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Executive Panel Bill Holst,  President & Principal Consulting Software Engineer at Prescient Software Engineering and  Sys...
A Project Methodology Comparison  Waterfall vs. Agile at  Colorado Springs Utilities   Presented by Bill Holst  President ...
Background to Comparison <ul><li>Two major phases to Colorado Springs Utilities (CSU) Energy Distribution Design  </li></u...
Why change horses in the middle of a stream?  (because you can!) <ul><li>Phase I – Waterfall was successful but- </li></ul...
Phase II – The Agile Adventure <ul><li>Converted Autodesk contract to T&M </li></ul><ul><li>Hand picked our Agile team </l...
The Results <ul><li>Project went well through about 5 or 6 iterations </li></ul><ul><li>And then… </li></ul>(c) Prescient ...
We hit the wall! (c) Prescient Software Engineering, All Rights Reserved
The Results – the Wall! <ul><li>Delivered our first release for review – it was very successful but… </li></ul><ul><li>Log...
Project Velocity – this is not your textbook chart! <ul><li>. </li></ul>(c) Prescient Software Engineering, All Rights Res...
Reforming the Project <ul><li>Used an entire iteration to re-define logic based on data </li></ul><ul><li>Logic dropped by...
Where We Stand Today <ul><li>First production release next week – month and a half early </li></ul><ul><li>Costs almost 30...
Conclusions – What’s Next <ul><li>Solution has an amazing usability factor – it works the way it should from the user pers...
Summary   <ul><li>Not your typical government project </li></ul><ul><ul><li>Early delivery </li></ul></ul><ul><ul><li>Und...
 
StoneRiver Agile Adoption Adam Woods Director of Product Development
Main Challenges Before Agile Adoption <ul><li>High and increasing time to implement </li></ul><ul><li>Getting stuck at 90%...
Early Challenges / Experiences <ul><li>Initially ramped up architecture / platform teams as Agile pilot </li></ul><ul><li>...
Middle Maturity Challenges / Experiences <ul><li>Structured delivery teams in a blended model of offshore and employees </...
Advanced Maturity Challenges / Experiences <ul><li>Increased engagement by product owners </li></ul><ul><li>High rates of ...
Some Specific Suggestions <ul><li>Major organization change takes time, so be patient and persistent </li></ul><ul><li>Tak...
Summary of Experience <ul><li>Currently, we are 31 sprints into our Agile adoption have, 15 Agile teams working very close...
Want More Information <ul><li>Adam Woods </li></ul><ul><ul><li>303.729.7508 </li></ul></ul><ul><ul><li>[email_address] </l...
 
Jean Tabaka Certified Scrum Trainer and Agile Fellow 12 Agile Adoption Success Modes
12 Agile Adoption Success Patterns Jean Tabaka, Rally Software www.rallydev.com
 
 
 
 
Agile is not the problem
 
Success
Prepare to change WORLD your
your group
your organization
your company
your customers
Don’t abandon Agile
Knowledge-creating company Expansion not Scarcity Customer Value
3 categories of patterns
“ Getting started” patterns
“ In it”  patterns
“ Sustainability”  patterns
Each pattern has practices
“ Getting started” patterns
A clear and compelling goal #1   http://www.flickr.com/photos/inkybob/122476158
http://www.flickr.com/photos/inkybob/122476158 Be clear about the “Why Agile?”
 
http://www.flickr.com/photos/inkybob/122476158 Crisis or culture of improvement
<ul><li>Examples from some real customers: </li></ul><ul><li>Earlier business value via faster time-to-market </li></ul><u...
http://www.flickr.com/photos/inkybob/122476158 Scarcity vs. Expansion
Vision A high level Agile plan has VISION
Engaged executive sponsorship #2
Fully committed to success
Israel Gat – Cutter Consortium Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me ...
Social contract with organization
What’s in it for me? (WIIFM)
“ We will learn and all of us will have better skills as software professionals.”
Planning framework for rollout #3
Create a rollout plan
How will we know if we are successful? <ul><li>High-Level Business Goals </li></ul><ul><li>[Co-create clear goals at an ov...
Example of Agile Rollout for 500
Use 5 levels of planning
Vision Roadmap Release Iteration Daily High level plan to a daily plan
Rank organizational backlog
Backlog Planned In Progress Complete Rollout Coach helps hire internal coach ARP with leadership to plan next waves Add Ra...
Engage your plan with guidance #4
Find bright spots
 
