Disciplined Agile Delivery in IT: A Full Lifecycle Approach


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The good news: Agile methods deliver superior results compared to traditional approaches. The bad news: For IT projects, mainstream agile methods-Scrum, Extreme Programming (XP), and Agile Modeling (AM)- provide only part of the overall solution. Agile IT projects require some time and effort for upfront planning at the start and activities for sophisticated deployment scenarios at the end. Additionally, most agile projects in large IT organizations cannot escape compliance with governance standards. Mark Lines describes and explores the realities of agile development in enterprise IT environments. Discover how IBM’s freely available Disciplined Agile Delivery (DAD) process framework combines common practices and strategies from mainstream agile methods to address the full delivery lifecycle-from project initiation to solution release into production. Join Mark to learn how you can adopt the DAD process framework as a strong foundation for scaling your agile projects and extending agile methods to cover IT project beginnings and endings.

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Disciplined Agile Delivery in IT: A Full Lifecycle Approach

  1. 1.           AT1 Concurrent Session  11/8/2012 10:15 AM                "Disciplined Agile Delivery in IT: A Full Lifecycle Approach"       Presented by: Mark Lines Scott W. Ambler + Associates               Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073   ∙ www.sqe.co m 88‐268‐8770 ∙ 904‐278‐0 524 ∙ sqeinfo@sqe.com
  2. 2. Mark Lines Scott W. Ambler + Associates Managing partner at Scott W. Ambler + Associates Mark Lines is an IT process consultant and agile coach. Mark is a disciplined agile coach, helping organizations worldwide transform from traditional to agile methods. He helps customize agile governance practices to accelerate complex projects in large enterprises. Mark coauthored (with Scott Ambler) Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise. Mark writes for many publications, is a frequent speaker at industry conferences, and delivers workshops on Disciplined Agile Delivery (DAD) and other agile topics. He blogs about DAD at DisciplinedAgileDelivery.com and can be reached atMark@scottwambler.com.
  3. 3. Disciplined Agile Delivery in IT:  A Full Lifecycle Approach Mark Lines mark [at] scottwambler.com twitter.com/mark_lines Copyright 2012 Scott W. Ambler + Associates       Twitter: mark_lines 1 Book cover pictures that didn’t make it… Copyright 2012 Scott W. Ambler + Associates       Twitter: mark_lines 2 1
  4. 4. What I’ll Cover in this Talk… • Understand what DAD is and why we need it • Discover why DAD is called a “process decision  framework framework” • Understand the basic and advanced DAD Lifecycles • Learn how DAD is goal‐driven • To be introduced to the three phases of the DAD  p lifecycle © Scott W. Ambler + Associates 3 Agenda • • • • • • • • • Disciplined Agile Delivery (DAD) Characteristics of Good Teams A Hybrid Framework Potential DAD Lifecycles Potential DAD Lifecycles Comparing Terminology Enterprise Awareness Goal‐Driven, Not Prescriptive How it Works in Practice Tailoring and Scaling Agile © Scott W. Ambler + Associates 4 2
  5. 5. Disciplined Agile Delivery (DAD) Disciplined Agile Delivery (DAD) is a process  decision framework The key characteristics of DAD: Th k h t i ti f DAD – People‐first – Goal‐driven – Hybrid agile – Learning‐oriented – Full delivery lifecycle – Solution focused – Ri k l lif Risk‐value lifecycle l – Enterprise aware © Scott W. Ambler + Associates 5 Characteristics of Good Teams • The majority of team members should be “generalizing specialists” – Also known as “T‐Skilled” people • DAD teams and team members should be: DAD teams and team members should be: – Self‐disciplined in that they commit only to the work which they can  accomplish and then perform that work as effectively as possible. – Self‐organizing, in that they will estimate and plan their own work and then  proceed to collaborate iteratively to do so. – Self‐aware, in that they strive to identify what works well for them, what  doesn’t, and then learn and adjust accordingly. © Scott W. Ambler + Associates 6 3
  6. 6. DAD is a Hybrid Framework Crystal l Agile Practices …and more “ d l” “Traditional” Unified Process Scrum l Agile Data Agile Modeling Kanban Lean DAD leverages proven strategies from several sources, DAD leverages proven strategies from several sources providing a decision framework to guide your adoption and tailoring of them in a context‐driven manner.  © Scott W. Ambler + Associates 7 Agile Sources for DAD Agile Source Strengths Scrum Project management framework; release, iteration and daily planning;  prioritization/scope management; regular stakeholder reviews; retrospectives to  help the team evolve; cross‐functional team of generalizing specialists  Extreme Programming Extreme Programming (XP) Technical aspects of software development with specific practices defined for fine‐ Technical aspects of software development with specific practices defined for fine scale feedback, continuous integration, shared understanding, and programmer  welfare  Agile Modeling Lightweight requirements, architecture, and design modeling and documentation  Agile Data Database architecture, design, and development  Kanban and Lean  Software Development A collection of principles and strategies that help streamline software development  and provide advice for scaling agile approaches  Unified Process (UP) Full delivery lifecycle planning, modeling, development, testing, deployment, and  governance  Other Various ideas and techniques have also been adopted from Crystal, Dynamic  System Development Method (DSDM), Outside In Development (OID), Feature  Driven Development (FDD), and the IBM Practices Library © Scott W. Ambler + Associates 8 4
