Achieving Agility at Scale
          Alan W. Brown
    IBM Rational CTO for Europe
      alanbrown@es.ibm.com
IBM Rational Capabilities and Value
   Business-Focused                              Development and Delivery-Focused


  ...
Topics
     Thinking agile

     Acting agile

     Staying agile




3                     © 2009 IBM Corporation
Rethinking Software Delivery
                                        Analysis
                                            ...
Achieving Agility at Scale

     Disciplined agile teams:

     1. Produce working software on a regular basis.
     2. Do...
Topics

     Thinking agile

     Acting agile

     Staying agile




6                     © 2009 IBM Corporation
From Software Development to Software Delivery

Software Development                                   Software Delivery
D...
Agile is Fragile: Agile scaling factors

                          Team size                   Compliance requirement
    ...
Topics

     Thinking agile

     Acting agile

     Staying agile




9                     © 2009 IBM Corporation
How Do You Stay Agile?
Focus on the key Agile practices
 – Match them to your organization, people, maturity, projects, cu...
An Illustration: RTC Enterprise Extensions Team

                                                                         ...
Focus is on the Agile Practices




12                                © 2009 IBM Corporation
Our Practices
                                               continuous                             consume your
         ...
Our Development Rhythm
                                                                                        sign-off   ...
Drinking our own Champagne
     with Rational Team Concert
• Development project
      – Self hosting on System z
        ...
Scrum Applied
 Development process
     – Based on the standard Scrum process template
     – Roles: Stakeholder, Product ...
Stakeholder roles, aka ‘Chickens’
Development roles, aka ‘Pigs’
       ‘Chickens’ are not part of the actual Scrum process...
A day in the life... of a ‘Pig’
     Always starts with a daily scrum

     Think!... Document ... Write JUnit testcases.....
Development Rhythm
     Project timelines
      – Release 2 started Jan 2009
          – RTCz v2001 packages were availabl...
Sprint planning detailed
     First days of each Sprint
      – Get Sprint directions from Product Owner
      – Analyze S...
Coordinate our tests in Rational Quality Manager
     All test plans and testcases
     defined in RQM
      – FVT, SVT & ...
Collaborate using Work items and Plans
                                   Various levels
                                 ...
Share & build source code
     Build definitions


                                           Integration
                ...
Check the project status & health
                                              Burndown
                                 ...
Report Effectively to Management to Provide Them a
Clearer View of Status




25                                         ©...
Jazz is a platform for optimizing software delivery

                                                                     ...
Rational Team Concert: An Overview
 Agile Planning                                        Project Transparency
  Integrate...
Summary
     Achieving agility at scale requires new ways of thinking, acting, and
     sustained transformation

     Rat...
© Copyright IBM Corporation 2009. All rights reserved.
The information contained in these materials is provided for inform...
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Achieving Agility at Scale (IBM Rational)

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Udviklingsprojekter er ofte meget længe undervejs og overskrider ofte budgetterne. Derfor leverer IBM en komplet udviklingsplatform, IBM Rational Jazz, der imødekommer udfordringerne med ressourcekrævende IT-udvikling. Platformen understøtter en lang række udviklingsmiljøer og skalerer IT-udvikling til stort set alle formål. Således kan alle led smidiggøres i udviklingsprocessen, og virksomheden opnår derved højere kvalitet, hurtigere time-to-market og nem distribution mellem flere lokationer.

Lær hvordan et agilt udviklingsmiljø med IBM Rational Jazz kan optimere forretningen. Læs mere her: bit.ly/softwaredagrational1

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Achieving Agility at Scale (IBM Rational)

