSagile
  2. 2. agile.bcs.orgCraig Cockburn•  Chartered Fellow of the British Computer Society•  B.Sc. Hons, Computer Science Edinburgh University•  M.Sc. (Medal, Distinction) Large Software Systems Development, Edinburgh Napier University•  Freelance Agile Consultant, Project and Programme Manager, Agile Facilitator and ScrumMaster•  Qualified and experienced in both Scrum and DSDM, including DWP £2Bn Agile programme•  Member of BCS Agile Specialist Group Committee•  No relation to Alistair Cockburn of the Agile Manifesto (however in both cases it is pronounced Coburn)Full contact details, biography, papers, awards: http://www.CraigCockburn.com [LinkedIn]
  3. 3. agile.bcs.orgBrief History of BCS•  1957 - Formed from the London Computer Group•  1966 - Obtains charitable status•  1984 - Granted a Royal Charter•  2004 - Creation of Chartered IT Professional•  2009 - Rebrand as Chartered Institute for ITBCS Today•  70,000+ members worldwide•  Over 100 regional, international and Special Interest Groups•  BCS Certifications (previously known as ISEB)•  BCS Policy Hub•  BCS SFIA+ (Skills Framework for the Information Age)
  4. 4. agile.bcs.orgBCS MissionEnable the information society.Promote wider social and economic progress through the advancement ofinformation technology science and practice.•  Bring together industry, academics, practitioners and government to share knowledge•  Promote new thinking•  Influence the development of computing education•  Shape public policy and inform the public.Further Information: http://www.bcs.org/category/11280
  5. 5. agile.bcs.orgBCS & the Public SectorStrategic Objective:Informing public policy on how IT can contribute tosociety•  Contribute to government policy consultations•  Conduct research on IT-related topics•  Publish guidance on topics with wide public interestFurther Information: www.bcs.org/category/11281
  6. 6. agile.bcs.orgBCS Agile Methods Specialist GroupFormed 24 January 2012Focuses on the implementation and promotion of Agile methods covering all thedisciplines in the lifecycle of a project.The Agile Methods SG is method-agnostic and promotes the values andprinciples captured in the Agile Manifesto.17 members in the committee with over 100 years combined Agile experienceFurther Information: http://agile.bcs.org
  7. 7. agile.bcs.org10 Years of AgileStrengths & Weaknesses of the PastOpportunities & Threats in the Future #BCSagile
  8. 8. agile.bcs.org10 Years, 10 areas to analyseAREAS RETROSPECTIVE PARTICIPANTS 1.  Agile Manifesto & Principles •  100 attendees 2.  Agile Frameworks •  >500 years of Agile expertise available 3.  Agile Implementation 4.  Enterprise Agile AGILE METHODS EXPERTISE 5.  Business / Corporate Agile •  94% Scrum 6.  Agile and People •  69% XP 7.  Agile in the Public Sector •  55% Kanban / Lean 8.  Agile in Regulated Environments •  50% DSDM / Agile PM 9.  Agile Tooling •  45% Behaviour Driven Development (BDD) 10.  Agile & the BCS •  12% Feature Driven Development (FDD) & Lean StartUp ROLES PRESENTFurther Information: Senior Managers, Transformation Consultants,http://bit.ly/BCSAgileRetroPhotos Coaches, ScrumMasters, Project Managers, Developers, Testers, Business Analysts, etc.
  9. 9. agile.bcs.orgThe Agile ManifestoVALUES PRINCIPLESIndividuals and interactions 1.  Satisfy the customer through valuable delivery over processes and tools 2.  Welcome changing requirementsWorking software 3.  Deliver working software frequently over comprehensive documentation 4.  Business people and developers must work together dailyCustomer collaboration over contract negotiation 5.  Build projects around motivated individualsResponding to change 6.  Face-to-face communications over following a plan 7.  Working software is the primary measure of progress 8.  Promote sustainable paceOver != No 9.  Technical excellence and good design 10.  Simplicity is essential 11.  Self-organizing teamsFurther Information: www.agilemanifesto.org 12.  Inspect and Adapt
  10. 10. agile.bcs.org Agile Manifesto & Principles Does this still reflect the agile community? Should it be changed? •  Provides simple and strong messages around •  Applying the Agile mindset to organisations values and principles •  Emergence of Organisational Agility OPPORTUNITIES •  Recognises the value of teams and humanity •  Focus on the principles in the manifestoSTRENGTHS •  Re-focused minds into better ways of working •  Overlap with the principles in Lean •  Acknowledge the need for an empirical process in complex IT enviroments •  Unchanged for 10+ years. Risk of failing to •  Method-wars making us forget about the spirit of Inspect and Adapt the ManifestoWEAKNESSES •  Simplicity leads people to believe they are Agile •  Mainstream adoption creating rigid practices THREATS when they are not •  Losing focus on the principles, mindset & ways •  Software-centric hindering its adoption in the of working business domain •  Commercialisation of Agile into a silver bullet solution