Bring in experienced mentors
Books are not enough. We need to find others and work with them.
Train everyone in their roles
The team knows what to do
AGILE ORGANIZATION Quarterly Business Cycle (Cross Organizations) Product Cycles (Cross Departments) Team Cycles
Start pilot teams based on rollout plan
Learn and mature  before you scale
“ In it”  patterns
Create strong leadership context #5
Servant leadership
 
Not command and control
 
Support collaboration
Form support councils not status reporting
Coordinate and support teams Multi-Team Program Team-of-Teams  Program Steering Portfolio Mgt & Governance Architecture Co...
Create the right team context #6
Team ownership
 
Team commitment
Team success and growth not heroes
 
Embrace Agile team habits #7
Adopt Agile ceremonies
<ul><li>Release planning </li></ul><ul><li>Iteration planning </li></ul><ul><li>Daily planning </li></ul><ul><li>Demo and ...
Build feature by feature
GUI Business Logic Database SLICES VERTICAL Story 1 Story 2
Use fast feedback loops
Continuous, fast feedback through the Agile ceremonies Inform next iteration through feedback from this iteration Iteratio...
Vision Roadmap Release Iteration Daily Inform the Vision from the daily plan
Pull testing forward
STORY ONE Task Estimate Owner Code the UI 6 Brenda Code the middle tier 8 Yi Create and automate tests 4 Alan
Invest in a robust infrastructure
 
Ensure code is always releasable
 
Measure the right things #8
Definition of Done
Sample Definition  of Done
Readiness of the product backlog
Readiness of the product increments
“ Watch the  work product not the worker” -- Don Reinertsen
Flow of value
FLOW of VALUE Customer’s Pull Value Agile
Create a culture of continuous learning #9
Retrospect with teams regularly
 
Retrospect the organization regularly
 
Create knowledge flow up and down
Create knowledge across the organization
 
 
“ Sustainability”  patterns
Prepare to scale #10
Architect for change
 
Support organizational growth
 
 
Employ passionate change agents
 
Be patient and repeat patterns #11
It takes time!
AGILE Alignment Corporate Level Departmental Level Team Level Personal Level
Revisit your compelling goal
<ul><li>Earlier business value via faster time-to-market? </li></ul><ul><li>Transparency, visibility, predictability? </li...
Revisit the strength of your sponsorship
Israel Gat – Cutter Consortium Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me ...
Continually improve your organizational backlog
Backlog Planned In Progress Complete Rollout Coach helps hire internal coach ARP with leadership to plan next waves Add Ra...
Apply these patterns to your context! #12
Prepare to inspect and adapt!
Wrap up our story
Agile is not the problem
 
Success
 
Start where you are
A clear and compelling goal #1   http://www.flickr.com/photos/inkybob/122476158
Apply these patterns to your context! #12
Knowledge-creating company Expansion not Scarcity Customer Value
A story of Agile success
 
Prepare to change WORLD your
12 Success Patterns for Agile Adoption Jean Tabaka, Rally Software www.rallydev.com
 
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Agile Cafe Boulder - Panelist and keynote slides

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Agile Cafe, 2/3 in Boulder, CO. Presentations from Adam Woods at StoneRiver, Bill Holst at Colorado Springs Utilities and keynote by Jean Tabaka at Rally Software.

