Why Agile?


Published on

The Agile Toolkit.
An overview of Agile development, metrics, and how to get started

  • Be the first to comment

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

No notes for slide

Why Agile?

  1. 1. The Agile ToolkitAn overview of Agile development, metrics, andhow to get started Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
  2. 2. Traditional Software DevelopmentLong, Large, Linear, Late Time to 12 to 36 months Market Lifecycle Define Code Test Deploy Tech Test FunctDeliverables MRD PRD Code Doc Train spec plan testProprietary Point Solutions Confidential and Proprietary 2
  3. 3. Typical Software Challenges Lack of consensus Products pulled in too many directions Priorities in too many directions (everything can’t be critical) Too much generalization among feature requests Market agility Changing market conditions requires adaptive enhancement Big products Software quality becomes expensive with traditional approaches Lack of visibility into what’s coming Gap between request and delivery (easy to forget what was asked for) Limited or no understanding of product definition or enhancement process Not clear on how to participate in process Not sure how to identify requirements Confidential and Proprietary 3
  4. 4. Traditional vs Incremental Delivery Revenue from $4m to $5m Investment from $2.19m to $1.11m ROI 11% to 59% NPV -315 to 151 Confidential and Proprietary 4
  5. 5. Typical Agile Objections Agile is an excuse to be ad-hoc and undisciplined Technical excellence is a tenet of all Agile approaches Continuous testing and integration drive higher quality No methodology for estimating All features (stories) are identified and planned and early estimates can be used for funding decisions Agile projects normally have far more planning and feedback cycles than typical waterfall projects We would need to ask too much of our customers Type of involvement can vary widely; For example, customers can vote features up or down and provide feedback at different stages to minimize time commitment We can’t trust our development team(s) Accountability and trust have shown to improve team morale, and more importantly, team productivity Confidential and Proprietary 5
  6. 6. Benefits of Agile 93% increased productivity1 88% increased quality1 83% improved stakeholder satisfaction1 49% reduced costs1 66% three-year, risk-adjusted return on investment2 Reasons for Agile adoption include: 47% to better manage project scope3 45% to creating clear business requirements3 40% to speed or better predict time to market31 “Agile Methodologies: Survey Results,” by Shine Technologies, 2003; 2 Forrester Research, 2004;3 “Agile 2006 Survey Results and Analysis,” by Digital Focus, October 2005 Confidential and Proprietary 6
  7. 7. Agile Manages Business Risks & Expectations project run rate risk of failure(unmet expectations) cumulative production (business) value Waterfall Agile Risk Riskand $ and $ Time Time Confidential and Proprietary 7
  8. 8. Agile Delivers Success – Speed - Value Deliver on-time, on-budget, meet highest-priority requirements Before Agile With Agile 77% of Agile projects Successful2 Better Project Management Iterative Development Web Infrastructure Growth Only 16% of software 3X faster, productivity up 20-50%3 projects successful1 Avoiding development on the wrong requirements can reduce costs (Gartner Research) 4 1Standish Group Report: There’s Less Development Chaos Today, by David Rubinstein SD Times March 1, 2007, 2“Agile Has Crossed the Chasm,” Dr. Dobb’s Journal, July 2, 2007. 3QSMA and Cutter Consortium ROI case study on BMC Software, 2008. Proprietary Inc. 2005 Confidential and 4 Gartner, 8
  9. 9. Making an Impact with Agile Forrester Total Economic Impact Studies (1) 5 Companies piloting Agile methods 3 yr, Risk-adjusted ROI of 23% – 66% Agile Methodologies Survey (2) , 131 respondents: 93% stated that productivity was better or significantly better 49% stated that costs were reduced or significantly reduced, (46% stated that costs were unchanged) 88% stated that quality was better or significantly better 83% stated that business satisfaction was better or significantly better1) Forrester Consulting, 20042) Agile Methodologies Survey Results, Shine Technologies Pty Ltd, 2003 Confidential and Proprietary 9
