SwissQ Agile Trends & Benchmarks 2012 (Englisch)

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Agilität ist in aller Munde – von den einen abgöttisch geliebt und es soll noch andere geben, die sie nicht so gerne mögen. Jedem das Seine. Doch wie sieht die agile Landschaft in der Schweizer IT Community aus? Laden Sie die Agile Trends & Benchmarks 2012 herunter ziehen Sie Ihre eigenen Schlüsse daraus.

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SwissQ Agile Trends & Benchmarks 2012 (Englisch)

  1. 1. SwissQ Agile Trends &Benchmarks Switzerland 2012Where are we now – where are we going to?
  2. 2. TABLE OF CONTENTS SwissQ Agile Trends & Benchmarks 2012 2 3 EDITORIAL 4 TRENDWAVE 2012 5 KEY MESSAGES 6 PROJECTS 7 EXPERIENCE 8 IMPLEMENTATION 9 OBSTACLES 10 FRAME OF SURVEY 11 TESTING AND REQUIREMENTS
  3. 3. EDITORIAL SwissQ Agile Trends & Benchmarks 2012 3Agility resounds throughout the land – there are those who adore it and there might be others who don‘t like it so much. Each to their own.However, how does the agile landscape look like in the Swiss IT Community? Let the Trends and Benchmarks of our current survey sink in,discuss about it and draw your own conclusions.“Agility: Flexibility takes over from planning”, the Financial Times predicted on Whereas many are still indifferent to the agile movement, others already pay a20 November 2007. This came true sooner than many expected. More than ever lot of attention to Scrum. Topics like using Sprints or the roles of Developers andbefore, modern organizations are challenged to respond pro-actively to the fast Scrum Masters are established and almost “daily business“.changes of today‘s global and strongly interlinked world. Plans become wastepaper before they even had a chance of being realized. The adaption of and the Two of the main topics, which are currently being worked on intensively, are thereaction to change is a top priority. This fast and continuous modification of Definition of Done and the Product Owner Role. The Definition of Done advancedbusiness models also challenges the backbone of any company: the IT. rapidly by considering it as a quality gate and by incorporating acceptance criteria. The Product Owner is recognized more and more in his role as a key player andAgile approaches, in particular Scrum, have hit the nail on the head. In the last therefore is challenged to a greater extent. In the end it is his work which formsyears, the “Lean & Agile“ approach significantly gained momentum. A lot is the basis for a successful product and for the acceptance by the end user.promised, a lot is set up, but the expectations are often not met. It seems that thereality is much more complex and laborious than books and shiny presentations An amassing of topics can be noticed in the growth-sector of the Trend Wave.let you believe. The report at hand is based on a survey with more than 300 The restricted view from just one Sprint to the next Sprint is slowly being replacedparticipants and numerous interviews with IT-executives. Thus, it presents facts. by transparent overall planning and efficient backlog management. Thus, theIt shows, where agility stands in Switzerland today, what difficulties the overall view of the product is becoming more focused. In addition to that, newcommunity faces day after day and which topics are being actively pursued. ways of collaboration are being tried out in terms of place or discipline. Keywords on this would be: online collaboration and co-location, and accordinglyThe benchmarks depicted in a multitude of informative charts and diagrams form embedded Scrum testers and agile requirements engineers.the backbone of this report and allow you to position your company in comparisonto others. In addition there are topics whose future trend development is not yet assessable. Or were you concerned with Management 3.0 before?In order to show the currentness of the examined topics, we use the SwissQ TrendWave®. It shows in four phases how select topics will most likely develop over time We wish you lots of interesting findings by reading the agile report and lots of funand in turn allows you to appraise the influence of these trends on your business. on your way to more flexibility and agility.
