Agile Industry Watch: Update on Industry Trends and Impact on SDLC Management

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With over 50,000 people holding the Certified Scrum Master designation and with PMI making overtures to the Agile industry, 2009 is turning out to be a critical year for Agile deployment. Get an update on the industry trends regarding Agile and how Agile methods are impacting SDLC management practices.

Topics covered in this web seminar include:
·Scrum’s position as an Agile Methodology
·PMI and Agile, as well as IIBA and Agile
·Is being Agile a skill or an actual job position?
·Picking an Agile Pilot team
·Coaching vs. Authoritarian management
·Critical skills for Agile success
·Agile “but” response by some organizations
·Future perspectives

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Agile Industry Watch: Update on Industry Trends and Impact on SDLC Management

  1. 1. Agile Industry Watch: Update on Industry Trends and Impact on SDLC Management Thursday, June 11, 2009 David Mantica Noon Eastern Time 11am Central Time 10am Mountain Time 9am Pacific Time
  2. 2. Agenda <ul><li>Agile: What is it? </li></ul><ul><li>Agile: As a position or a skill </li></ul><ul><li>Agile: Changes in management & leadership </li></ul><ul><li>Agile impact on SDLC “waterfall” management </li></ul><ul><li>Keys to Agile success </li></ul><ul><li>Trends related to Agile flavors </li></ul><ul><li>Future prospects </li></ul>
  3. 3. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. It is a push for people over process & systems It means major change for attitude and prospective in Software Dev Behaviors and Actions must change http://agilemanifesto.org
  4. 4. Agile: What is it? <ul><li>At its core it is a Management Theory, but around that it has specific practitioner guidelines </li></ul><ul><ul><li>The art of the theory with the science of specific practice guidelines </li></ul></ul><ul><li>Can be used as: </li></ul><ul><ul><li>Marketing management method </li></ul></ul><ul><ul><li>Sales management method </li></ul></ul><ul><ul><li>Project management method </li></ul></ul><ul><ul><li>Software development method </li></ul></ul>
  5. 5. Does Anyone Own Agile? <ul><li>Agile can be seen as an open source solution comparable to Linux </li></ul><ul><li>Idea of Linux and initial build was by one person </li></ul><ul><ul><li>But that one person doesn’t own Linux </li></ul></ul><ul><ul><li>Same with Agile, but instead of one person multiple people have contributed </li></ul></ul><ul><li>Most specific SDLC methods are developed as off-shoots of a tool </li></ul><ul><ul><li>RUP was developed as a practice around and for the rational suite of products </li></ul></ul><ul><li>Just like with Linux, Agile versions have been productized </li></ul><ul><ul><li>Scrum </li></ul></ul><ul><ul><li>Extreme Programming </li></ul></ul>
  6. 6. Where is the Red Hat of Agile? <ul><li>Red Hat productized Linux and provided the following </li></ul><ul><ul><li>Certification, Training, Support and Features </li></ul></ul><ul><li>The Agile world has been productized </li></ul><ul><ul><li>More generic from the Agile Alliance, http://www. agilealliance .org/ </li></ul></ul><ul><ul><li>Provides information, training and community </li></ul></ul><ul><ul><li>More specific from the Scrum Alliance http://www.scrumalliance.org/ </li></ul></ul><ul><ul><li>Provides a specific form of Agile with specific practices, training, certification, research, information and community </li></ul></ul>
  7. 7. Recession Impact on Agile <ul><li>Significant </li></ul><ul><ul><li>Executives want to save money or make money and want to see impact with one degree of separation </li></ul></ul><ul><li>Agile is about quality and speed to market </li></ul><ul><ul><li>It shows profit and cost savings with about two to three degrees of separation. Also you have to spend money to go forward </li></ul></ul><ul><ul><li>Agile lacks metrics to measure and monitor value </li></ul></ul><ul><li>We’ve seen upwards of a 30% decrease year over year in Agile certification and training interest </li></ul>