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Agile Cafe Boulder - Panelist and keynote slides

  1. 2. Executive Panel Bill Holst, President & Principal Consulting Software Engineer at Prescient Software Engineering and Systems Analyst at Colorado Springs Utilities Adam Woods, Director of Product Development at StoneRiver, Inc.
  2. 3. A Project Methodology Comparison Waterfall vs. Agile at Colorado Springs Utilities Presented by Bill Holst President and Principal Software Engineer Prescient Software Engineering, Inc.
  3. 4. Background to Comparison <ul><li>Two major phases to Colorado Springs Utilities (CSU) Energy Distribution Design </li></ul><ul><ul><li>First Phase – Electric Distribution Design – Waterfall and Fixed Price </li></ul></ul><ul><ul><li>Second phase - Gas Distribution Design - Agile - Time and Materials – CSU assumed the project risk </li></ul></ul><ul><li>Opportunity for comparison of waterfall and Agile </li></ul><ul><li>Equal in scope and technology </li></ul><ul><li>Two week session for requirements definition </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  4. 5. Why change horses in the middle of a stream? (because you can!) <ul><li>Phase I – Waterfall was successful but- </li></ul><ul><ul><li>Test cases developed early but many were wrong </li></ul></ul><ul><ul><li>long lag time from requirements to testing </li></ul></ul><ul><ul><li>Mismatch of code to logic </li></ul></ul><ul><ul><li>Project churn </li></ul></ul><ul><ul><li>Disparate tool set </li></ul></ul><ul><li>Key players met to evaluate how we could do things better – Agile approach </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  5. 6. Phase II – The Agile Adventure <ul><li>Converted Autodesk contract to T&M </li></ul><ul><li>Hand picked our Agile team </li></ul><ul><li>Engaged Rally for training and coaching </li></ul><ul><li>Follow-training at the end of iteration 1 </li></ul><ul><li>Collaboration tools </li></ul><ul><ul><li>Rally software </li></ul></ul><ul><ul><li>Nefsis Conferencing and HD video cameras </li></ul></ul><ul><ul><li>Livemeeting and Webex </li></ul></ul><ul><ul><li>Two conference call lines </li></ul></ul><ul><ul><li>Google Docs for all project documentation </li></ul></ul><ul><ul><li>Special storage closet for our “stuff” </li></ul></ul>(c) Prescient Software Engineering, All Rights Reserved
  6. 7. The Results <ul><li>Project went well through about 5 or 6 iterations </li></ul><ul><li>And then… </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  7. 8. We hit the wall! (c) Prescient Software Engineering, All Rights Reserved
  8. 9. The Results – the Wall! <ul><li>Delivered our first release for review – it was very successful but… </li></ul><ul><li>Logic was confusing, test cases, code and logic did not match </li></ul><ul><li>7 th Iteration stopped mid-stream </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  9. 10. Project Velocity – this is not your textbook chart! <ul><li>. </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  10. 11. Reforming the Project <ul><li>Used an entire iteration to re-define logic based on data </li></ul><ul><li>Logic dropped by a factor of almost 4 in complexity </li></ul><ul><li>Next iteration, rewrote all code and test cases </li></ul><ul><li>On a roll! Being Agile made this possible </li></ul><ul><li>Another iteration – reduced logic complexity again </li></ul><ul><li>We did it again – code rewrite, threw ½ our test cases away! The team had transformed itself into Agile evangelists! </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  11. 12. Where We Stand Today <ul><li>First production release next week – month and a half early </li></ul><ul><li>Costs almost 30% under budget </li></ul><ul><li>500 defects less than the electric phase </li></ul><ul><li>Less code! Solution data driven, changes made without code changes </li></ul><ul><li>Better test case coverage </li></ul><ul><li>Mid-course change avoided change order “Hell” and potential “Shelfware” </li></ul><ul><li>Huge process improvement on material and labor ordering </li></ul><ul><li>Users love the software – even I can design a gas network! </li></ul>(c) Prescient Software Engineering, All Rights Reserved
