IT Symposium Agile

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  • Story – The carpool talk of the day… the latest update of Minecraft, training the me, me, me generation to expect enhancements and fixes NOW.
  • Don’t have to look far to see the implications to software driven innovation, just pull up the home screen on my iPhone.
    Deliver Value: Apps that allow me to work, like instant messaging and business collaboration
    Manage Complexity: think about the complexity of banking apps, middleware, backend (mainframe)
    Rapidly Adapt: Hipmunk allowed me to drop the other mainstream travel planning apps, offers flight searches by “agony”
  • Matt
    To reduce risk and improve predictable results many have migrated to an agile approach to help address the pressures of the new normal. There is no doubt that agile helps, in fact according to the Standish Group’s Chaos Manifesto Projects that leverage an agile approach are three times more successful than projects that use a non-agile methodology like waterfall.
    And here’s why… a survey done last year by Projects@Work and the Scrum Alliance found that the Ability to adapt to change is the number one benefit organizations realize when adopting agile, followed by Better customer engagement, improved deliverables, improved communication and better project visibility.
  • Matt
    While there is no doubt that agile projects are far more successful than non-agile projects, organizations still face growing pains when moving beyond a few teams…
    First, agile has seen tremendous success, but there is always room for improvement, organizations need help putting the right agile and development practices in place to improve this success rate by providing a consistent process framework and tools that help them support their best practices.
    Second, achieving optimum agile success is really dependent on expanding agile practices beyond development. The true measure of agility is the time it takes a user story to be defined, coded, built, deployed and communicated to your customers, development is only one component of this… operations, sales, marketing must also be included in the process.
    Third, many organizations face growing pains when they begin to expand their agile practice. Tools is a common area of struggle, especially as teams grow, cross project or team dependencies become very difficult to manage with disparate tool infrastructures, not to mention the effort that goes into integrating the tools to assure managers have visibility across their entire portfolio of projects.
  • Facilitate organizational transformation – Through experts with years of expertise in training and coaching in guiding organizations through agile culture shifts
    Deliver what the customer wants – By leveraging collaborative tools and approaches to improve feedback mechanisms
    Deliver when the customer needs it- By applying lean and agile principles in development, operations and the business
    Address the difficult scaling issues – Through proven scaling frameworks automated by integrated tooling
  • Provides a roadmap to become an Agile Business
    Ties Business Strategy to Software Innovation
  • Khurram
    In the early days, agile development was applied to projects that were small in scope and relatively straightforward. Today, organizations want to apply agile development to a broader set of projects. Agile needs to adapt to increasing complexity. Agility@Scale is about explicitly addressing the complexities that disciplined agile delivery teams face in the real world. The agile scaling factors are:
    Geographical distribution. What happens when the team is distributed within a building or across continents?
    Team size. Mainstream agile processes work well for small teams (10-15), but but what if the team is fifty people? One hundred people? One thousand people?
    Compliance requirement. What if regulatory issues – such as Sarbanes Oxley, ISO 9000, or FDA CFR 21 – are applicable?
    Domain complexity. What if the problem domain is intricate ( such as bio-chemical process monitoring or air traffic control), or is changing quickly (such as financial derivatives trading or electronic security assurance). More complex domains require greater exploration and experimentation, including but not limited to prototyping, modeling, and simulation.
    Organization distribution. Sometimes a project team includes members from different divisions, different partner companies, or from external services firms.
    Technical complexity. Working with legacy systems, multiple platforms, or blending disparate technologies can add layers of technical complexity to a solution. Sometimes the nature of the problem is very complex in its own right.
    Organizational complexity. The existing organizational structure and culture may reflect traditional values, increasing the complexity of adopting and scaling agile strategies. Different subgroups within the organization may have different visions as to how they should work. Individually, the strategies can be quite effective, but as a whole they simply don’t work together effectively.
    Enterprise discipline. Organizations want to leverage common infrastructure platforms to lower cost, reduce time to market, and to improve consistency. They need effective enterprise architecture, enterprise business modeling, strategic reuse, and portfolio management disciplines. These disciplines must work in concert with, and better yet enhance, the disciplined agile delivery processes.
    Each scaling factor has a range of complexities associated with it. Each team faces a different combination of factors, and therefore needs a process, team structure, and tooling environment tailored to meet their unique situation.
  • Author Note: Optional Rational slide. Graphic is available in English only.
  • Author Note: Mandatory Rational closing slide (includes appropriate legal disclaimer). Graphic is available in English only.
  • IT Symposium Agile

