Influences on       Agile Practice Tailoring inEnterprise Software Development                          Dr Julian M. Bass ...
Introduction   Introduction   Case Study   Results   Discussion   Conclusions   Acknowledgements
Introduction   Enterprise Software Development       Global – Outsourcing and Off-shoring       Large scale       Comp...
Contents   Introduction Case     Study   Results   Discussion   Conclusions   Acknowledgements
Case Study   Motivation       What can we learn about agile adoption in large        enterprises?   Research questions ...
Case Study   7 International Companies   Bengaluru (Bangalore) and London, UK   Participants (19 over 15 month period) ...
Case Study                        Sector                      Interviewee Job TitlesCompany A               IT Service Pro...
Contents   Introduction   Case Study Results   Discussion   Conclusions   Acknowledgements
Results                     14                     12                     10Number of Projects                     8      ...
Results                     14                     12                     10Number of Projects                     8      ...
Results - Agile Tailoring   Coding Standards (XP)       Mandatory in Enterprise setting   Collective code ownership (XP...
Results - Agile Tailoring   Continuous integration       Daily builds not feasible on complex enterprise        projects...
Results - Agile Tailoring   Pair Programming       Under utilised techniques       Only during spikes (Company D)   Te...
Contents   Introduction   Case Study   Results Discussion   Conclusions   Acknowledgements
Discussion    Distributed agile development              Client onshore; development offshore typical              Exte...
Discussion   Sprint and Sprint Duration       Company B           Migrated from 9 month to 1 month sprint durations    ...
Contents   Introduction   Case Study   Results Discussion Conclusions   Acknowledgements
Conclusions   SCRUM presents management view of Agile       Easily understood, deceptively simple   XP       Only expl...
Conclusions   Adoption process in large enterprises       Can start within institutional boundaries           Clandesti...
Acknowledgements   The study companies and participants   IIM-B Students who kindly helped access target    companies  ...
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Influences on Agile Practise Tailoring in Enterprise Software Development

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Influences on Agile Practise Tailoring in Enterprise Software Development

  1. 1. Influences on Agile Practice Tailoring inEnterprise Software Development Dr Julian M. Bass Robert Gordon University, Aberdeen, UK 19th February 2012
  2. 2. Introduction Introduction Case Study Results Discussion Conclusions Acknowledgements
  3. 3. Introduction Enterprise Software Development  Global – Outsourcing and Off-shoring  Large scale  Complex commercial and technical infrastructure  Unpromising context • 2004 Study, – on site customer, special room layout Agile Methods  Improve software quality and team productivity
  4. 4. Contents Introduction Case Study Results Discussion Conclusions Acknowledgements
  5. 5. Case Study Motivation  What can we learn about agile adoption in large enterprises? Research questions  What (if any) agile methods are used in the selected enterprises?  Are the agile methods being tailored?  If so, in what ways are they being tailored?  Why are the agile methods being tailored?
  6. 6. Case Study 7 International Companies Bengaluru (Bangalore) and London, UK Participants (19 over 15 month period) – Team members (developers, testers) – Scrum Masters, architects – Project managers, programme managers – Clients, product owners, customer representatives
  7. 7. Case Study Sector Interviewee Job TitlesCompany A IT Service Provider Program Manager Senior Project Manager Team MemberCompany B Internet Delivery Manager Product Manager (interviewed twice,Jan 2010 and April 2011)Company C Software Service Provider Development ManagerCompany D Software Service Provider Project Manager(Offshore Provider to Product OwnerCompany E) Scrum Master (3) QA Lead Team MemberCompany E Enterprise CRM Program Manager Project Manager Director of EngineeringCompany F Industrial Products Scrum MasterCompany G IT Service Provider Engagement Manager
  8. 8. Contents Introduction Case Study Results Discussion Conclusions Acknowledgements
  9. 9. Results 14 12 10Number of Projects 8 6 4 2 0 Scrum Master User Stories Stand-Up Meetings Retrospective Product Owner Product Backlog Sprint Planning Increment Demo
  10. 10. Results 14 12 10Number of Projects 8 6 4 2 0 Pl Gam Sm Rel Metaphor Sim Des TDD Ref Pair Prog Col Own Cont Int Cod Stan On-Site Cust
  11. 11. Results - Agile Tailoring Coding Standards (XP)  Mandatory in Enterprise setting Collective code ownership (XP)  Mandatory in Enterprise setting Sprint Demo (scrum)  Demo to Enterprise customers not appropriate  Company B, Internet domain, B2C  Company E  Calendar 6 month release cycle  Frequent integration of updates unattractive
  12. 12. Results - Agile Tailoring Continuous integration  Daily builds not feasible on complex enterprise projects  Company E, 3 days needed to conduct automated regression tests  Company D, Release process  Code Freeze (no code check-ins)  Integration complete (Integration testing complete)  Release Candidate  Release
  13. 13. Results - Agile Tailoring Pair Programming  Under utilised techniques  Only during spikes (Company D) Test Driven Development  Independent user acceptance test teams  Client UAT teams  Integrating testing into sprints requires organisational change processes  Testing budget assigned to separate team
  14. 14. Contents Introduction Case Study Results Discussion Conclusions Acknowledgements
  15. 15. Discussion Distributed agile development  Client onshore; development offshore typical  Extended knowledge transfer visits  Preference for co-located feature teams  Distributed feature teams complicated  Follow-the-sun approaches very difficult Daily scrum (Standup meetings)  Video or audio conferencing used  Product owner or technical specialist dial-in
  16. 16. Discussion Sprint and Sprint Duration  Company B  Migrated from 9 month to 1 month sprint durations  Organisational change processing taking 1 year  Agile Enterprise  Enables new product opportunities
  17. 17. Contents Introduction Case Study Results Discussion Conclusions Acknowledgements
  18. 18. Conclusions SCRUM presents management view of Agile  Easily understood, deceptively simple XP  Only explicitly adopted in one company Some practices conventional in large enterprises  Coding standards  Collective code ownership
  19. 19. Conclusions Adoption process in large enterprises  Can start within institutional boundaries  Clandestine adoption  Increments used internally within development teams  Successes used to garner institutional support  Enterprise adoption needs high-level support  De-construct institutional boundaries  Respondents report “Agile Enterprise” benefits Scope for greater use of  Pair programming, test-driven development
  20. 20. Acknowledgements The study companies and participants IIM-B Students who kindly helped access target companies The research benefited from travel funding from the UK Deputy High Commission Bangalore, Science and Innovation Network

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