  12. 13. Conclusions – What’s Next <ul><li>Solution has an amazing usability factor – it works the way it should from the user perspective (this is one of the ‘ilities’ that is hard to measure but you know when you have it!) </li></ul><ul><li>High Visibility within CSU – huge interest in Agile </li></ul><ul><ul><li>Rally has provided scrum training for 18 folks </li></ul></ul><ul><ul><li>Rally has provided Agile training for an infrastructure team which is kicking off an new upgrade project </li></ul></ul><ul><li>Probably redesign of the Electric Solution </li></ul><ul><li>Minimal project management expense from Autodesk (a couple hours of administrative cost) </li></ul><ul><li>Amazing Project Metrics! – they tell a great management story </li></ul><ul><ul><li>69% fewer defects </li></ul></ul><ul><ul><li>30% lower project cost (this is the fixed-price fudge factor) </li></ul></ul><ul><ul><li>50% less code </li></ul></ul><ul><ul><li>4x reduction in logic complexity </li></ul></ul><ul><ul><li>20% less test cases, but better test coverage </li></ul></ul>(c) Prescient Software Engineering, All Rights Reserved
  13. 14. Summary  <ul><li>Not your typical government project </li></ul><ul><ul><li>Early delivery </li></ul></ul><ul><ul><li>Under budget </li></ul></ul><ul><ul><li>User ‘love-affair’ with software </li></ul></ul><ul><ul><li>“ Let’s do it again!” </li></ul></ul><ul><li>Team commitment to success – great management support </li></ul><ul><li>One of my most successful projects! </li></ul>
  14. 16. StoneRiver Agile Adoption Adam Woods Director of Product Development
  15. 17. Main Challenges Before Agile Adoption <ul><li>High and increasing time to implement </li></ul><ul><li>Getting stuck at 90% complete for long periods of time </li></ul><ul><li>Quality assurance disconnected from development </li></ul><ul><li>Lack of automation </li></ul><ul><li>High levels of defects </li></ul><ul><li>Project success highly dependant on skill of project manager </li></ul><ul><li>Project risks / warnings signaling too late to be addressed </li></ul><ul><li>Lack of feedback mechanisms for improvement </li></ul>
  16. 18. Early Challenges / Experiences <ul><li>Initially ramped up architecture / platform teams as Agile pilot </li></ul><ul><li>Attempted to run Agile teams with existing offshore vendor without re-organizing fundamental team structure or relationships </li></ul><ul><li>Lack of buy-in and understanding of Agile principles from executives, project leadership and delivery teams </li></ul><ul><li>Distance between delivery teams and product owners </li></ul><ul><li>No acceptance, or agreement to do acceptance testing, Agile seen as a development only practice </li></ul>
  17. 19. Middle Maturity Challenges / Experiences <ul><li>Structured delivery teams in a blended model of offshore and employees </li></ul><ul><li>Greater understanding of vertical slicing by teams and product owners </li></ul><ul><li>Delivery teams adopting and owning point sizing </li></ul><ul><li>Testing and defect resolution occurring within the sprint </li></ul><ul><li>Adjusting testing model to ensure business value vs. focusing on individual component </li></ul><ul><li>Increased collaboration between teams and product owners, still no acceptance </li></ul>
  18. 20. Advanced Maturity Challenges / Experiences <ul><li>Increased engagement by product owners </li></ul><ul><li>High rates of acceptance </li></ul><ul><li>Better consistency of velocity from sprint to sprint </li></ul><ul><li>Full automation as a requirement in teams’ definition of done </li></ul><ul><li>Steadily declining defect backlog </li></ul><ul><li>Increased understanding of executive leadership in Agile principles </li></ul>
