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


Published on

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

Published in: Business
  • Be the first to comment

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
  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 </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> 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