  7. 7. DAD Lifecycle: Basic/Agile © Scott W. Ambler + Associates 9 DAD Lifecycle: Advanced/Lean © Scott W. Ambler + Associates 10 5
  8. 8. The Phases Disappear Over Time First release: Inception Second release: Third release: I I Construction Construction Construction Transition T T . . . Nth+ releases: C T C T C T C T © Scott W. Ambler + Associates 11 Enterprise Awareness • • Consider how your agile teams need to be “Enterprise Aware”: – What other teams might an agile team need to interact with in your  organization? – Do these teams work in an agile manner?  If not, what are you doing to  address this? address this? – What information do your agile teams need to provide to senior management  for governance purposes?  Why?  – Are your agile teams expected to conform to an existing technical  architecture?  Organizational business vision?  If so, how is this supported? – Do you have coding guidelines to follow?  Data guidelines?  Usability?   Security? Other?  How are they supported or enforced? Mainstream agile methods sometimes assume that each project is a small, self‐ sufficient team – We know that this seldom a reality of complex enterprise projects – Scrum stresses inward focus of the team with minimal distractions – DAD adds to this by addressing the necessity to work outside the team with  other projects and stakeholders © Scott W. Ambler + Associates 12 6
  9. 9. Comparing DAD and Scrum Terminology DAD Term Scrum Term Iteration Sprint Team lead ScrumMaster* Coordination meeting (Daily) Scrum meeting Retrospective Sprint retrospective Demo Sprint demo * These roles aren’t completely the same, but close © Scott W. Ambler + Associates 13 © Scott W. Ambler + Associates 14 DAD is Goal‐Driven 7
  10. 10. Goal: Develop Common Vision © Scott W. Ambler + Associates 15 The Agile 3C (Coordinate‐Collaborate‐Conclude) Rhythm Release rhythm Transition Several iterations Several iterations Hours to  Hours to weeks Iteration  planning Development Iteration wrap  up A few hours Daily rhythm Construction Day to weeks Day to weeks Iteration rhythm Inception Several days A few hours Coordination Meeting Daily Work Stabilize A few minutes Several hours Varies Coordinate Collaborate Conclude © Scott W. Ambler + Associates 16 8
  11. 11. The Inception phase © Scott W. Ambler + Associates 17 The Construction phase © Scott W. Ambler + Associates 18 9
  12. 12. A Construction Iteration © Scott W. Ambler + Associates 19 A Typical Day of Construction © Scott W. Ambler + Associates 20 10
  13. 13. The Transition phase © Scott W. Ambler + Associates 21 Context Counts – Tailoring and Scaling Agile Agility  at  Scale Disciplined  Agile  Delivery Agile Disciplined agile delivery with one or more complexity factors: Large teams Geographically distributed teams Compliance p y Domain or technical complexity Cultural/organizational issues Organizational distribution • • • • • Delivery focus Risk‐value driven lifecycle Self‐organization with appropriate governance Goal driven Enterprise aware • • • • • Construction focus Value driven lifecycle Self‐organizing teams Prescriptive Project team aware © Scott W. Ambler + Associates 22 11
  14. 14. Summary • DAD adds value to existing mainstream agile methods in these  ways: – Full lifecycle coverage of practices – Recognition of project phases and lightweight milestones – Removal of proprietary terminology – Addresses enterprise concerns such as governance, enterprise  authorities – Foundation for scaling agile beyond small co‐located teams © Scott W. Ambler + Associates 23 For more information… • • The “Disciplined Agile Delivery Experience” – 3‐day workshop, open enrolment or on‐site upon request – Emphasis is on learning, not slideware – Attendees receive a copy of Mark and Scott’s book, and decks of Planning Attendees receive a copy of Mark and Scott s book, and decks of Planning  Poker estimating cards The DAD community website – www.DisciplinedAgileDelivery.com Copyright 2012 Scott W. Ambler + Associates       Twitter: mark_lines 24 12
  15. 15. Thank You! Thank You! Mark@scottwambler.com Twitter: mark_lines AgileModeling.com AgileData.org g g Ambysoft.com DisciplinedAgileDelivery.com EnterpriseUnifiedProcess.com ScottWAmbler.com Copyright 2012 Scott W. Ambler + Associates       Twitter: mark_lines 25 Recommended Resources Copyright 2012 Scott W. Ambler + Associates       Twitter: mark_lines 26 13