É possível medir se um gigante é ágil?


Published on

TrendTalk apresensentada no AgileTrends em 4/10/2013

Published in: Technology, Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

É possível medir se um gigante é ágil?

  1. 1. É possível medir se um gigante é ágil? Alan Braz Arquiteto/Desenvolvedor, IBM Global Business Services (GBS), 2005-2012 Engenheiro de Software, IBM Research Brazil, 2013+ MSc Engenharia de Software, Métodos Ágeis, UNICAMP, 2009-2013 alanbraz@br.ibm.com @alanbraz © 2013 IBM Corporation
  2. 2. 2 Gigante?
  3. 3. Presente em 174 Países 430k Empregados 6.478 Patentes em 2012 Faturamento em 2012: US$ 104 Bi IBM Account 2000+ apps ~8000 IT prof.
  4. 4. 4 Problemas? Desafios! Ambiente cada vez mais complexo Equipes amplamente distribuída pelo tempo e geografia Várias tecnologias, plataformas, linguagens, ferramentas Comunicações fragmentadas e transparência limitada Múltiplas estratégias de reutilização de assets
  5. 5. 5 Transição
  6. 6. 6 Blue Community • Work is performed through Blue Communities – which are focused on delivery output • Blue Communities is comprised of the Delivery Community members, including core team members and end-users, business SMEs, executives and stakeholders Blue Connect Networking and Collaboration Tools enhance a ‘sense of community’ and support sharing of knowledge across geographic and time differences Rational Team Concert (RTC) Worldwide Delivery Platform manages work – and makes it transparent and visible to the Worldwide team Systematic Reuse Strategic value is gained by increasing our institutional asset component catalog – and emphasizing and tracking systematic reuse Agile Work is conducted as time-based iterations focused on speed and quality; accelerated ‘time- to-value’ gives clients what they demand most Outcomes Time-based competition outcomes and individual contribution / recognition are distinguished through Digital Reputation Em 2009, foi iniciado um processo de transformação que mudou a abordagem do desenvolvimento de software: Smarter Application Development and Maintenance (ADM) http://www-935.ibm.com/services/us/gbs/application-management/application-development-management/
  7. 7. 7 Etapas do deploy do SmarterADM Value Value Realization Roadmap Phase 1: Global Practices Phase 2: Global Integration Phase 3: Global Talent Accelerated Time-to- Value Classic ADM Outcomes Innovation vs. Operation Business Transformation Real Global Integration Global Visibility Accelerated Delivery Free-Cycle Utilization Capital Reallocation • Deployment Roadmap & Business Case • Communication Plan • Change Readiness Assessment Governance and Blue Communities • Business Alignment & Planning (EPF) • Optimize Communities • Deploy Connections, Wikis, etc • Training & Orientation • Foster Collaboration Deploy Practices • Agile Core & Enhanced • Systematic Reuse • Implement RTC • Component Based Development Deploy Smarter Talent Mgmt • Implement Smart Cards • Expand Extended Teams • Extend Enhanced Agile • Align Management System Blue Communities are created aligned to the Client’s Process Framework (EPF). Focus on Process. Aligns all resources to Process. Engages IT, users, SMEs, Business functions. Baseline tooling (IBM Connections) with associated practices (Forums, Wikis, Collaboration, Transparency) Agile methods deployed across applicable projects; starting with Agile Core. RTC deployed across all projects, creating Global transparency of work; Component Development practices engaged; Systematic Reuse engineered into processes. Blue Card System deployed creating Time Based Competition and Professional Achievement visibility and Digital Career development; Accelerating Time-to-Value. Recognition programs for Cycle-Time, Speed and Reuse. Enhanced Agile methods deployed across applicable projects; Illustrative based on Diagnostic