  8. 8. Agile Job titles <ul><li>In process of Agile and BA salary surveys </li></ul><ul><ul><li>Over 2000 BA’s participated, but it was difficult getting 1000 agile professional to participate. WHY? </li></ul></ul><ul><ul><li>Agile is not yet seen as a job title, but is seen as a skill </li></ul></ul><ul><li>Current specific Agile job titles are: </li></ul><ul><ul><li>Scrum Master, Product Owner, Agile Project Manager, Extreme Programmer </li></ul></ul><ul><li>Still most SDLC professionals see themselves as: </li></ul><ul><ul><li>A consultant who knows Agile; A Project Manager who knows Agile; a Business Analyst who knows Agile; A Programmer who knows Agile </li></ul></ul>
  9. 9. Critical Skills for Agile Success <ul><li>Coaching – everyone things they can coach; very few people can </li></ul><ul><li>Disciple and Belief –Agile doesn’t work with disciple and you must believe in the process or it will not work </li></ul><ul><li>Interpersonal skills / emotional Intelligence –Agile is all about people over process, you better be able to handle people </li></ul><ul><li>Self Team Management –Can you understand this concept, accept it and participate in it </li></ul><ul><li>Practice specifics –You must understand the rules of engagement and practice it continually </li></ul>
  10. 10. Acting Like and Treating Everyone like an Adult <ul><li>Define Adult? </li></ul><ul><li>Is it even possible in business </li></ul><ul><li>Major point of emphasis from Ken Schwaber </li></ul><ul><ul><li>Why ? </li></ul></ul><ul><ul><li>Morale and quality of work: It makes the self-managed team work </li></ul></ul><ul><li>In SDLC Waterfall – the process doesn’t treat the workers like adults </li></ul>
  11. 11. Agile and Traditional Project Management <ul><li>PMI is reaching out to Scrum Alliance </li></ul><ul><ul><li>http://agile-pm.pbworks.com/ Agile PMI Community (SIGs are gone) </li></ul></ul><ul><ul><li>If requirements are now in PMBOK 4.0 will Agile be a part of PMBO 5.0 </li></ul></ul><ul><ul><li>PMI sees itself about the practice of Project Management and the PM position. It sees Agile as one of many different method of working within projects </li></ul></ul><ul><li>Traditional project management has a long way to go to really begin to embrace Agile methods </li></ul><ul><ul><li>Coaching over Autocratic control </li></ul></ul><ul><ul><li>Working with people over the process and the plan </li></ul></ul><ul><ul><li>Transparency and visibility over stove piped function </li></ul></ul><ul><li>If PMI embraces Agile it will be a significant change to both the profile of a PM and how they conduct business </li></ul><ul><ul><li>Processes will not change, it is who does the work and how they do it </li></ul></ul>
  12. 12. Impact on SDLC Management <ul><li>Requirements definition process </li></ul><ul><li>Length and objectives of projects </li></ul><ul><li>Embracing change instead of locking down the project and controlling change </li></ul><ul><li>Engage the sponsors a little bit over the entire project instead of a lot at the beginning and end </li></ul><ul><li>Breaking the stove pipes of functional units down </li></ul><ul><li>Team managing themselves in cross functional groups </li></ul><ul><ul><li>Can management “trust” this model </li></ul></ul><ul><li>PM as coach not overlord </li></ul><ul><ul><li>Break the omniscient overseer model, put control in the teams not the management </li></ul></ul>
  13. 13. Agile Success: Cultural Shifts <ul><li>Key to success or failure in Agile </li></ul><ul><ul><li>Agile is a seismic cultural shift, one that most organizations are not ready for </li></ul></ul><ul><ul><li>Works best when doers want it, easier to start in middle and go up and down through the organization </li></ul></ul><ul><ul><ul><li>Doers showing interest says they are culturally ready for Agile </li></ul></ul></ul><ul><ul><ul><li>Top down doesn’t take into consideration if current worker population is culturally ready for the change. Don’t assume everyone wants to be empowered </li></ul></ul></ul><ul><ul><li>With middle up and down will still need to get PMO and Executive buy in </li></ul></ul><ul><ul><li>Be prepared to rehire as you go deeper into your roll out </li></ul></ul>