  10. 10. Key Findings – All Agile Teams Development teams Benchmarked 26 Agile development projects, utilizing Agile practices against QSMA’s database of were on average: 7,500 primarily traditional development projects across 37% faster delivering 500 organizations in 18 their software to market countries 16% more productive Assessed the performance of Able to maintain normal Agile development projects in three key areas: defect counts despite productivity, time-to- significant schedule marketand quality compression Confidential and Proprietary 10
  11. 11. 37% Faster Time to Market• Teams increased speed despite having large teams and being geographically dispersed• Overall, Agile companies experience an average increase in speed of 37%• Rally customers who participated in the study saw an average increase of 50% in their time-to- market when compared to the industry average. QSMA and Cutter Consortium ROI case study on Agile teams, 2008. Confidential and Proprietary 11
  12. 12. Agile Teams - 16% Increase in Productivity• Productivity is often the most difficult measure for organizations to improve• Metrics for large, globally distributed teams often trend towards lower productivity• Overall, Agile companies experienced 16% increase in productivity• Rally customers who participated in the study saw an average increase of 25% QSMA and Cutter Consortium ROI case study on Agile teams, 2008. Confidential and Proprietary 12
  13. 13. Steady Defects Despite Speed• Typically, “haste makes waste”• Despite cutting schedules by more than 50%, defect counts for the measured projects remained steady• Two Rally customers maintained average defect counts, and two customers were on the upper end of industry averages when compared to similar sized projects taking more than twice as long to deliver. QSMA and Cutter Consortium ROI case study on Agile teams, 2008. Confidential and Proprietary 13
  14. 14. The Agile Paradigm Shift Waterfall Agile Fixed Requirements Resources Time VALUE driven PLAN driven Estimated Resources Time Features The plan creates Release themes and feature cost/schedule estimates intent drive estimates Confidential and Proprietary 14
  15. 15. Impact on Your Business Highest priority is to satisfy the customer through early and continuous delivery of valuable software Deliver working software frequently, from a couple of weeks to a month, with a preference to the shorter timescale Working software is the primary measure of progress Continuous attention to technical excellence and good design enhances agility Simplicity - the art of maximizing the amount of work not done - is essential Confidential and Proprietary 15
  16. 16. Moving to Agile Development Agile Development Iterative & Acceptance Waterfall Iterative Parallel Incremental Test Driven Freeze & Control scope Just-in-time Continuous Define by Requirements signoff creep elaboration definition acceptance Project Critical path Critical drop/ 1-4 week Continuous Automated Management through milestones time boxes flow flow phases Define- Define- Multiple Highest Development All features develop- develop- drops priority to Team in parallel accept by accept by to QA acceptance story story “Test Acceptance Tests QA Last phase Automated what’s tests inside written first Team only testing by working” iteration story Confidential and Proprietary 16
  17. 17. Agile Definitions - Scrum A software management process; not a software engineering process Derived in part form lean flow manufacturing principles Extreme visibility into process and results Lightweight process (just 3 roles) Driven by team empowerment and team accountability Explicit role of the Product Owner and Product Backlog Ensures coupling to real market needs Assume some requirements and architectural runway exists Continuous inspection and adaptation drive organizational change Confidential and Proprietary 17
  18. 18. Agile Definitions - Scrum’s 3 Roles Scrum Master Primarily a facilitator/servant-leader, can act as team member Teaches customer how to focus on product development to maximize ROI and meet their objectives through Scrum Product Owner Owns Product Development Roadmap and Product Backlog Priority Works with customer and other business stakeholders during Release Planning process Is open to negotiations that will occur Delivery Team Developers, testers, architects, tech writers, product owner, business people, subject matter experts Confidential and Proprietary 18
  19. 19. The Scrum Framework Daily Scrum Meeting • Done since last meeting • Plan for today • Obstacles? Daily Sprint Planning Meeting Sprint Demo and Review • Review Product Backlog Backlog tasks 2-4 weeks Meeting • Estimate Sprint Backlog expanded • Demo done items • Commit to 2-4 weeks of work by team • Retrospective on the Sprint Vision Product Backlog: Potentially Shippable Prioritized Features Product Increment Sprint Backlogdesired by Customer • Product Backlog Items assigned to Sprint • Estimated by team Confidential and Proprietary 19