  8. 8. 8 IBM Confidential H U M A N C L O U D The community is comprised of the Blue Community members, including core team members and end-users, business partners, executives and stakeholders Project team is comprised of project managers, architects, developers, testers, development managers, testers, requirements analysts, scrum-masters, release engineers and etc. Community Announce, discussNetworkingManage Activities Profiles Blogs Responsible forDeliversDefines Plan Streams Work-items Discuss, support Forums Document collaboration Wikis Subscribe, aggregateShare, organize Bookmarks Feeds Follows Process Produces Build OwnsShares Dashboard Components Generates Events Integration Project Transformando o ambiente de trabalho para melhorar a transparência e produtividade Connections
  9. 9. 9 Alguns números de comunidades Element 2011 2012 Forum topics 1377 977 Forum replies 8442 9188 Wiki pages 3374 2469 Blog entries 1052 1170 Files 1936 2020 Bookmarks 695 794 Activity updates 3882 2600 120 comunidades 50 muito ativas Média de 125 membros Maior comunidade com 498 17 com 200+
  10. 10. 10 Ágil?
  11. 11. 11 Características de IBM Account para Agile Vantagens –Clientes, stakeholders e usuários disponíveis (mesma rede) –Alocação dos membros dos times (Time&Material) –Disponibilidade de ferramentes (RTC) –Requisitos de escopo aberto –Projetos de tempo curto (3-6 meses) –Projetos de suporte e manutenção Desvantagens –Times globalmente distribuídos –Tamanho médio dos times de 20-30 pessoas –Múltiplas tecnologias (legado) –Mentalidade “Big Plan Up Front” dos gerentes de projeto e muitos certificados PMP
  12. 12. 12 Waterfall, Agile-Core and Agile-Plus processes Waterfall Process Concept Plan Develop Qualify ROLLOUT Understand what is to be built and who to build it for Understand and confirm how to build it Build it Test it Deploy it! Agile-Core Process Concept Plan Iteration 1, 2, 3… ROLLOUT Understand what is to be built and who to build it for Understand and confirm how to build it Build it and test It Deploy it!n Develop & qualify phases Agile-Plus Process Concept Iteration 1, 2, 3… iteration n* ROLLOUT Understand what is to be built and who to build it for Understand and confirm what is to be built, how to build it, build and test it! Deploy it!n Plan, develop & qualify phases
  13. 13. 13 Medir?
  14. 14. The World is our Lab: 12 Labs Worldwide in 10 Countries ChinaWatsonAlmaden Austin JapanIsrael Switzerland India Ireland Australia Behavioral Science Chemistry Electrical Engineering Computer Science Materials Science Mathematical Science Physics Services Science IBM Research world-wide has 1600+ PhDs with diversity of disciplines: Africa
  15. 15. 15 Medir agilidade? http://www.versionone.com/state-of-agile-survey-results/
  16. 16. 16 Quão ágil você é? How Agile Are You? Survey http://www.ambysoft.com/surveys/ Business Value Validation Stakeholders Self organizing Improvement All Criteria All but self org 94% 87% 95% 56% 55% 53% 72% 91% 88% 99% 72% 92% 65% 82% How agile are teams which claim to be agile? Ambysoft 2010 Ambysoft 2013
  17. 17. 17 VALUE: What strategies does your team follow to provide value to your stakeholders? * Business value agile criteria (OR) We are producing working software every iteration/sprint during construction* We actively consider usability issues in the development of the solution There were one or more iterations at the start of the project where we did not produce working software* At the start of the project we identified our key stakeholder groups and their goals We have regular discussions with key stakeholder groups to understand their goals throughout the project We have a definition of what it means to be done We are implementing improvements to the business process We are making business personnel changes as a result of this project We are producing supporting documentation, such as user manuals or operations manuals 64% 57% 33% 58% 68% 61% 80% 19% 39%
  18. 18. 18 VALIDATION: What strategies does your team follow to validate their work? * Validation agile criteria (OR) We perform our own regression testing on a regular basis* We take a test-driven development* We take a TDD approach at the requirements level* Regression testing is performed by an independent test team in parallel to development At the end of the project, “final” testing is performed before releasing the system by an independent test team We review our work with other technical people external to the team At the end of each iteration, we demo our work to key stakeholders We have “all hands” demos to a wider range of stakeholders every so often We include static code analysis in our build We include dynamic code analysis our build We follow non-solo development techniques such as pair programming 62% 23% 29% 36% 43% 19% 52% 23% 29% 17% 26%