  14. 14. Agile Success: Pilot Program <ul><li>Biggest key to Agile success </li></ul><ul><li>Must find a team that is interested </li></ul><ul><ul><li>Belief is a big part of success in Agile </li></ul></ul><ul><li>Team must be trained on specific practices (assuming since you picked the team based on belief they understand the cultural aspects) </li></ul><ul><li>Don’t make the project mission critical and don’t gauge velocity based on initial iteration </li></ul><ul><li>Team should be able to work on three to four iterations associated with no-mission critical project </li></ul>
  15. 15. Agile Success: Pure Play or Agile But <ul><li>Since Agile is like open source you can make adjustments to the specifics but you can’t forget the core. </li></ul><ul><ul><li>Do you want to use a tool in the process </li></ul></ul><ul><ul><li>Do your iterations go eight weeks </li></ul></ul><ul><ul><li>Do you want to continue to do traditional requirements gathering and than break those requirements out </li></ul></ul><ul><ul><li>Will your product owners come from within the development group an interface with sponsors </li></ul></ul><ul><li>Key is taking a pragmatic approach to what will work within your culture, especially if you can’t change the culture overnight </li></ul>
  16. 16. Agile Success: Practice, Practice, Practice <ul><li>Very easy to get hooked into a consultant coming in and doing all the work for you. </li></ul><ul><ul><li>Consultant should teach and coach…not do </li></ul></ul><ul><ul><li>Agile is something that must be practiced and done; it isn’t something you can learn from a book and do </li></ul></ul><ul><li>Initially train your core set of Scrum Masters </li></ul><ul><ul><li>Let the Scrum Masters see and learn from coach </li></ul></ul><ul><ul><li>Initial pilot team has coach and Scrum Masters working together </li></ul></ul><ul><ul><li>Scrum Masters go off and start to multiply the process with teams of their own </li></ul></ul><ul><li>Remember this is multiplication of the practice skills not the culture, cultural assimilation is assumed </li></ul>
  17. 17. Industry Issue <ul><li>Cult like … very focused on empowerment </li></ul><ul><li>Can be seen as a immature industry and movement </li></ul><ul><li>Ground swell of support has come from the middle </li></ul><ul><li>management level (why?) </li></ul><ul><li>Executives are “worried” about Agile </li></ul><ul><li>Programmers are concerned about Agile </li></ul><ul><li>Tools debate </li></ul><ul><li>Dominated by independent consultants </li></ul>Copyright 2008 DavisBase LLC
  18. 18. Update on Agile “flavors” <ul><li>Scrum: Hottest flavor </li></ul><ul><ul><li>CSM – Approximately 50K + certified </li></ul></ul><ul><ul><li>CSPO – slow going, not taking off </li></ul></ul><ul><ul><li>CSP – definitely growing </li></ul></ul><ul><ul><li>CST – growing and lots of interest, but growth is control </li></ul></ul><ul><ul><li>CSD (Certified Scrum Developer) new certification still in development </li></ul></ul><ul><li>Extreme Programming: tied more and more to Scrum </li></ul><ul><li>Lean: Seen in manufacturing not growing significantly </li></ul>
  19. 19. Thoughts on the Future of Agile <ul><li>Recession is slowing down adoption </li></ul><ul><ul><li>One degree of cost saving or revenue increase isn’t being shown </li></ul></ul><ul><ul><li>Critical need for metrics to show management why Agile </li></ul></ul><ul><li>Scrum Alliance has done a powerful job of marketing Scrum to the industry doers </li></ul><ul><ul><li>Scrum is de facto flavor </li></ul></ul><ul><ul><li>Work need to be done to market Agile to employers </li></ul></ul><ul><li>Cultural Shift is significant and can’t be under estimated </li></ul><ul><li>If PMI gets involved , Agile/Scrum will become more of a practice not a management method, it will get watered down </li></ul><ul><li>Pilot practice is key to success in rolling out Agile </li></ul>
  20. 20. Thank you for your time and interest. We will begin the Q&A momentarily

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