  4. 4. TRENDWAVE 2012 SwissQ Agile Trends & Benchmarks 2012 4 INTRODUCTION GROWTH MATURITY DECLINEPRIORITY Dashboards Definition of Done Product Owner Role Early Feedback Software as a Service / Cloud Computing End User Involvement Test Automation Online Collaboration Scrum Master Continuous Build, Integration & Test Embedded Tester Product Roadmap Cultural Change Issue Tracking Tools ATDD Self-Organisation Developer Role Priority Poker Agile Requirements Engineering Definition of Ready Portfolio Management Management 3.0 Sprints TIME INTRODUCTION – This topic has been GROWTH – This topic is more and MATURITY – Most companies are DECLINE – The topic has already identified and some companies are more accepted and many companies working on the implementation been implemented by most of the deploying initial implementations. are considering it. The first tools are or have already completed it. The companies, with the exception of However, it cannot be foreseen being developed and consultancy knowledge of this topic is often individual latecomers. Often, there whether this trend will positively firms offer services for the same. widespread, resulting in sub-topics is no more added value in acquiring advance and whether testing will be Often risks are associated due to being raised. further knowledge in these areas, considerably influenced. limited implementation experience. since it will become obsolete shortly.
  5. 5. KEY MESSAGES SwissQ Agile Trends & Benchmarks 2012 5 1 2 3 More than 50 % are not satisfied 67.6 % of the respondents use 73 % of the respondents already with the implementation of their MS-Office Tools in the agile area, carried out agile projects and agile approach. This is most likely followed by JIRA with 31.0 % and therefore see themselves as explained by the lack of strategies HP QC with 28.2 %. experienced with agile methods. to implement the agile methods. The only question is, how “experienced” is defined. 4 5 6 Whereas most techniques are used by Better handling of constantly More than half of the companies more than 70 % of the respondents, changing priorities is considered apply agile development practices. there are still some techniques with to be one of the main reasons to Thereof 84.5 % of the respondents a lot of catching up to do, like TDD, implement agile methods, as well use Scrum as their preferred agile ATDD, Kanban or the Definition as increasing productivity and method. of Done. accelerating time-to-market. 7 8 9 The executives have major Not the agile approach itself is the 52 % of the respondents stated concerns: less forward planning, main obstacle but the required that agile projects fail because of less predictability and less transformation of the organisation. lack of experience, 42 % because documentation. the corporate culture was not compatible with agile principles.
  6. 6. PROJECTS SwissQ Agile Trends & Benchmarks 2012 6Software Development Process Tools in the Agile ContextMore than half of the companies use agile processes. Many of them areusing a combination of different development processes e.g. agile incombination with waterfall. MS Office (Word, Excel) 67.6 % Atlassian JIRA / Greenhopper 31.0 % HP QC / ALM 28.2 % Open Source 19.7 % Agile MS Team Foundation Server 16.9 % 51 % Others 15.5 % Waterfall 40 % Version One 5.6 % Proprietary Development 5.6 % Iterative Hermes Rally Software Development 2.8 % 22 % RUP 12 % 16 % Inflectra Spira 2.8 % CA Agile Vision 0.0 %Agile Methods in Use 0 % 20 % 40 % 60 % 80 % Scrum 84.5 % Kanban 16.9 % 84.5 % Own agile hybrid Version 15.5 %Extreme Programming (XP) 14.1 % Agile Unified Process 11.3 % Others 9.9 % of the respondents use Scrum as their favorite agile method. SCRUMBAN 8.5 % Feature Driven 0.0 % Development (FDD) 0 % 20 % 40 % 60 % 80 % 100 %
