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Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier

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Hans Eckman: 7 Agile and DevOps Insights I Wish I Knew Earlier

  1. 1. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 7 Agile and DevOps Insights I Wish I Knew Earlier Presented by Hans Eckman Principal Research Director | Info-Tech Research Group | infotech.com
  2. 2. • Learn more about Info-Tech Research Group: • https://www.infotech.com • Connect with Hans Eckman: • hackman@infotech.com • http://www.linkedin.com/in/hanseckman 9/17/21 ©2021 Hans Eckman 2 Stay Connected
  3. 3. Where did we go wrong?
  4. 4. We Have a Big Problem Source: Implement Agile Practices That Work of IT professionals believe the business is “usually” or “always” out of sync with project requirements. Source: “10 Ways Requirements Can Sabotage Your Projects Right From the Start” 78% of software is rated as both important and effective by users. 34% Source: Info-Tech’s CIO Business Vision Only
  5. 5. Agile is the Best! Or is it? Source: Implement Agile Practices That Work Every survey conducted by Agile consulting shops and tool vendors shows Agile feels more successful than traditional approaches. Qualitatively Based on the results of our recent agile quality study, expect agile software quality to exceed traditional method performance by a factor of from 6 to 12 percent in about three years. – “Quantitative Analysis of Agile Methods Study (2017): Twelve Major Findings” The average Agile practice is no more productive than Waterfall. Quantitatively …some researchers argue that there is nothing new about agile methods… – “Empirical Studies of Agile Software Development: A Systematic Review” Agile isn’t necessarily better. Being involved in the process of throughput just feels better. – “The 12 Stages Of The Agile Transformation Journey”
  6. 6. Agile Continues to Fall Short Adapted from: “12th Annual State of Agile Report" Ability to manage changing priorities 71% Project visibility 66% 65% Business/IT alignment Delivery spend/time to market 62% Increased team productivity 61% 61% Team morale Project predictability 49% Software quality 47% 47% Project risk reduction Engineering discipline 43% Managing distributed teams 40% Software maintainability 33% Project cost reduction 22%
  7. 7. 7 Lessons I Wish I Learned Earlier 1. Depth of the Organizational Divide 2. It’s All About Culture 3. Why MVPs Work 4. Teams Must Embrace Change 5. Transition from Project to Product Delivery 6. A Hybrid Approach is Often Best 7. DevOps Isn’t Just Automation
  8. 8. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 1. Depth of the Organizational Divide
  9. 9. How far off are initial project estimates? (%) Source: “Art and Science of Software Estimation”
  10. 10. Development vs Maintenance is Misunderstood Source: *IEEE Transactions on Software Engineering” 100% Develop and Implement The development team’s work distribution is independent of the work distribution model for the maintenance team. Development Team 20% 40% – 80% *21% Common Perception Research Shows Enhancements Bug Fixes & Maintenance Bug Fixes & Maintenance Implement Deferred Features Enhancements Maintenance Team Every maintenance team develops new code, enhances existing applications, and maintains and fixes production systems. Governance, management, and the ability to measure delivery is required to make the informed decisions about what activities to invest in to drive value
  11. 11. Our Biggest Challenge Lines of Business I.T.
  12. 12. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 2. It’s All About Culture
  13. 13. The Manifesto for Agile Software Development Source: Implement Agile Practices That Work 1.Individuals and Interactions 2.Working Software 3.Customer Collaboration 4.Responding to Change 1.Processes and Tools 2.Comprehensive Documentation 3.Contract Negotiation 4.Following a plan Being Agile Doing Agile
  14. 14. Cultural Advantages of Agile Source: Implement Agile Practices That Work Iterations Continual Improvement Prioritization Collaboration Cycles provide opportunities for more product feedback. Self-managing teams continually improve their approach for next iteration. The most important needs are addressed in the current iteration. Team members leverage all their experience working towards a common goal.