  1. 1. Achieving Agility at Scale Alan W. Brown IBM Rational CTO for Europe alanbrown@es.ibm.com
  2. 2. IBM Rational Capabilities and Value Business-Focused Development and Delivery-Focused Architecture & Design Enterprise Architecture Requirements Management Construction Project Product & Portfolio Management Management IT Delivery Release Quality Improvement Management Management and Transition Planning AD Platform Foundation Methods and Configuration & Asset Measurement & Team Practices Change Mgmt Management Reporting Collaboration © 2009 IBM Corporation2
  3. 3. Topics Thinking agile Acting agile Staying agile 3 © 2009 IBM Corporation
  4. 4. Rethinking Software Delivery Analysis Code/test Production Design Automation Automation Automation Creative Behavior Platform Platform Procedural Rigor Waterfall Process Platform Development Operations Un Re Ch Bu Re De Co Ch Te M Stovepiped ai s i i l a q s d a ld tt ea t nt ig ng ui in ng es & ai n se g re e e n t In m Tools M m te en an an g ts ra ag ag te e e Analysis Design Software Consumers Code Delivery Users Automation Automation Implications Creative Behavior Agile Procedural Rigor Delivery Automation Measurement Process Close Customer Relationship Platform Project visibility Development Common Operations Software Delivery Automation Collaborative Automation Platform Real-time Visibility and Dashboards Incremental Planning 4 © 2009 IBM Corporation
  5. 5. Achieving Agility at Scale Disciplined 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. 5 © 2009 IBM Corporation
  6. 6. Topics Thinking agile Acting agile Staying agile 6 © 2009 IBM Corporation
  7. 7. From Software Development to Software Delivery Software Development Software Delivery Distinct development phase Continuously evolving systems No distinct boundary between development Distinct handoff to maintenance and maintenance Requirements-design-code-test Sequence of released capabilities sequence with ever increasing value Phase and role specific tools Common platform of integrated process / tooling Collocated teams Distributed, web based collaboration Economic governance tailored Standard engineering governance to risk / reward profiles Engineering practitioner led Business value and outcome led 7 © 2009 IBM Corporation
  8. 8. Agile is Fragile: Agile scaling factors Team size Compliance requirement Under 10 1000’s of Critical, developers developers Low risk audited Geographical distribution Domain Complexity Straight Intricate, Co-located Global -forward emerging Disciplined Enterprise discipline Agile Organization distribution Project Enterprise Delivery (outsourcing, partnerships) focus focus Collaborative Contractual Organizational complexity Technical complexity Flexible Rigid Heterogeneous, Homogenous legacy 8 © 2009 IBM Corporation
  9. 9. Topics Thinking agile Acting agile Staying agile 9 © 2009 IBM Corporation
  10. 10. How Do You Stay Agile? 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 Measure and report to get management buy-in and support – Clearly align technology improvements to business goals, and demonstrate the value to the business © 2009 IBM Corporation
  11. 11. An Illustration: RTC Enterprise Extensions Team ~47 developers Part of the CLM development (RTC, RQM & RRC/DOORS) Mgt,Development 10Toronto, Canada UA Mgt,UX,Devlt 3 San Jose, US Raleigh, US Mgt,Arch, Devlpt 10 4 Paris, France Development Development 3 Pornichet, France 6 Austin, US Research Performance Haïfa, Israel Beijing, China 8 2 Work Items SCM Build Rational Team Concert Arch, Devlpt Self hosting Jazz 1 Perth, Australia server on z/OS 11 From Jean-Yves Rigolet © 2009 IBM Corporation
  12. 12. Focus is on the Agile Practices 12 © 2009 IBM Corporation
  13. 13. Our Practices continuous consume your continuous own output integration validate testing enable sign drive with off open eyes reduce stress community end transparency involvement game milestones attract live show progress to latest first always have betas feedback new & a client update learn noteworthy validate API adaptive component End of iteration first planning centric enable retrospectives demos/reviews Ranked explore Product Backlog Burndown Stories dynamic validate teams Daily Standup Rule of the PMC Outside-in Road Adoptions Buddy Review Scenarios Expectations 13 © 2009 IBM Corporation
  14. 14. Our Development Rhythm sign-off sign-off End of iteration sign-off demo Retrospective release New&Noteworthy warm-up initial release plan M1 M2 … endgame fix - spit & polish decompression retrospective stabilize stabilize stabilize develop develop develop plan plan plan test test fix 4-6 weeks 4-6 weeks 4-6 weeks 14 © 2009 IBM Corporation
  15. 15. Drinking our own Champagne with Rational Team Concert • Development project – Self hosting on System z • Access from Jazz.net – ‘Enterprise Extensions for RTC’ project – Iteractive, based on the Scrum template • Geographically Distributed Development team – 5 main Scrum teams • RTP (Raleigh, US) • FASL (France & Australia) • BF (Austin, US) • UA (San Jose) • Power (Toronto, Canada) • 2 parallel development lines – Release v3.0 – Release 2.x maintenance 15 © 2009 IBM Corporation
  16. 16. Scrum Applied Development process – Based on the standard Scrum process template – Roles: Stakeholder, Product Owner, Scrum Master, Team Member – Artifacts: Work Items, Product Backlog, Sprint Backlogs Minor process adaptations – New role: PMC (Project Management Council - based on Stakeholder role) – New Minutes work item – Updated permissions – PMC can update Plans – Limited operations for externals – New automatic tasks when joining a team – [Joining a Team] Update your calendar with your Scheduled Absences – [Joining a Team] Update your Work Environment 16 © 2009 IBM Corporation
  17. 17. Stakeholder roles, aka ‘Chickens’ Development roles, aka ‘Pigs’ ‘Chickens’ are not part of the actual Scrum process, but they must be engaged and provide feedback. Project Management Council (PMC) Product Delivery ‘Pigs’ are the ones committed to the project and the Scrum process. 5 main development Scrum teams RTP, Raleigh FASL, France & Australia BF, Austin User AssistanceDocs, San Jose Power, Toronto Bidi, SUPA research 17 © 2009 IBM Corporation
