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IT Symposium Agile


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IT Symposium Agile

  1. 1. Go Agile, Scale Agile Continuously Deliver with DevOps to Stay Ahead of the Competition Matt Holitza, Agile Evangelist, IBM IBM Software, Rational
  2. 2. The New Normal Addressing the consumer driven (aka me, me, me) economy 2
  3. 3. The New Normal Deliver the right product at the right time Deliver Value Deliver Value Manage Complexity Manage Complexity Rapidly Adapt Rapidly Adapt
  4. 4. Adopting an agile approach is a great start Agile succeeds three times more often than non-agile projects The Chaos Manifesto, Standish Group 2012 The Chaos Manifesto, Standish Group 2012
  5. 5. Organizations have had success with agile... …yet few have been able to realize the full potential 42 % of agile projects are considered successful 26 % of organizations use agile ONLY in development 65 % of organizations consider [complex] tool integrations a key inhibitor to success Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002; 5 a The Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
  6. 6. Maturing agile organizations are encountering difficult problems How do I get executives to buy-in to agile? ScrumMaster How do I address compliance and governance without impacting the team’s velocity? - PMO Director 6 How do I integrate the strategy of the business with execution in development and support in operations? LOB Executive How do I effectively organize my global development team? - CTO
  7. 7. IBM agility@scale: Powered by DevOps Providing the roadmap and capabilities to achieve better business outcomes Plan / Measure Monitor / Optimize DevOps Continuous Innovation, Feedback and Improvements Develop / Test Release / Deploy “A fool with a tool is still a fool.” – Grady Booch, IBM Fellow Facilitate organizational transformation Deliver what the customer wants Deliver when the customer needs it Address the difficult scaling issues
  8. 8. Facilitate organizational transformation Scaled Agile Framework™ Big Picture
  9. 9. Facilitate organizational transformation Comprehensive Devops Capabilities Product Owners Stakeholders Agile Teams DevOps Lifecycle Operations/Production Plan and Measure Develop and Test Release and Deploy Continuous Business Planning Collaborative Development Continuous Testing Continuous Release and Deployment Monitor and Optimize Continuous Monitoring, Continuous Feedback and Optimization DevOps Foundation Open Lifecycle and Service Management Integration Platform OSLC Best Practices Ecosystem Continuous Innovation, Feedback and Improvements
  10. 10. Deliver what the customer wants
  11. 11. Deliver when the customer needs it Reduce time to customer feedback. Improved customer experience. •Increased new product releases from 30-40 per year to more than 400
  12. 12. Address the difficult scaling issues Team size Under 10 developers Compliance requirements 1000’s of developers Domain Complexity Geographical distribution Co-located Straight -forward Global Enterprise discipline Project focus 12 Rigid Intricate, emerging Organization distribution (outsourcing, partnerships) Enterprise focus Organizational complexity Flexible Critical, audited Low risk Collaborative Contractual Technical complexity Homogenous Heterogeneous, legacy
  13. 13. Geographic Distribution Address the difficult scaling issues Rational CLM team • ~250 Developers, 75 testers, >400 total project staff • ~25 component teams in 19 locations • ~200 builds per day • CLM Integration builds weekly, deployed every 4 weeks to Edinburgh Toronto Ottawa Littleton, MA Zurich Beijing Paris Pornichet Yamato Raleigh Beaverton SVL/San Jose Costa Mesa Austin Bangalore El Salto Perth 13 13
  14. 14. Large Teams Address the difficult scaling issues Managing an Enterprise Backlog CLM Overall priorities CLM Program Backlog - Cross-cutting items - Top domain items Top dev actions QM Plan RM Plan CCM Plan - Spikes Foundation Plan 14 DM Plan - Plan Items under development
  15. 15. Compliance Requirements Visibility and Traceability Proof of Code Review User Story without a requirement Fully covered User Story User Story without a test User Story blocked by a defect Links to source code and deployment Address the difficult scaling issues
  16. 16. IBM Rational Recognized As A Leader in ALM The Forrester WaveTM: Application Life-cycle Management Q4 2012* Report Highlights • Highest Scores among all vendors for Current Offering & Strategy“ • “Not only has IBM continued development of its strong suite of products, but it has also stitched them together in a more coherent way.” • [IBM] has also made clearer the use cases it supports ... such as Agile teams and embedded software development" Link to report 16*Forrester Research Inc, October 23, 2012. Forrester Reseah The Forrester Wave™ is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave™ are trademarks of Forrester Research, Inc. The Forrester Wave™ is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.
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  18. 18. © Copyright IBM Corporation 2011. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others. 18