Agile for Business Advantage - Creoss 1 of 2


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Using the Agile methodology for business advantage - part 1 of 2 by Creoss.

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Agile for Business Advantage - Creoss 1 of 2

  1. 1. 1<br />Agile for Business Advantage<br />Part 1 of 2<br />Brian Boelsterli<br />CREOSS Business Solutions<br />September, 2010<br />
  2. 2. 2<br />Agenda<br />Audience Survey<br />Agile Primer<br />Agile Benefits<br />Agile Challenges<br />Summary<br />
  3. 3. 3<br />Audience Survey<br />Three questions:<br />What software development methodology are you using now?<br />Are you considering moving to Agile method in the future?<br />Why? or why not?<br />
  4. 4. 4<br />Agile Primer<br />Defined Process Control<br />Empirical Process Control<br />Predictive/Serial<br />Adaptive/Evolutionary<br />Provides and exercises control through transparency, frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable outputs.<br />Requires that every piece of work be completely understood. Given a well-defined set of inputs, the same outputs are generated every time. A defined process can be started and allowed to run until completion, with the same results every time.<br /><br />
  5. 5. 5<br />Agile Primer<br />Empirical Process Control<br />Adaptive/Evolutionary<br />Provides and exercises control through transparency, frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable outputs.<br />“When the process is too complicated for the defined approach, the empirical approach is the appropriate choice”<br />B.A. Ogunnaike and W.H Ray, Process Dynamics, Modeling and Control<br />“In the long run, making successful products the first time using empirical process control turns out to be much cheaper than reworking unsuccessful products using defined process control.”<br />Ken Schwaber, Agile Project Management with Scrum<br />
  6. 6. 6<br />Agile Primer<br />Wow! This was almost 10 years ago!<br />The Agile Manifesto<br />Individuals and interactions over processes and tools<br />Working software over comprehensive documentation<br />Customer collaboration over contract negotiation<br />Responding to change over following a plan<br />On February 11-13, 2001, at The Lodge at Snowbird ski resort in the Wasatch mountains of Utah, seventeen people met to talk, ski, relax, and try to find common ground and of course, to eat. What emerged was the Agile Software Development Manifesto. Representatives from Extreme Programming, SCRUM, DSDM, Adaptive Software Development, Crystal, Feature-Driven Development, Pragmatic Programming, and others sympathetic to the need for an alternative to documentation driven, heavyweight software development processes convened<br /><br />
  7. 7. 7<br />Agile Primer<br />Principles of the Agile Manifesto<br />Highest priority is to satisfy the customer through early and continuous delivery..<br />Welcome changing requirements ...<br />Deliver working software frequently ...with a preference to the shorter timescale.<br />Business people and developers together daily...<br />Build projects around motivated individuals they need and trust them to get the job done...<br />............more.....<br /><br />
  8. 8. 8<br />Agile Primer<br />1-Transparency<br />2-Inspection<br />3-Adaptation<br />Empirical Process Control<br />Adaptive<br />Provides and exercises control through transparency, frequent inspection and adaptation for processes that are imperfectly defined and generate unpredictable and unrepeatable outputs.<br />Principles of the Agile Manifesto<br />
  9. 9. 9<br />Agile Primer<br /><ul><li>Sally’s team: Agile
  10. 10. Adaptive, collaborative, iterative, incremental, architecturally-driven
  11. 11. Cross-functional teams, highly interactive
  12. 12. Adaptation, Transparency, Inspection</li></ul>John’s team: Waterfall<br />Sequential (Analysis, Design, Construction, Test, Maintenance)<br />Documentation centric and contract oriented<br />Fragile to change<br />“...Some of the things that we learn invalidate our design and we must backtrack.” David Parnas, in A Rational Design Process: How and Why to Fake It<br />
  13. 13. 10<br />
  14. 14. 11<br />Agile Primer<br />AGILE Methods/Approaches<br />Scrum - Ken Schwaber/Jeff Sutherland - focused on agile project management<br />Extreme Programming - Kent Beck - focused on agile engineering<br />Lean - Mary and Tom Poppendieck - focused on “lean” subculture concepts and Kanban<br />Dynamic Systems Method Development- DSDM Consortium/UK - focused on RAD and agile project management<br />Others (i.e., Crystal / FDD / RUP / EUP)<br /><br />
  15. 15. 12<br />Agile benefits<br />Recent SURVEY conducted...<br />1: QSMA (Michael Mah 2008) (<br />Comparison of 26 agile projects to a database of 7500 primarily traditional projects<br />2: David Rico (2008) (<br />Survey of 51 published academic and research papers<br />3: VersionOne (2008)(<br />Opt-in online survey of over 3k individuals<br />4: Dr. Dobb’s Journal (2008) (<br />Opt-in online survey of over 642 individuals conducted by Scott Ambler<br /><br />