  19. 21. Some Specific Suggestions <ul><li>Major organization change takes time, so be patient and persistent </li></ul><ul><li>Take the initiative to champion the improvements that you have made even in the face of skepticism, then figure out an improvement to address the skepticism </li></ul><ul><li>Sometimes outside training and consulting can present the message in a new and different way that gets heard </li></ul><ul><li>If what you are doing is not working, or is showing signs of deteriorating consider going back to the very basic principles </li></ul>
  20. 22. Summary of Experience <ul><li>Currently, we are 31 sprints into our Agile adoption have, 15 Agile teams working very closely together, across 3 continents </li></ul><ul><li>We are still in a position to keep growing the number of teams and refining our practice </li></ul><ul><li>Knowing what I know now would I still adopt an Agile methodology for our development organization? </li></ul>
  21. 23. Want More Information <ul><li>Adam Woods </li></ul><ul><ul><li>303.729.7508 </li></ul></ul><ul><ul><li>[email_address] </li></ul></ul><ul><ul><li>http://www.linkedin.com/pub/adam-woods/6/1ba/236 </li></ul></ul>
  22. 25. Jean Tabaka Certified Scrum Trainer and Agile Fellow 12 Agile Adoption Success Modes
  23. 26. 12 Agile Adoption Success Patterns Jean Tabaka, Rally Software www.rallydev.com
  24. 31. Agile is not the problem
  25. 33. Success
  26. 34. Prepare to change WORLD your
  27. 35. your group
  28. 36. your organization
  29. 37. your company
  30. 38. your customers
  31. 39. Don’t abandon Agile
  32. 40. Knowledge-creating company Expansion not Scarcity Customer Value
  33. 41. 3 categories of patterns
  34. 42. “ Getting started” patterns
  35. 43. “ In it” patterns
  36. 44. “ Sustainability” patterns
  37. 45. Each pattern has practices
  38. 46. “ Getting started” patterns
  39. 47. A clear and compelling goal #1 http://www.flickr.com/photos/inkybob/122476158
  40. 48. http://www.flickr.com/photos/inkybob/122476158 Be clear about the “Why Agile?”
  41. 50. http://www.flickr.com/photos/inkybob/122476158 Crisis or culture of improvement
  42. 51. <ul><li>Examples from some real customers: </li></ul><ul><li>Earlier business value via faster time-to-market </li></ul><ul><li>Transparency, visibility, predictability </li></ul><ul><li>Improve employee engagement and teamwork </li></ul>
  43. 52. http://www.flickr.com/photos/inkybob/122476158 Scarcity vs. Expansion
  44. 53. Vision A high level Agile plan has VISION
  45. 54. Engaged executive sponsorship #2
  46. 55. Fully committed to success
  47. 56. Israel Gat – Cutter Consortium Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
  48. 57. Social contract with organization
  49. 58. What’s in it for me? (WIIFM)
  50. 59. “ We will learn and all of us will have better skills as software professionals.”
  51. 60. Planning framework for rollout #3
  52. 61. Create a rollout plan
  53. 62. How will we know if we are successful? <ul><li>High-Level Business Goals </li></ul><ul><li>[Co-create clear goals at an overall level, and also at lower levels as appropriate.] </li></ul><ul><li>1. </li></ul><ul><li>2. </li></ul><ul><li>3. </li></ul><ul><li>Success Metrics </li></ul>Goal Metric How Reported
  54. 63. Example of Agile Rollout for 500
  55. 64. Use 5 levels of planning
  56. 65. Vision Roadmap Release Iteration Daily High level plan to a daily plan
  57. 66. Rank organizational backlog
  58. 67. Backlog Planned In Progress Complete Rollout Coach helps hire internal coach ARP with leadership to plan next waves Add Rally-developed apps IATs for new teams Release Planning after 3d iteration On-site CSM On-site CSPO T&E consulting
  59. 68. Engage your plan with guidance #4
  60. 69. Find bright spots
  61. 71. Bring in experienced mentors
  62. 72. Books are not enough. We need to find others and work with them.
  63. 73. Train everyone in their roles
  64. 74. The team knows what to do
  65. 75. AGILE ORGANIZATION Quarterly Business Cycle (Cross Organizations) Product Cycles (Cross Departments) Team Cycles