  15. 15. Beware of Common Agile Myths Source: Implement Agile Practices That Work Solves my development and communication issues Does not require documentation Will finish requirements faster
  16. 16. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 3. Why MVPs Work
  17. 17. How to Build a Minimum Viable Product Source: Info-Tech LIVE “Embracing Business Agility” Not Like This Like This
  18. 18. Iterations Maximize Value Delivery Source: Info-Tech LIVE “Embracing Business Agility” PERCENT VALUE EARNED PERCENT EFFORT EXPENDED
  19. 19. Iterations Reduce Accumulated Risk Source: Info-Tech LIVE “Embracing Business Agility” RISK TIME
  20. 20. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 4. Teams Must Embrace Change
  21. 21. Create a culture that embraces change Source: Info-Tech LIVE “Embracing Business Agility” Deliver value quickly Respond rapidly to change.
  22. 22. Change is inevitable Adapted from: “12th Annual State of Agile Report" of IT professionals adopt Agile to enhance their ability to manage changing priorities. 64% of IT professionals found their ability to manage changing priorities improved after implementing Agile. 71% However, traditional delivery processes work on the assumption that product requirements will remain constant throughout the SDLC. This results in delayed delivery of product enhancements which are critical to maintaining a positive customer experience.
  23. 23. Stability Inhibits Change Source: Info-Tech LIVE “Reboot Your Innovation Team – Fixing the Startup Mentality” Processes Policies Funding Security Hierarchies Compliance Controls Systems Culture Legal Regulations Approvals And many more…
  24. 24. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 5. Transition from Project to Product Delivery
  25. 25. Shift from Project to Product Centric Source: Build a Better Product Owner Info-Tech Insight Product delivery requires significant shifts in the way you complete development work and deliver value to your users. Make the changes that support improving end user value and enterprise alignment. Project Product Funding Fund Projects Fund Products or Teams Prioritization Line of Business Sponsor Product Owner Product Management Makes Specific Changes to a Product Improve Product Maturity and Support Work Allocation Assign People to Work Assign Work to Product Teams Capacity Management Project Manager Manages Team Manages Capacity
  26. 26. Products are About Maturity Source: Build a Better Product Owner: • Features • Services Project Project Lifecycle • Features • Services Project Product Release Product Release • Features • Services Project Hybrid Lifecycle • Features • Services Project Product Release Product Release CI/CD Delivery Product Releases Product Lifecycle Product Releases • Features • Services Project • Features • Services Project Product Backlog Product Roadmap Projects within products Regardless of whether you recognize yourself as a “product-based” or “project-based” shop, the same basic principles should apply. The purpose of projects is to deliver the scope of a product release. The shift to product delivery leverages a product roadmap and backlog as the mechanism for defining and managing the scope of the release. Eventually, teams progress to Continuous Delivery/Continuous Integrations where teams can release on demand or as scheduled releasing requiring org change management.
  27. 27. Backlogs are NOT Roadmaps Source: Deliver on Your Digital Product Vision
  28. 28. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 6. A Hybrid Approach is Often Best
  29. 29. Agile may not be Right for all Situations Source: Implement Agile Practices That Work We don’t recommend implementing Agile under the following scenarios: If you already have a project in flight in a Waterfall procurement or contractual environment. If all stakeholders need to agree to a standard before proceeding with development. If the project is a one-off. If the project touches on highly sensitive, risky, or critical systems. If stakeholders lack of accountability and/or authority.
  30. 30. WaterAgileFall is Often the Best Place to Start Source: Implement Agile Practices That Work Analysis and Design Agile Development Implementation and Support Sprint Sprint Sprint
  31. 31. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. 7. DevOps Isn’t Just Automation
  32. 32. DevOps Closes the Operational Gap Source: Implement DevOps Practices That Work DevOps is an operational philosophy that seeks to promote an improved relationship between development and operations to break down existing silos and better align the groups in providing customer value.