    1. 1. Go Agile, Scale Agile Continuously Deliver with DevOps to Stay Ahead of the Competition Matt Holitza, Agile Evangelist, IBM IBM Software, Rational
    2. 2. The New Normal Addressing the consumer driven (aka me, me, me) economy 2
    3. 3. The New Normal Deliver the right product at the right time Deliver Value Deliver Value Manage Complexity Manage Complexity Rapidly Adapt Rapidly Adapt
    4. 4. Adopting an agile approach is a great start Agile succeeds three times more often than non-agile projects The Chaos Manifesto, Standish Group 2012 The Chaos Manifesto, Standish Group 2012
    5. 5. Organizations have had success with agile... …yet few have been able to realize the full potential 42 % of agile projects are considered successful 26 % of organizations use agile ONLY in development 65 % of organizations consider [complex] tool integrations a key inhibitor to success Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002; 5 a The Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
    6. 6. Maturing agile organizations are encountering difficult problems How do I get executives to buy-in to agile? ScrumMaster How do I address compliance and governance without impacting the team’s velocity? - PMO Director 6 How do I integrate the strategy of the business with execution in development and support in operations? LOB Executive How do I effectively organize my global development team? - CTO
    7. 7. IBM agility@scale: Powered by DevOps Providing the roadmap and capabilities to achieve better business outcomes Plan / Measure Monitor / Optimize DevOps Continuous Innovation, Feedback and Improvements Develop / Test Release / Deploy “A fool with a tool is still a fool.” – Grady Booch, IBM Fellow Facilitate organizational transformation Deliver what the customer wants Deliver when the customer needs it Address the difficult scaling issues
    8. 8. Facilitate organizational transformation Scaled Agile Framework™ Big Picture
    9. 9. Facilitate organizational transformation Comprehensive Devops Capabilities Product Owners Stakeholders Agile Teams DevOps Lifecycle Operations/Production Plan and Measure Develop and Test Release and Deploy Continuous Business Planning Collaborative Development Continuous Testing Continuous Release and Deployment Monitor and Optimize Continuous Monitoring, Continuous Feedback and Optimization DevOps Foundation Open Lifecycle and Service Management Integration Platform OSLC Best Practices Ecosystem Continuous Innovation, Feedback and Improvements
    10. 10. Deliver what the customer wants
    11. 11. Deliver when the customer needs it Reduce time to customer feedback. Improved customer experience. •Increased new product releases from 30-40 per year to more than 400
    12. 12. Address the difficult scaling issues Team size Under 10 developers Compliance requirements 1000’s of developers Domain Complexity Geographical distribution Co-located Straight -forward Global Enterprise discipline Project focus 12 Rigid Intricate, emerging Organization distribution (outsourcing, partnerships) Enterprise focus Organizational complexity Flexible Critical, audited Low risk Collaborative Contractual Technical complexity Homogenous Heterogeneous, legacy
    13. 13. Geographic Distribution Address the difficult scaling issues Rational CLM team • ~250 Developers, 75 testers, >400 total project staff • ~25 component teams in 19 locations • ~200 builds per day • CLM Integration builds weekly, deployed every 4 weeks to jazz.net Edinburgh Toronto Ottawa Littleton, MA Zurich Beijing Paris Pornichet Yamato Raleigh Beaverton SVL/San Jose Costa Mesa Austin Bangalore El Salto Perth 13 13
    14. 14. Large Teams Address the difficult scaling issues Managing an Enterprise Backlog CLM Overall priorities CLM Program Backlog - Cross-cutting items - Top domain items Top dev actions QM Plan RM Plan CCM Plan - Spikes Foundation Plan 14 DM Plan - Plan Items under development
    15. 15. Compliance Requirements Visibility and Traceability Proof of Code Review User Story without a requirement Fully covered User Story User Story without a test User Story blocked by a defect Links to source code and deployment Address the difficult scaling issues
    16. 16. IBM Rational Recognized As A Leader in ALM The Forrester WaveTM: Application Life-cycle Management Q4 2012* Report Highlights • Highest Scores among all vendors for Current Offering & Strategy“ • “Not only has IBM continued development of its strong suite of products, but it has also stitched them together in a more coherent way.” • [IBM] has also made clearer the use cases it supports ... such as Agile teams and embedded software development" Link to report 16*Forrester Research Inc, October 23, 2012. Forrester Reseah The Forrester Wave™ is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave™ are trademarks of Forrester Research, Inc. The Forrester Wave™ is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.
    17. 17. www.ibm.com/software/rational 17
    18. 18. www.ibm.com/software/rational © Copyright IBM Corporation 2011. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. 18

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