This document discusses approaches to fuel innovation delivery through design thinking, agile, and DevOps. It provides an overview of each approach and how they can work together. Specifically: - Design thinking focuses on understanding user needs and designing solutions to meet those needs. When paired with agile, it can increase and accelerate innovation. - Agile provides benefits like visibility, adaptability, and risk reduction through practices like iterative development and continuous feedback. However, agile alone is not enough to sustain growth - design thinking is also needed. - DevOps applies lean principles to software delivery to create continuous feedback loops with customers. It aims to get ideas into production fast, get users, and get feedback to continuously improve

1. Design Thinking, Agile, DevOps
Fuel the Innovation Delivery
Yi XU, Agile Coach & Consultant
GCG Agile/DevOps CoE, IBM GBS

2. Agile has been Hot for Years
9th Annual State of Agile Survey, by VersionOne

3. Visibility
Adaptability
Business Value
Risk
1. Functionality is developed
or prototyped and
immediately checked with
business - hence the
outcome (application
functionality) is visible
from the start and
continuously improved
2. Close interactions or
collaboration between
business and IT leads to
better outcome
3. Responding to changes
instead of following long
term plans gives flexibility
4. Pervasive transparency
that shows the status of
the development at any
stage reduces risk
Agile Value Proposition is Good, but Not Enough

4. IBM Design :: IBM Confidential :: ©2014 IBM Corporation 4
“The biggest driver
of sustained growth
is the Client
Experience”
-- Ginni Rometty

5. IBM Design :: IBM Confidential :: ©2014 IBM Corporation
! An approach for leaders to
guide their teams to achieve
market outcomes
! An approach for project teams
(business, design, &
technology) to develop
exemplary solutions
! An approach to transform
companies into becoming
client-centered
IBM Design Thinking
Placing ‘user experience’ and the ability to meet customer needs at the core of
design, by using it as the measure for generated business and customer value.

6. DevOps Approach
Apply Lean principles to software innovation and delivery to
create a continuous feedback loop with customers
Line-of-
business
Customer
1
3
2
1. Get ideas into production fast
2. Get people to use it
3. Get feedback
Adopt DevOps approach to continuously
manage changes, obtain feedback and ,
deliver changes to users
Eliminate any
activity that is not
necessary for
learning what
customers want

7. IBM DESIGN THINKING

8. Understand
Explore
Prototype
Evaluate
Hills
Invest for market
outcomes
Sponsor Users
Envision the user
experience
Playbacks
Collaborate, align,
engage!
! The IBM Design Thinking framework is a modern approach to iterative experience design
and development. Paired with agile, IBM Design Thinking is a powerful way to increase
and accelerate innovation across our clients. IBM Design Thinking Principles
The IBM Design Thinking is rooted in a product management
philosophy for software and experience implementation and
has been practiced and refined at scale across hundreds of
IBM Software Application and client digital design and
development initiatives. The main principles of design thinking
include:
• understand
developing deep empathy for users
• explore
the process of generating potential solutions for your user’s
problem
• prototype
process of rendering ideas as concrete experiences
• evaluate
decide whether to move forward with an idea, or generate
more solutions
IBM Design Thinking combines these general principles with
three new core practices that are unique to IBM: Hills, Sponsor
Users, and Playbacks. These practices are designed to
maintain a Team’s focus as they attempt to solve big, often
complex problems for real people, ensuring that we hit
unforeseen roadblocks early, before we get to market.
IBM Design Thinking supports Agile product development

9. IBM Design Thinking
9
IBM has a long history in design and was the first corporation to establish a worldwide design
program in the 1950s. Our services organization has worked for decades helping clients
achieve their business goals through design.
Building on that heritage and organizational knowledge as well as industry best practices, we
now have a company-wide framework called IBM Design Thinking which is optimized for the
fast moving world of cloud, mobile, analytics, social, and more. It is used within our product
divisions and is available to clients through our Interactive Experience services organization
within Global Business Services (GBS).
It brings together specialists in business, technical, and design to collaborate in order to
understand, explore, prototype, and evaluate with a razor focus on the problem spaces to
address and achieving desired market outcomes.
IBM Design Thinking focuses on three core practices to help solve a number of well-known issues during
product delivery – Hills, Sponsor Users, and Playbacks.