  33. 33. 3 Keys to Successful DevOps Dev Ops Dev Ops Dev + Ops Source: Implement DevOps Practices That Work System Awareness and Empathy Development incorporates the deployment and operational requirements into their delivery practices to ease handoffs. Operations triages and escalates tickets as per development’s ready definition while considering development capacity. Shared SDLC vision and empathy across development and operations. Entire delivery pipeline is understood by all delivery roles. Collaborative Delivery Development is involved in specific operations activities to ensure successful deployment and support of change (e.g., warranty period). Operations is involved in specific development activities to minimize deployment and supportability issues (e.g., change advisory board, architecture design, and release planning). Development and operations processes are integrated, and artifacts are shared. Shared Accountability Development and operations actively work together throughout the delivery pipeline to ensure products are successfully deployed to production. All delivery roles have the same success criteria: valuable and usable products.
  34. 34. Understand the Delivery Maturity Continuum Source: Implement DevOps Practices That Work Product Delivery Maturity • • • Waterfall/ Ad Hoc Iterative Agile DevOps Continuous Integration and Delivery Stability Stakeholder Value ROI Efficiency Throughput Organizations start with Waterfall to improve the predictable delivery of product features. Iterative development shifts the focus from delivery of features to delivery of user value. Agile further shifts delivery to consider ROI. Often, the highest value backlog items aren’t the ones with the highest ROI. LEAN and DevOps improve your delivery pipeline by providing full integration between product owners, development teams, and operations. CI/CD reduces time in process by allowing release on demand and simplifying release and support activities. Although teams will adopt parts of all these stages during their journey, it isn’t until we’ve adopted a fully integrated delivery chain that we’ve become product-centric. Based on: Ambysoft, “2018 Project Success Survey Results”
  35. 35. 7 Lessons I Wish I Learned Earlier 1. Depth of the Organizational Divide 2. It’s All About Culture 3. Why MVPs Work 4. Teams Must Embrace Change 5. Transition from Project to Product Delivery 6. A Hybrid Approach is Often Best 7. DevOps Isn’t Just Automation
  36. 36. • Learn more about Info-Tech Research Group: • https://www.infotech.com • Connect with Hans Eckman: • hackman@infotech.com • http://www.linkedin.com/in/hanseckman 9/17/21 ©2021 Hans Eckman 36 Stay Connected
  37. 37. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. About Info-Tech
  38. 38. Info-Tech Research Group | 38 35,000 Members sharing best practices you can Leverage Millions spent developing tools and templates annually Leverage direct access to over 100 Analysts as an extension of your team Use our Massive Data-Base of Benchmarks and Vendor Assessments Get up to speed in a fraction of the time It Just Makes Sense to... Leverage Best-Practices Avoid starting from scratch
  39. 39. Info-Tech Research Group | 39 Follow our standardized path to drive IT maturity & effectiveness for yourdepartment. Each leader on your team will work with a dedicated Info-Tech Executive Advisor to create customized annual roadmaps to address their specific challenges and opportunities. Whether your IT department is an Unstable Operator, an Innovative Champion, or at any stage in between, Info-Tech has the proven knowledge & skills, and years of practical IT management & advisory experience to help stabilize and optimize your IT operations. Systematically Improve IT Performance Info-TechResearchGroupMaturityModel EachExecutiveonYourTeamReceives: ► A dedicated Executive Advisor to help diagnose and drive improvement within your organization. ► A customized Key Initiative Plan around your top priorities and a clear roadmap of how to improve their IT function. ► On-demand advisory support for all of your key projects. ► Complete online access to tools and best- practice resources.