  18. 18. A day in the life... of a ‘Pig’ Always starts with a daily scrum Think!... Document ... Write JUnit testcases... Code... Test 1. Check My Work 2. API First; improve the collaboration with your clients 3. Test Driven Development (TDD); solidify your code 4. Update work items; let other members know what you’ve done Deliver code to the Team Stream – Test team integration; now your component is not alone Deliver code to the Integration Stream – Daily & Weekly builds – Test project integration; we now have a product – Control JUnit testcases execution; check the overall quality Recurrent activities – Actively participate in design meetings; across Scrum teams – Regular JUnit jam sessions; leverage the know-how within the teams – Scrum of Scrums meetings when appropriate; keep the rhythm 18 © 2009 IBM Corporation
  19. 19. Development Rhythm Project timelines – Release 2 started Jan 2009 – RTCz v2001 packages were available on Oct 8, 2009 and v2002 on Feb 2 – Release 3 started Oct 2009 – RTC Beta2 Sep 21 2010 Monthly Sprints Iterations and main phases – Initial iteration (training, envt set up,...) – 5 development iterations – All Sprints include FVTs – End-game & Cleanup – Including SVTs, TVTs, GVTs 3 sub phases in all development iterations – Planning (2-3 days) – Development – Stabilization (3-4 days) 19 19 © 2009 IBM Corporation
  20. 20. Sprint planning detailed First days of each Sprint – Get Sprint directions from Product Owner – Analyze Stories with the Architects All Scrum team members are involved 1 Sprint planning per Scrum team Check time budget – Verify absences in RTC From Product Backlog... – Query Work items – Team members try to fully understand User Stories with the help of the Architects – Give estimates using the Planning Poker technique ...To Iteration Plan – Fill Sprint backlog with selected Stories based on team velocity and priorities 20 © 2009 IBM Corporation
  21. 21. Coordinate our tests in Rational Quality Manager All test plans and testcases defined in RQM – FVT, SVT & Performance Test Plans Test case Defined by developers design – During the Stabilization phase Tested & tasted by all members – Developers, release engineer, ..., and even managers sometimes – Test execution records Creating Defects on execution Execution failure Formal reviews report – Test cases approvals by Product Owner & ScrumMasters Metrics & charts on quality presented at Sprint stakeholders meetings 21 © 2009 IBM Corporation
  22. 22. Collaborate using Work items and Plans Various levels of work planing Discuss/exchange work with members Instant collaboration / share context 22 © 2009 IBM Corporation
  23. 23. Share & build source code Build definitions Integration Streams and flows Source code Components Pending updates 23 © 2009 IBM Corporation
  24. 24. Check the project status & health Burndown charts Various project health dashboards Team communication 24 © 2009 IBM Corporation
  25. 25. Report Effectively to Management to Provide Them a Clearer View of Status 25 © 2009 IBM Corporation
  26. 26. Jazz is a platform for optimizing software delivery Jazz is… c Rational Third party Business Partner Offerings Offerings Offerings Our vision of the future of systems and software delivery Requirements Configuration Future Your existing Performance Definition & & Change Build Management Management Management Management Quality 3rd-Party A scalable, extensible team Management IBM Capabilities capabilities Jazz Capabilities collaboration platform Best Practice Processes An integration architecture Administration: Users, Collaboration Presentation: Storage projects, process enabling mashups and non- Mashups Discovery Query Jazz products to participate A community at Jazz.net where Jazz products are built Jazz is a platform for transforming how people work together to deliver greater value and An evolution of our portfolio performance from their software investments. © 2009 IBM Corporation
  27. 27. Rational Team Concert: An Overview Agile Planning Project Transparency Integrated release/iteration planning Customizable web based dashboards Effort estimation & progress tracking taskboards Real time metrics and reports Out of the box agile process templates Project milestone tracking and status SCM Work Items Build Integrated stream management Defects, enhancements Work item and change and conversations set traceability Component level baselines Build definitions for team View and share query results Server-based sandboxes and private builds Support for approvals and Local or remote build servers Identifies component in streams discussions and available baselines Supports Ant and command Query editor interface line tools SVN, Git, CC bridge, connector ClearQuest bridge, connector Integration with Build Forge Jazz Team Server Single structure for project related artifacts Team advisor for defining / refining “rules” World-class team on-boarding / offboarding and enabling continuous improvement including team membership, sub-teams and Process enactment and enforcement project inheritance In-context collaboration enables team members Role-based operational control for flexible to communicate in context of their work definition of process and capabilities 27 © 2009 IBM Corporation
  28. 28. Summary Achieving agility at scale requires new ways of thinking, acting, and sustained transformation Rational´s Jazz platform – A unified platform that includes collaboration, automation and reporting can dramatically improve the business process of software delivery – Embracing open integration strategies, enables IBM and its partners to leverage and develop best-of-breed solutions – Achieving business differentiation with agility and confidence is a reality today! Business Product Compliance Collaborative Your Planning & & Project & Lifecycle Engineering existing Alignment Management Security Management & Software 3rd-Party Future capabilities Tools IBM Jazz Capabilities Capabilities Best Practice Processes Administration: Collaboration Users, projects, Presentation: Storage Discovery Query process Mashups 28 © 2009 IBM Corporation
  29. 29. © Copyright IBM Corporation 2009. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, the on-demand business logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. 29 © 2009 IBM Corporation

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