  66. 76. Start pilot teams based on rollout plan
  67. 77. Learn and mature before you scale
  68. 78. “ In it” patterns
  69. 79. Create strong leadership context #5
  70. 80. Servant leadership
  71. 82. Not command and control
  72. 84. Support collaboration
  73. 85. Form support councils not status reporting
  74. 86. Coordinate and support teams Multi-Team Program Team-of-Teams Program Steering Portfolio Mgt & Governance Architecture Council Release Mgt
  75. 87. Create the right team context #6
  76. 88. Team ownership
  77. 90. Team commitment
  78. 91. Team success and growth not heroes
  79. 93. Embrace Agile team habits #7
  80. 94. Adopt Agile ceremonies
  81. 95. <ul><li>Release planning </li></ul><ul><li>Iteration planning </li></ul><ul><li>Daily planning </li></ul><ul><li>Demo and Retrospetive </li></ul><ul><li>Product council </li></ul>Incremental Delivery of Customer Value Product Backlog Release Backlog Iterations 1-4 Weeks Daily Meetings Product Increment Releases 1-4 Months
  82. 96. Build feature by feature
  83. 97. GUI Business Logic Database SLICES VERTICAL Story 1 Story 2
  84. 98. Use fast feedback loops
  85. 99. Continuous, fast feedback through the Agile ceremonies Inform next iteration through feedback from this iteration Iterations 1-4 Weeks Daily Meetings Releases 1-4 Months
  86. 100. Vision Roadmap Release Iteration Daily Inform the Vision from the daily plan
  87. 101. Pull testing forward
  88. 102. STORY ONE Task Estimate Owner Code the UI 6 Brenda Code the middle tier 8 Yi Create and automate tests 4 Alan
  89. 103. Invest in a robust infrastructure
  90. 105. Ensure code is always releasable
  91. 107. Measure the right things #8
  92. 108. Definition of Done
  93. 109. Sample Definition of Done
  94. 110. Readiness of the product backlog
  95. 111. Readiness of the product increments
  96. 112. “ Watch the work product not the worker” -- Don Reinertsen
  97. 113. Flow of value
  98. 114. FLOW of VALUE Customer’s Pull Value Agile
  99. 115. Create a culture of continuous learning #9
  100. 116. Retrospect with teams regularly
  101. 118. Retrospect the organization regularly
  102. 120. Create knowledge flow up and down
  103. 121. Create knowledge across the organization
  104. 124. “ Sustainability” patterns
  105. 125. Prepare to scale #10
  106. 126. Architect for change
  107. 128. Support organizational growth
  108. 131. Employ passionate change agents
  109. 133. Be patient and repeat patterns #11
  110. 134. It takes time!
  111. 135. AGILE Alignment Corporate Level Departmental Level Team Level Personal Level
  112. 136. Revisit your compelling goal
  113. 137. <ul><li>Earlier business value via faster time-to-market? </li></ul><ul><li>Transparency, visibility, predictability? </li></ul><ul><li>Improve employee engagement and teamwork? </li></ul>
  114. 138. Revisit the strength of your sponsorship
  115. 139. Israel Gat – Cutter Consortium Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
  116. 140. Continually improve your organizational backlog
  117. 141. Backlog Planned In Progress Complete Rollout Coach helps hire internal coach ARP with leadership to plan next waves Add Rally-developed apps IATs for new teams Release Planning after 3d iteration On-site CSM On-site CSPO T&E consulting
  118. 142. Apply these patterns to your context! #12
  119. 143. Prepare to inspect and adapt!
  120. 144. Wrap up our story
  121. 145. Agile is not the problem
  122. 147. Success
  123. 149. Start where you are
  124. 150. A clear and compelling goal #1 http://www.flickr.com/photos/inkybob/122476158
  125. 151. Apply these patterns to your context! #12
  126. 152. Knowledge-creating company Expansion not Scarcity Customer Value
  127. 153. A story of Agile success
  128. 155. Prepare to change WORLD your
  129. 156. 12 Success Patterns for Agile Adoption Jean Tabaka, Rally Software www.rallydev.com

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