  7. 7. EXPERIENCE SwissQ Agile Trends & Benchmarks 2012 7Personal Experience in Agile Methods Use of Agile Techniques Agile techniques like iterative planning, daily stand-up meetings, taskboards and retrospective meetings are already well in place. TDD, ATDD and Kanban are techniques which are of particular interest at the moment.60 % 54.9 %40 % Iterative Planning 89.6 %20 % 23.9 % 18.3 % Daily Standup 82.1 % 13.4 % 2.8 % 0 % Backlog Management 80.6 % 6.0 % 9.0 % Very experienced Experienced Little experience No (many years of (carried out (theoretical experience practical first projects) knowledge) Taskboard 75.8 % 6.5 % 16.1 % experience) Retrospectives 72.7 % 7.6 % 15.2 % Burndown Chart 67.2 % 6.0 % 22.4 % 3/4 of the respondents are already Definition of Done Velocity Chart 38.1 % 57.8 % 9.5 % 14.1 % 46.0 % 21.9 % experienced with agile methods. On-Site Customer 34.8 % 12.1 % 48.5 % Co-Location 26.6 % 65.6 % Test Driven 2/3 20.3 % 31.3 % 46.9 % Development (TDD) Kanban 15.9 % 19.0 % 63.5 % Acceptance Test Driven 11.1 % 23.8 % 63.5 % of the respondents have Development (ATDD) less than 2 years experience 0 % 20 % 40 % 60 % 80 % 100 % in agile projects. Is used Use is planned No more use Is not an issue
  8. 8. IMPLEMENTATION SwissQ Agile Trends & Benchmarks 2012 8Drivers of Agile Methods Implementation Steps60 % Piloting the agile approach 43.3 % 32.8  % 23.9  % 52.1 % in a single project40 % Training and coaching 38.8 % 31.3  % 29.9  % 39.4 % 38.0 % 36.6 % the involved roles20 % Expansion to suitable projects 33.3 % 26.1  % 40.6  % 19.8 % 0 % Active involvement of 32.3 % 32.3  % 35.4  % business units (e.g. in the PO-role) Developer Department Head Project CEO manager / Development manager Naturally grown 29.4 % 41.2  % 29.4  % Team lead in separate teams Extended pilot phase 21.2 % 22.7  % 56.1  %Reasons for Implementing Agile Methods with several projects Rollout to all projects 9.1 % 6.1  % 84.8  % (big bang) Improving the handling of 15.9 % 62.3  % 17.4  % 4.3  % changing priorities Assessment of the organization 2.9 % 29.4  % 67.6  % Improving collaboration between 17.4 % 52.2  % 21.7  % 8.7  % business and IT 0 % 20 % 40 % 60 % 80 % 100 % Accelerating time-to-market 28.6 % 31.4  % 27.1  % 12.9  % Yes To some extent No Increasing productivity 13.6 % 42.4  % 39.4  % 4.5  % Minimizing risks 14.5 % 40.6  % 36.2  % 8.7  % Improving team morale 7.2 % 39.1  % 39.1  % 14.5  % Satisfaction with the ImplementationSimplifying the development process 7.2 % 34.8  % 36.2  % 21.7  % 3 % Improving development-disciplines 4.3 % 37.7  % 39.1  % 18.8  % 10 % 4 % Everything runs smoothly - there are no problems Increasing visibility of projects 11.9 % 26.9  % 34.3  % 26.9  % Expected benefit was fulfilled Increasing maintainability and 11.6 % 21.7  % 39.1  % 27.5  % expandability of software 17 % Took longer than expected 41 % Reducing costs 7.2 % 23.3  % 44.9  % 24.6  % Is complicated Managing distributed teams 8.7 % 20.3  % 33.3  % 37.7  % Does not meet expectations Implementation cancelled 0 % 20 % 40 % 60 % 80 % 100 % 25 % Top Priority Very Important Important Not Important
  9. 9. OBSTACLES SwissQ Agile Trends & Benchmarks 2012 9 The Biggest Concerns Main Implementation Obstacles No / less forward planning 41 % Ability to change the 55 % organizational cultureNecessity to change management style 37 % 39 % General resistance to change Less predictability 32 % Availability of personnel 37 % with necessary qualifications Less documentation 31 % Projects are too big or too complex 34 % Less management control 28 % Collaboration with the client 31 % Not / not easily scalable 24 % (internal / external) Development team not ready 23 % Lacking support of line 28 % for change managementInsufficient discipline in development 16 % Confidence in the scalability 25 % of agile methods Inconsistency with the 13 % regulatory standards Not enough time for 23 % sustainable changes No concerns 10 % Cost reasons 9 % Others 9 % Less quality of the software 9 % Others 6 % Quality of the development skills 7 % No obstacles 0 % 0 % 20 % 40 % 60 % 0 % 20 % 40 % 60 % Main Reasons for the Failure of Agile Projects 45 % 38 % 35 % Lack of 37 % Corporate culture Lack of support cooperation 52 % is not compatible with from line management between organisational 41 % agile principles (theory Lack of / Lack of experience and practice are difficult units insufficient to reconcile) with External pressure training / coaching agile methods to follow a traditional approach 23 % Lack of team motivation