  20. 20. How Do You Get Started? Typical Rally rollout No commitment – no waiting – no hidden costs Confidential and Proprietary 20
  21. 21. How Do You Get Trained? Agile Rollout Planning Implementing Agile Team Jumpstart Confidential and Proprietary 21
  22. 22. Why Rally for your Agile Rollout? Rally Services Introduce your teams to skills and tools needed to deliver your first Agile projects in 60 days; on-site and role-based training Rally’s expert coaches Published authors, industry speakers, and recognized Agile trainers with hundreds of customer engagements helping teams adopt and scale Agile Agile University Launched in 2006 to provide organizations with training to create a truly Agile organization; Over 100 faculty and dozens of public courses throughout the U.S. Proven success at helping companies transition to Agile Agile Commons Web community to help share and drive Agile best practices Confidential and Proprietary 22
  23. 23. Rally’s Complete Agile Solution Low-burden, flexible, easy-to-use product lifecycle management software Private and group process training by the most recognized Agile coaches in the industry Support and shared best practices at the first and largest Agile Web 2.0 community Confidential and Proprietary 23
  24. 24. Appendix & Backup Material Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
  25. 25. Tips for Success – Bottom Up Adoption Start building your case early Prepare industry stats and case studies (see Rally’s “Internal Champion Toolkit”) Find examples of Agile success throughout your organization and present a united front Explain to PMO and process leaders how they can win with Agile Use Rally resources to help you present to executives / leadership team Leverage the support of a happy customer Keep in mind that everyone deals with change based on their perceptions Confidential and Proprietary 25
  26. 26. Tips for Success – Top Down Adoption Don’t issue mandates, but broadcast the intent to try something new Help establish Agile as what the “best” teams and developers are doing (using case studies, etc.) Use a combination of training and coaching to promote understanding and enthusiasm Use Rally resources to help you build support Keep in mind that everyone deals with change based on their perceptions Conspicuously celebrate successes Confidential and Proprietary 26
  27. 27. Results of ‘Typical’ Software Projects Success Rate of IT projects 1994 16% 53% 31% Source: Ron Jeffries 1996 27% 33% 40% Succeeded 1998 26% 46% 28% Challenged Failed 2000 28% 49% 23% Actual Usage of Successfully Delivered Features * 2006 35% 46% 19% Rarely*The increase to 35% “Succeeded” was dedicated to better project 19%management, iterative development and the emerging web Sometimes Neverinfrastructure. 16% 45%Source: Standish Group Reports Often Always 13% 7% Confidential and Proprietary 27
  28. 28. Agile Adoption Rapidly Growing 69% of organizations have adopted Agile practices (expected to grow to 76% within one year)1 23% use Agile organization-wide3 77% indicated that their Agile projects have been successful1 60% use Scrum as the primary Agile process, particularly in larger organizations2 64% have dev teams from 1 to 100 people; 36% had more than 100 people on the dev team2 60% are using a dedicated Agile project management tool2 Second wave of adoption is now underway with enterprise IT leading4 1 - “Agile Has Crossed the Chasm,” by Scott Ambler, Dr. Dobb’s Journal, July 2, 2007; 2 – “2006 Agile Project Management Tooling Survey,” by Trail Ridge Consulting, December 2006 ; 3 – “Agile 2006 Survey,” by Digital Focus, October 2005 ; 4 – “Corporate IT Leads the Second WaveandAgile Adoption,” by Forrester Research, 11/30/05 Confidential of Proprietary 28
  29. 29. Choosing an Agile tool Report project status View staffing and Waterfall: resource allocation Agile: PLAN VALUE driven Ensure releases stay on driven schedule Manage multiple Agile projects at once Confidential and Proprietary 29
  30. 30. Track Developer Capacity and TimeConfidential and Proprietary 30
  31. 31. Forecast Releases and Roadmap ScheduleConfidential and Proprietary 31
  32. 32. Plan ReleasesConfidential and Proprietary 32
  33. 33. Manage a complex user story hierarchyConfidential and Proprietary 33
  34. 34. Report StatusConfidential and Proprietary 34
  35. 35. Stay informed with custom notifications, IM integration and revision historyConfidential and Proprietary 35