  19. 19. 19 STAKEHOLDERS: What strategies does your team follow when working with your stakeholders? * Stakeholders agile criteria (OR) Our team has a product owner who represents the stakeholder community* We work with specific stakeholders, particularly domain experts* We have access to stakeholders, or their representatives, on a daily basis* We demo the solution to stakeholders every iteration/sprint during construction We have a demo sandbox where stakeholders can work with an interim version We have a written requirements specification which defines what we need to deliver Stakeholders work with business analysts who provide requirements to our team directly Stakeholders work with business analysts who provide requirements to our product owner We did some initial requirements envisioning with our stakeholders at the start of the project Throughout the project we hold modeling sessions with stakeholder groups to repopulate the backlog 22% 12% 10% 12% 12% 20% 7% 6% 6% 6%
  20. 20. 20 SELF ORGANIZATION: What strategies does your team follow to organize how they work together? * Self organizing agile criteria (AND) Each iteration/sprint we hold a planning meeting where the team determines who will do what that iteration* The project manager/coach/scrum master assigns tasks to team members We hold daily stand-up meetings to coordinate our activities* Our product owner is responsible for prioritizing what our team produces We generate reports, such as burn down charts and defect trend charts, manually We produce a status report at least once an iteration for senior management Our tools populate a project reporting dashboard to automatically provide status information At least once a week, a senior manager will attend our daily stand up meetings to get a status update Senior management uses our status information, however provided, to help my team succeed Our organization has development standards My team follows those development standards as appropriate Our organization has identified a common technical infrastructure My team leverages and builds towards this common technical infrastructure 65% 22% 55% 14% 57% 52% 52% 22% 36% 57% 57% 51% 41%
  21. 21. 21 REFLECTIVE IMPROVEMENT: What strategies does your team follow to improve the way that they work together? * Improvement agile criteria (OR) We hold a retrospective/reflection session at the end of each iteration/sprint* We hold a retrospective session several times throughout the project, but not every iteration* We hold a “post mortem” meeting at the end of each project to identify potential improvements for future project We actively try to address the issues which we identify in the retrospective sessions throughout the project We measure and track our progress of adopting improvements to our process External auditors may review what we are doing during the project to help identify potential improvements 42% 20% 41% 58% 43% 10%
  22. 22. 22 Resultados Business Value Validation Stakeholders Self organizing Improvement All Criteria All but self org 91% 88% 99% 72% 92% 65% 82% 73% 71% 14% 32% 59% 2% 0% Equipes que se dizem ágeis Ambysoft 2010 Ambysoft 2013 IBM Account 2013
  23. 23. 23 Resultados Business Value Validation Stakeholders Self organizing Improvement All Criteria All but self org 83% 69% 94% 51% 90% 39% 65% 44% 50% 22% 22% 28% 0% 0% Equipes tentando ser ágeis Ambysoft 2010 Ambysoft 2013 IBM Account 2013
  24. 24. 24 Discussão Business Value Validation Stakeholders Self organizing Improvement All Criteria All but self org 91% 88% 99% 72% 92% 65% 82% 73% 71% 14% 32% 59% 2% 0% Poucos dados? Passou o pico? Zona de conforto? Projetos de suporte/manutenção? Times distribuídos? Cultura? Falta de coaching? Falta de foco em Agile? Dependência de outros deptos?
  25. 25. 25 Conclusão É possível medir se um gigante é ágil? Sim! Reflexão: Mas o que é ser ágil afinal? http://link.springer.com/chapter/10.1007/978-3-642-39179-8_22 http://www.youtube.com/watch?v=gnvVQr3L42I
  26. 26. 26 Obrigado http://hub.jazz.net/ @alanbraz