  10. 10. FRAME OF SURVEY SwissQ Agile Trends & Benchmarks 2012 10Industrial Sector ResponsibilitiesMore than 60 % of the respondents work either in the IT or in the More than 50 % of the respondents describe their job with more thanfinancial sector. Compared to the last years their proportion has decreased, one role. Especially test managers don’t work 100 % as test managers,demonstrating that the subject has arrived in other industries too. but also take responsibility for other roles. IT 36.1 % 30 % Finance, Insurance 28.4 % Manufacturing 7.4 % 20 %Public and semi-public companies 7.4 % Traffic and Transportation 5.6 % Telecommunication 4.0 % 10 % MedTech 3.7 % Others 7.4 % 0 % 10 % 20 % 30 % 40 % 0 %IT Employees ge r r A ge / B nee age r r st er ge r ee r na ana er i n Te na inA bit more than half of the respondents work in companies with more a e ng a a En g t M n M gin st E ct m ts M rethan 500 IT employees. Tes si o n Te e en twa vi ts E oj Di Pr m f en ire So t / em qu en ir Re tm equ par R 2001– ... 33.0 % De 501 – 2000 17.6 % 60 % 33 % 251 – 500 13.6 % 51 – 250 15.4 % 11 – 50 14.2 % of the respondents mainly of the respondents are 1 – 10 6.2 % work in projects. line managers. 0 % 5 % 10 % 15 % 20 % 25 % 30 % 35 %
  11. 11. TRENDS & BENCHMARKS REPORTS 2012 FOR TESTING AND REQUIREMENTS SwissQ Agile Trends & Benchmarks 2012 11Along with the first edition of the SwissQ Agile Trends & Benchmarks Report, SwissQ published already the fourth edition of theSwissQ Testing Trends & Benchmarks Report and as well the first edition of the SwissQ Requirements Trends & Benchmarks Report, in2012. Do you want to know more? You can download the detailed reports with further analyses from www.SwissQ.it.Trends & Benchmarks Trends & BenchmarksTesting 2012 Requirements 2012 Future InvestmentsCost Savings by Test Automation Investments Investments Investments increase remain constant decrease Education and Training for Employees 33 % 54 % 13 % Better Cooperation of Business and IT 33 % 53 % 14 % 33.3 % Standardisation of the internal RE-Processes 25 % 61 % 14 % Elaboration / Definition 23.7 % of the RE-Role 24 % 60 % 16 % 22.6 % Development of Templates and Guidelines 22 % 61 % 17 % Hiring new RE-Employees 22 % 55 % 23 % 10.2 % Establishing specific RE Tools 21 % 64 % 15 % 7.3 % 2.8 % Establishing internal RE-Divisions/-Departments 17 % 63 % 20 % Costs up to 10 % up to 20 % up to 50 % up to 80 % No statement Outsourcing increased possible RE-Activities 11 % 48 % 41 % 0 % 20 % 40 % 60 % 80 % 100 %
  12. 12. ABOUT USSwissQ supports its clients in the development and implementation of IT-solutions andassures that the end users get the functionality they really need. This is achieved byunambiguously determining requirements and risk-based testing the implementation.Our vision is to improve the added value of IT through requirements management andsoftware testing. Along with providing high-quality services, we pursue this visionby establishing independent platforms, like the Swiss Testing Day and the SwissRequirements Day, which facilitate the exchange of know-how and experiences.In addition to that we help bright minds to expand their knowledge in our trainings. © by SwissQ Consulting AG | Stadthaus-Quai 15 | Switzerland-8001 Zürich www.SwissQ.it | info@SwissQ.it | Phone +41 43 288 88 40 | Fax +41 43 288 88 39 Twitter: @SwissQ | Facebook: swissqconsulting

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