  11. 11. agile.bcs.org Agile Frameworks Is there any one ‘single answer’? Do the frameworks integrate? •  Adherence to the Agile Manifesto principles •  Framework maturity and evolution •  Very simple popular frameworks such as Scrum •  Emergence of scalable Hybrid Corporate Agile OPPORTUNITIES Solutions •  Large robust frameworks such as DSDMSTRENGTHS •  Agile penetrating the Programme and Project •  Flexibilty to deploy scalable hybrid solutions (eg. Management layers AgilePM + Scrum + XP) •  Partial adoption of the frameworks •  Frameworks sold as a silver bullet solution •  Each framework using different terms for the •  Scrumdamentalism - Near-religious rigid thinkingWEAKNESSES same practice and implementation of frameworks THREATS •  Emergence of rigid use of the frameworks •  Client / Supplied interactions still not fully addressed •  Use of "Ghetto-language" may be a barrier to business buy-in - e.g. pigs and chickens
  12. 12. agile.bcs.org Agile Implementations Have the implementations within organisations been agile or ‘fragile’? •  Large body of successfully implemented projects •  The Agile Journey. Actively coached small steps towards the right mindset. •  Incremental delivery of working products OPPORTUNITIES •  Pragmatic Agile with solid foundations moving •  Permission to fail (fast) and learn for mistakesSTRENGTHS Agile outside of the software space •  Emergence of robust and reputable Agile training and qualifications •  Successful delivery will increase trust •  Poor training leading to expectation of immediate •  Lack of understanding of the values and results principles of AgileWEAKNESSES •  Mainstream adoption is "Fragile". Large projects •  Lack of training and certifications. Anyone can THREATS failing claim to be Agile •  Agile Delivery in Waterfall Organisations (Water- •  Rigid implementations of Agile (eg. No PMO in Scrum-Fall) producing cultural and language Scrum) clashes
  13. 13. agile.bcs.org Enterprise Agile Have we seen implementations across portfolio, programme and project management? •  Changing Organisational mindset •  Agile HR - Enterprises rewarding teams and successful delivery •  Managers becoming leaders of people OPPORTUNITIES •  Whole company adoption of Agile (e.g. Yahoo!) - •  Delivering quality at the core of the enterpriseSTRENGTHS Use of Agile at all levels •  Quick delivery, less waste and frequent reviews •  Introducing Enterprise Agility Audits / Assessments •  Resistance to change at management levels •  Are the Agile Experts really Agile? •  Information silos - Openness and transparency •  Lack of objective measures to claims of AgilityWEAKNESSES seen as a weakness •  Agile is a threat to existing processes, roles and THREATS •  Multi-site implementations make collaboration mindsets (vested interests will resist change) difficult •  Company policies and mindset reward Agile anti- patterns
  14. 14. agile.bcs.org Business / Corporate Agile Has Agile penetrated the non-IT space? Is it likely to? •  Lean (since 1940s) •  A framework that could be adopted to bring collaboration to business problems •  Quick way for business to establish competence OPPORTUNITIES of IT developers •  Talk about it in "pace setter" wordsSTRENGTHS •  "IT Bods" should also focus on the business change aspects of their agile developments •  Agile will penetrate the non-IT space in the future •  Can a business measure value rather than cost? •  Speed of delivery may not allow business •  Annual budget cycles encourages short-termism change aspects to keep up - Training & org •  Agile should be introduced more to the business structureWEAKNESSES THREATS •  Now aware of this happening •  Agile is an "IT thing" •  Agile has been marketed as an "IT thing" •  Agile is designed for Software development and not for the business •  Needs a framework. Needs examples
  15. 15. agile.bcs.org Agile & People Is enough emphasis placed on the human aspects of Agile? •  Agile ties into human motivation factors (skills, •  Create Leaders not Managers autonomy, recognition, etc) •  Change the conversations: People are the core OPPORTUNITIES •  Agile has already demonstrated its own benefit assets of any businessSTRENGTHS •  Proud capable professionals can become better •  Organisational Agile can realign HR departments every day to reward teams •  The journey is as important as the destination •  Skilled & motivated people bring significant business benefit •  More focus on the methods than on people •  Fear of change •  Emerging elitism and zealots amongst Agile •  Management hostility to collective responsibilityWEAKNESSES teams and decisions THREATS •  Agile people seeing non-Agile colleagues as "the •  Differences in team skills, culture and location enemy”