  40. 40. Info-Tech Research Group | 40 A Step by Step Program to Systematically Improve IT Performance Info-Techprovides best- practiceresearch making your jobeasier. Tools & Templates Step-by-Step Methodologies Benchmarking & DiagnosticPrograms Training & Executive Coaching Insights & Advice from 20,000+ Peers CoreITProcesses 02 FASTER AND MORE EFFECTIVELYCOMPLETE YOUR TechnologyProjects 03 TRAIN AND DEVELOP YOUR IT LeadershipTeam 04 BUILD A DATA-DRIVEN ITStrategy 05 A STEP BY STEP PROGRAMTO SystematicallyImproveIT 01 MANAGEANDIMPROVE
  41. 41. Info-Tech Research Group | 41 For over 20 years Info-Tech has provided IT teams with practical advice that helps make measurable improvement. Since launching our systematic program to improve IT performance in 2013, Info-Tech members have dramatically outperformed their peers by delivering superior levels of business satisfaction. 74% 77% 80% 83% 86% 74% 73% 73% 72% 74% 2013 2014 2015 2016 2017 Business Satisfaction with IT Program Veterans New Entrants Info-Tech Research Group Performance Difference
  42. 42. Info-Tech Research Group | 42 Info-Tech covers a comprehensive set of 45 core IT processes, and more
  43. 43. Info-Tech Research Group Inc. is a global leader in providing IT research and advice. Info-Tech’s products and services combine actionable insight and relevant advice with ready-to-use tools and templates that cover the full spectrum of IT concerns. © 1997-2020 Info-Tech Research Group Inc. Appendix
  44. 44. Culture is the biggest challenge to Agile implementation Agile thinking and behaviors may be well accepted within the development team but can conflict with the organization culture, such as tolerance to failure and empowerment. Fears of runaway development teams and loss of scope control are commonly announced stakeholder concerns that can derail future buy-in. Regular communication and a common understanding of Agile principles can level-set expectations and reassure stakeholders that development teams are completing projects with stakeholder interests and concerns top of mind. Hybrid development methodologies can be a better fit than pure Agile Certain organizational and technical constraints and complexities can limit the implementation of Agile to development teams only. Some organizations eventually realized that their steady state process is a hybrid of Agile and Waterfall methodologies. Adopting some Waterfall principles can in fact improve the success of development projects over pure Agile in certain situations, such as hardware implementation and modifications to large, complex systems. Don’t let your organization get carried away with success Agile is not a methodology that will apply to every project, team, or business unit the same way: teams will interpret and value principles and tasks differently. Be prepared for failure as successes in one project may be issues in another. Teams must now be disciplined to address high risk issues collectively and collaboratively without falling back on old habits. Key observations made by Info-Tech’s research Source: Implement Agile Practices That Work
  45. 45. How you fund changes matters “Most IT funding depends on one- time expenditures or capital- funding mechanisms that are based on building construction- funding models predicated on a life expectancy of 20 years or more. Such models don’t provide the stability or flexibility needed for modern IT investments.” – Educause So where do the problems start? Source: Implement Agile Practices That Work
  46. 46. Traditional roles translate to those in Scrum Source: Implement Agile Practices That Work Traditional Roles Scrum Roles Scrum Master Product Owner The Team Business Analyst Project Manager Quality Assurance Tester Designer Architect Developer Operations Legend Most likely transition Possible options Info-Tech Insight • Be aware of conflicting interests • Rotate Scrum Masters • Keep the team size to 5-9 members Development roles may shift, but the value of each role will remain the same.
  47. 47. Product Roadmaps are Key to Product Delivery Source: Build a Better Product Owner: Product Roadmap Vision and Leadership Strategy and Market Research Product Lifecycle Management Business Alignment and Financials Guides Validates Justifies Manages Delivery Capacity and Throughput Is constrained by Product Delivery Pipeline Adapted from: Pichler, “What Is Product Management?” Business Value Realization Tiered Backlog Info-Tech Insight Product delivery requires a comprehensive set of business and technical competencies to effectively roadmap, plan, deliver, support, and validate your product portfolio. To realize business value from your delivery pipeline, the quality of your product backlog is directly related to the input, content, and prioritization in your product roadmap.
  48. 48. Source: Build a Better Product Owner: Consider volatility when structuring product roadmaps Your product family roadmap represents a broad statement of intent and high-level tactics getting closer to the organization’s goals. Short-term Near-term Future Your strategic intentions are subject to volatility, especially those planned within a further timeline. The more costs you incur in planning, the more you leave yourself exposed to inefficiency and waste if those plans change. There is no such thing as a roadmap that never changes: All good product family roadmaps embrace change! Info-Tech Insight A good product family roadmap is intended to manage and communicate the inevitable changes as a result of market volatility and changes in strategy. Short-term Near-Term Future Market Volatility Strategy Change

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