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[StepTalks2011] Agility @ Scale - Rien Schot
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[StepTalks2011] Agility @ Scale - Rien Schot

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StepTalks2011 - Agility @ Scale

StepTalks2011 - Agility @ Scale

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[StepTalks2011] Agility @ Scale - Rien Schot [StepTalks2011] Agility @ Scale - Rien Schot Presentation Transcript

  • April 12th, StepTalks 2011, Lisbon
  • www.strongstep.pt/steptalks2011 April 12th, StepTalks 2011, Lisbon
  • Agility @ Scale Rien Schot business leader Rational Systems April 12th, StepTalks 2011, Lisbon
  • The Development Organization’s View
  • Challenges with Agile in the Mainstream Compliance requirement Low risk Critical, Audited Geographical distribution Entrenched process, people, and policyCo-located Global Minimal Significant Agile Development Organization distribution Application complexity (outsourcing, partnerships) Simple, Complex, single multi-platform In-house Third party platform Team size Degree of Governance Under 10 100’s of developers developers Informal Formal
  • Achieving Agility at ScaleDisciplined agile teams:1. Produce working software on a regular basis.2. Do continuous regression testing, and better yet take a Test-Driven Development (TDD) approach.3. Work closely with their stakeholders, ideally on a daily basis.4. Are self-organizing, and disciplined teams work within an appropriate governance framework.5. Regularly reflect, and measure, on how they work together and then act to improve on their findings in a timely manner.
  • How Do You Scale Agile Software Delivery? Focus on the key Agile practices  Match them to your organization, people, maturity, projects, culture……etc… Reinforce the delivery practices that support your teams  Find out what works….grow the skills and practices Change the delivery rhythm, and make it more transparent  Push teams to work in shorter cycles with greater feedback and input Support practices with automated tooling  Help overcome the collaboration and integration issues for larger, distributed teams….make them part of the daily work habits Measure and report to get management buy-in and support  Clearly align technology improvements to business goals, and demonstrate the value to the business
  • The 3 Key Areas for Effective AgileSoftware Delivery Collaboration Automation Visibility Drive organizational Lower costs and improve Continuously improve consensus on quality by automating by measuring progress priorities and improve workflows based on against desired workforce productivity real-time information business outcomes 8
  • Jazz platform fundament for disciplined Agile This unified platform that includes collaboration, automation and reporting dramatically improves the business process of SW delivery Embracing open integration strategies, enables IBM and its partners to leverage and develop best-of-breed solutions Business Product Compliance Planning & & Project & Collaborative Your Management Security Lifecycle Engineering existing Alignment & Software Management Future capabilities Tools 3rd-Party IBM Jazz Capabilities Capabilities Best Practice Processes Administration: Users, Collaboration projects, process Presentation: Storage Mashups Discovery Query
  • Jazz platform fundament for disciplined Agile This unified platform that includes collaboration, automation and reporting Achieving business differentiation dramatically improves the business process of SW delivery with agility and confidence IBM and its Embracing open integration strategies, enables partners to leverage and reality today! is a develop best-of-breed solutions Business Product Compliance Planning & & Project & Collaborative Your Management Security Lifecycle Engineering existing Alignment & Software Management Future capabilities Tools 3rd-Party IBM Jazz Capabilities Capabilities Best Practice Processes Administration: Users, Collaboration projects, process Presentation: Storage Mashups Discovery Query
  • Example: Managing Service Providers at La Caixa 11
  • Example: Managing Service Providers at La Caixa 12
  • Example: Managing Service Providers at La Caixa 13
  • Example: Managing Service Providers at La Caixa 14
  • From: Christian Bornfeld, Group Architect, Danske BankExample: Agile at scale adoption at Danske Bank 2009Total IT expenses Brabrand 4,093(DKK millions)Portion attributable to IT integration expense Lyngby 266(DKK millions) EjbyTotal IT expenses/operating expenses (%) 14.2
  • From: Christian Bornfeld, Group Architect, Danske BankExample: Agile at scale adoption at Danske Bank Timelines, workflows and Work item types Plan layout permissions 2009 Total IT expenses Brabrand 4,093 (DKK millions) Portion attributable to IT integration expense Lyngby 266 Dashboards and reports (DKK millions) Ejby Total IT expenses/operating expenses (%) Integration with HP Quality Center 14.2 Integration with existing task management system
  • From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  • From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  • From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  • From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  • From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  • backup slides
  • Rethinking Software Delivery Analysis Consumers Code/test Production Design Users Automation Automation Automation Creative Behavior Platform Platform Procedural RigorWaterfallProcessPlatform Development Operations Stovepiped Tools Analysis Design Software Consumers Code Delivery Users Automation Automation Implications Creative BehaviorAgile Procedural Rigor AutomationDelivery MeasurementProcess Close Customer RelationshipPlatform Project visibility Development Common Operations Software Delivery Automation Collaborative Automation Platform
  • Critical culture shifts in improving software economics Conventional Governance Agile Governance Activity-based management Results-based management Mature processes, PMI/PMBOK More art than engineering Plan in detail, then track variances Plan/steer/plan/steer… Adversarial relationships Honest collaborative communication Paper exchange, speculation Progressions/digressions, facts Requirements first Architecture (risk mitigation) first Assumes certainty in desired product Admits uncertainties Avoid change Manage change Early false precision Evolving artifacts “More detail = higher quality” Scope (Problem specs) Design (Solution specs) Constraints (Planning specs) Apply too much or too little process Right-size the process Process is primary, blind adherence Desired results drive process Manage variances
  • Thinking Agile means “Measure and Steer”  At onset of program  Report: Establish estimates/variances of effort, cost, establish initial plan  Collaborate: Set initial scope and expectations with stakeholders  Automate: Establish a collaborative development environment  At each iteration, improve estimates and report  Report: Values and variances of progress achieved, quality achieved, resources expended  Collaborate: With stakeholders to refine scope and plans  Automate: Manage changes to plans, baselines, test-beds Initial PlanInitial State Initial Planned Path Uncertainty in stakeholder satisfaction space Variance in estimate to Actual Path complete
  • Mainstream Agile Practices Regular Deployment of Working Software Non-Solo Development Refactoring Continuous Integration Configuration Management Test Driven Development (TDD) Agile Testing Agile Documentation
  • The Agile Construction Lifecycle
  • The Full Agile Delivery Lifecycle
  • STRONGSTEP - INNOVATION IN SOFTWARE QUALITYEmail: geral@strongstep.ptWeb: www.strongstep.ptTelefone: +351 22 030 15 85Rua Actor Ferreira da Silva, UPTEC4200-298 PortoPortugal