  16. 16. agile.bcs.org Agile in the Public Sector Has Agile in the Public Sector happened previously? Will it succed? •  Agile becoming mainstream across government •  Great opportunity for Agile to really prove itself in http://www.cabinetoffice.gov.uk/content/ a more regulated setting government-ict-strategy-strategic- OPPORTUNITIES •  Huge opportunity for Agile to scale to projectsSTRENGTHS implementation-plan much larger than previously (e.g. £2Bn Universal •  Agile techniques to be used in 50% of major Credit programme) ICT-enabled programmes by April 2013 •  APM Group promoting AgilePM certification •  It is now Government Policy that all application development projects must be split up into 4 month chunks of work (Liam Maxwell, Deputy government CIO) •  DSDM not widely seen as the closest Agile •  Procurement and legal processes equivalent to PRINCE2 •  Adverse press commentsWEAKNESSES •  Much less experience with Agile than PRINCE2, •  May be seen as risky or lightweight THREATS may take a while to embed cultural change •  Change programme needed and training as part •  Fewer in-house experts of any initial rollout - may take a while before •  No clear audit strategy or gate equivalent people become fully effective •  Not clear where Agile fits in with MSP •  3rd parties may be physically remote, •  Security issues around some collaboration tools and technology issues for cloud tools (IE6)
  17. 17. agile.bcs.org Agile in Regulated Environments Agile & fixed price contracts. Agile where things must be legally implemented •  Agile embraces change and helps cope when •  Introduce "Fixed Monthly Rate" contracts that regulations change share interests, risks, costs and benefits between partner organisations OPPORTUNITIES •  FDA guidelines explicitly allow iterative/STRENGTHS incremental life cycles •  Publish "Agile Adoption Patterns" guide organisations to adopt Agile •  Success in medical software and local government •  Work with Regulatory Authorities to meet regulations while working in Agile •  Some charities using Agile internally •  Regulatory environments perceived not to offer •  Poorly implemented Agile could create a bad flexibility in scope reputationWEAKNESSES •  Agile needs significant investment of time from •  Existing providers make money from change THREATS the business control & resist robust Agile •  Current Regulation requires documented •  Legal teams need time to do a detailed analysis waterfall step threat •  Auditing of Agile is not well defined •  Current ways of working have rigid processes in place
  18. 18. agile.bcs.org Agile Tooling Do we have a good portfolio of Agile planning & delivery tools? •  Low-Tech for new teams •  Evolving tools to mimic the visibility and customisation of low-tech alternatives •  Great tools for mature teams OPPORTUNITIES •  Tablet-based applications for mobile teams •  Tools demonstrate control and instill prideSTRENGTHS •  Tools that fully scale to corporate environments with many products and teams •  Formal high level management reporting •  Teams start using tools before they are •  Tool vendors creating the need for tools comfortable using Agile •  Tools linked to specific methods and notWEAKNESSES •  Companies can be fixated on the tool and not on supporting hybrid models THREATS what Agile means •  Lack of a scalable tool may block agile adoption •  Most tools do not scale well in very big companies •  Tools can become information black holes
  19. 19. agile.bcs.org Agile and BCS Has BCS done any work on Agile before? What should we do next? •  BCS Software Practice Advancement group •  Provide a method-neutral expert voice in the (Development), SIGIST (Testing) and PROMS-G Agile market (Project) SGs already shown interest in Agile OPPORTUNITIES •  Establish BCS (Generic) Agile Certifications andSTRENGTHS •  BCS Agile Methods SG focuses on method Agile Implementation Audits neutral Agile values and principles •  BCS backing can help influence non-IT functions •  BCS has strong reputation and connections as a (e.g. HR, Finance) professional body •  Draw on wide experience and be a single point •  Leading Agile professionals already members of of reference for government BCS •  BCS lags behind other Agile groups •  Agile will become institutionalised and lose its power to challenge and adapt •  No specific focus on Agile until nowWEAKNESSES •  Become too focused on specific methods or •  No BCS Certification (ISEB) on Agile THREATS products (sales pitches not practice) •  Agile falls out of favour
  20. 20. agile.bcs.orgActions from the RetrospectiveCOMPLETED STORIES •  Upload the raw retrospective materials online •  Present the main retrospective findings back to the Agile communityWORK IN PROGRESS •  Publish article(s) based on the retrospective findings •  Organise event on "Scaling Scrum" (event with Craig Larman on 22 May)BACKLOG STORIES •  Other follow-up events on specific retrospective areas •  Establish partnerships with reputable training partners •  Introduce BCS Agile CertificationsOUR COMMUNITY. ADD YOUR STORIES!
  21. 21. agile.bcs.orgKeep in TouchCRAIG COCKBURN NEXT EVENTSWeb www.craigcockburn.com Software Craftmanship (sold out)Email craig@siliconglen.com 23 April 2012, LondonTwitter @siliconglen Large-Scale Scrum with Craig Larman 22 May 2012, LondonBCS AGILE METHODS SG Next Generation Testing ConferenceWeb agile.bcs.org 23 May 2012, LondonEmail agile.sg@bcs.orgTwitter @BCS_Agile Complexity, Governance and the Agile Team 7 June 2012, LondonLinkedIn BCS Agile Methods SG Kanban the hard way with Mike Burrows 13 June 2012, Manchester
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