  16. 16. 13<br />Agile benefits<br />Productivity <br />Cost<br />Job satisfaction<br />Time to market<br />Quality<br />Stakeholder satisfaction<br />
  17. 17. 14<br />Benefit: Higher Productivity<br />More productive (16% of those surveyed)<br />Dr. Dobb’s: <br />82% productivity increase<br />VersionOne: <br />Significantly improved (23% of those surveyed)<br />Improved (50% of those surveyed)<br />
  18. 18. 15<br />Benefit: Lower Cost<br />Rico’s Literature Survey<br />Other surveyed results<br />
  19. 19. 16<br />Benefit: Increased job Satisfaction <br />40% of employees enjoying jobs (BEFORE adopting Scrum)<br />86% of employees enjoying jobs (15 months AFTER adopting Scrum)<br />92% would recommend Agile to others<br />Note: According to a University of Calgary research report, 2/3 less overtime in Agile ecosystems<br />
  20. 20. 17<br />Benefit: Faster time to market<br />VersionOne Study<br />65% improvement<br />Another 23% significant improvement<br />Michael Mah Study<br />37% faster<br />568% more value delivered in the first year of being agile.<br />
  21. 21. 18<br />Benefit: Higher quality<br />Rico Study<br />10% improvement (minimum)<br />63% improvement(median)<br />Company trying Agile (Scrum):: ePlan Services <br />70% reduction of defect per 1,000 lines of code (after 9 months)<br />Dr. Dobb’s Study<br />Somewhat Higher satisfaction (47% of those surveyed)<br />Much higher satisfaction (31% of those surveyed)<br />VersionOne Study<br />44% improvement<br />24% significant improvement <br />Defects<br />10% reduction (84% of those surveyed)<br />25% reduction (30% of those surveyed)<br />
  22. 22. 19<br />VersionOne Study<br />Benefit: Improved stakeholder satisfaction<br />Dr. Dobb’s Study<br />Somewhat higher (47% of those surveyed)<br />Much higher (31% of those surveyed)<br />
  23. 23. 20<br />Agile benefits<br />Higher Productivity<br />Lower cost<br />Improved job satisfaction<br />Faster time to market<br />Higher quality<br />Improved stakeholder satisfaction<br />
  24. 24. 21<br />Agile challenges<br /><ul><li>Business/IT Alignment
  25. 25. Adoption
  26. 26. Rigor
  27. 27. Integrating Agile
  28. 28. Velocity
  29. 29. Sustainability</li></ul>Part 2 of 2 presentation will do a deep dive in this....<br />
  30. 30. 22<br />Summary<br />Audience Survey<br />We learned about each other and our experiences with Agile<br />Agile Primer<br />We reviewed Empirical Process Control (transparency, Inspection, adaptation), Agile Manifesto and its principles and how these tie back to Empirical<br />Agile Benefits<br />We learned about benefits of agile such as higher productivity, lower costs, improved engagement and job satisfaction, faster time to market, higher productivity and stakeholder satisfaction<br />Agile Challenges<br />We discussed some of the challenges that come with Agile initiatives such as adoption, aligning business imperative with technology objective, rigor (or lack thereof), time management/meeting structures, geographic constraints and training<br />
  31. 31. 23<br />Sources<br /><ul><li>Mike Cohn, Reported Benefits of Agile Development, 2008
  32. 32. Ambler, Scott. 2008a. Agile adoption rate survey, February.
  33. 33. Cohn, Mike. 2009. Succeeding with Agile: Software development using Scrum. Addison-Wesley.
  34. 34. Greene, Steve, and Chris Fry. 2008. Year of living dangerously: How delivered extraordinary results through a “big bang” enterprise agile revolution. Session presented at Scrum Gathering, Stockholm.
  35. 35. Mah, Michael. 2008. How agile projects measure up, and what this means to you. Cutter Consortium Agile Product & Project Management Executive Report 9 (9).
  36. 36. Mann, Chris, and Frank Maurer. 2005. A case study on the impact of Scrum on overtime and customer satisfaction. In Proceedings of the Agile Development Conference, 70–79. IEEE Computer Society.
  37. 37. Rico, David F. 2008. What is the ROI of agile vs. traditional methods? An analysis of extreme programming, test-driven development, pair programming, and Scrum (using real options). A downloadable spreadsheet from David Rico’s personal website.
  38. 38. VersionOne. 2008. The state of agile development: Third annual survey. Posted as a downloadable PDF in the Library of White Papers on the VersionOne website.</li></li></ul><li>24<br />Take aways...<br />Ask us about our assessment process<br />Stay for the afternoon session today we will cover challenges and techniques for addressing these challenges<br />ADC and MKS familiar tooling support for implementing Agile with MKS Integrity ALM offering<br />
  39. 39. 25<br />Teaming<br />Here is how we are partnered...<br />CREOSS Business Solutions - Agile Adoption expertise<br />Visit us at<br />Visit our blog at<br />ADC - MKS solutions for CA 2E and CA Plex<br />Visit us at<br />