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                  ...
Achieving Agility at ScaleDisciplined agile teams:1. Produce working software on a regular basis.2. Do continuous regressi...
How Do You Scale Agile Software Delivery? Focus on the key Agile practices   Match them to your organization, people, ma...
The 3 Key Areas for Effective AgileSoftware Delivery      Collaboration              Automation                 Visibility...
Jazz platform fundament for disciplined Agile This unified platform that includes    collaboration, automation and report...
Jazz platform fundament for disciplined Agile This unified platform that includes    collaboration, automation and report...
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                     ...
From: Christian Bornfeld, Group Architect, Danske BankExample: Agile at scale adoption at Danske Bank                     ...
From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panason...
From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panason...
From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panason...
From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panason...
From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panason...
backup slides
Rethinking Software Delivery                                    Analysis                                                  ...
Critical culture shifts in improving software economics Conventional Governance                  Agile Governance Activity...
Thinking Agile means “Measure and Steer”  At onset of program     Report:        Establish estimates/variances of effort...
Mainstream Agile Practices Regular Deployment of  Working Software Non-Solo Development Refactoring Continuous Integra...
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 ...
[StepTalks2011] Agility @ Scale - Rien Schot
[StepTalks2011] Agility @ Scale - Rien Schot
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[StepTalks2011] Agility @ Scale - Rien Schot

  1. 1. April 12th, StepTalks 2011, Lisbon
  2. 2. www.strongstep.pt/steptalks2011 April 12th, StepTalks 2011, Lisbon
  3. 3. Agility @ Scale Rien Schot business leader Rational Systems April 12th, StepTalks 2011, Lisbon
  4. 4. The Development Organization’s View
  5. 5. 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
  6. 6. 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.
  7. 7. 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
  8. 8. 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
  9. 9. 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
  10. 10. 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
  11. 11. Example: Managing Service Providers at La Caixa 11
  12. 12. Example: Managing Service Providers at La Caixa 12
  13. 13. Example: Managing Service Providers at La Caixa 13
  14. 14. Example: Managing Service Providers at La Caixa 14
  15. 15. 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
  16. 16. 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
  17. 17. From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  18. 18. From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  19. 19. From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  20. 20. From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  21. 21. From: Robert Baillargeon, SW Engineeing Manager, Panasonic Automotive SystemsExample: Visibility & Transparency at Panasonic Automotive
  22. 22. backup slides
  23. 23. 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
  24. 24. 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
  25. 25. 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
  26. 26. Mainstream Agile Practices Regular Deployment of Working Software Non-Solo Development Refactoring Continuous Integration Configuration Management Test Driven Development (TDD) Agile Testing Agile Documentation
  27. 27. The Agile Construction Lifecycle
  28. 28. The Full Agile Delivery Lifecycle
  29. 29. STRONGSTEP - INNOVATION IN SOFTWARE QUALITYEmail: geral@strongstep.ptWeb: www.strongstep.ptTelefone: +351 22 030 15 85Rua Actor Ferreira da Silva, UPTEC4200-298 PortoPortugal

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