10. Empathy Map
SAYS THINKS
DOES FEELS

11. Prototype

12. Karel Vredenburg
IBM Design Director/
Sponsor User
Playback and Evaluate
I Like
I Wonder I Suggest
I Would
Improve
• Overall experience and improvement the function
will bring to work efficiency.
• PEM chat function between HR, PEM and staff.
• Having an overview of staff and activities in one
place (home screen).
• Alerts notifying of outstanding actions and
approaching deadlines.
• The clarity of the overall Home Screen
• The labelling of the alerts and functions to make it
clearer
• Clearer understanding of how to go between screens
• The link functionality to all PEM data sources
• Can I see employee salary?
• Will this bring a reduction in the number of
reminders and approval emails that I currently
receive (5/day)?
• Including texts for icons on the Home Screen
• Making it clearer that all key links are on one page.
• Consistency between screens (e.g. headings).
• Maximum of 5 clicks to complete a task
• Calendar will automatic booking of meetings
• Ability to customise the Home Page.
• Only alerts that require actions visible on screen.

13. AGILE DELIVERY

14. Follow Industry Practices

15. Popular & Well-Known Agile Methods & Practices

16. What to expect out of Agile team?
Agile integrates proven practices that enable innovation and
mitigate solution delivery risk
Agile
Waterfall

17. Self-Organizing, Empowered, Cross Functional,
End-to-End Value Delivery Team
Developers
Testers
Business
Analyst
A team that has everything
and everyone they need to
deliver a working increment
of tested, documented,
deployable software.
Core Agile
Delivery
TeamLead Developer
Product Owner / Business SME
Scrum Master

18. Vertical Slicing & User Story
• a premium member can cancel thesame day without a fee
• a non-premium member is charged10% for a same-day cancellation
• an email confirmation is sent.
As a member,
I want cancel a reservation,
so that I can avoid waste.

19. Condition of
Satisfaction
Definition
of Done
Condition of Satisfaction
• = Confirmation (User Story’s 3C)
• ≈ Acceptance Test
It is
• Feature’s behavior details
• User’s expected results in certain scenarios
Quality: CoS & DoD

20. Small Batch, Itemized Requirement to Delivery
Sprint Planning
• Fit to Sprint Capacity
S
S
S
S
SS
S S
SS
S S
S
S
S
Future
Future
Small Batch Requirement Analysis
• Refine Requirements according to Sprint Capacity
• Prepare Requirements for future Sprints
Req. Analysis
S
S
S
S
• Ordered Requirement/Story
• Team Backlog
Continuous Analysis, Planning, Implementation
Req. DONE
Req. Ongoing
Req. for Next Sprint

21. ! One team culture
! Two-way flow
! Minimise hands-off
! End-to-end and capability within each location
! Innovation
! Share and learn
! Continuous knowledge transfer
! Empowered
! Willing to do everything
! T-shaped skills
! Courage to challenge, and be challenged
! Being able to start/stop work at low cost
! Move from Push-to-Pull culture of Self-Service
! Deliver Business Value rather than Projects
! Being able to start/stop work at low cost
! Funding of work is conductive to the Agile ways of
working
! Agile Demand Management
Agility
@
Scale
! End-to-end capability within teams
! Long lived teams
! “you build it, you maintain it”
! Capacity and Dependency Management
PASSIONATE
PEOPLE
CONTINUOUS
IMPROVEMENT
DISTRUBUTED
DELIVERY
CUSTOMER
VALUE
SCALING
TEAMS
AGILE
GOVERNANCE
Scale Matters

22. Agile Delivery with Multiple Teams
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Team Backlog
Product Feedback Loop
Product
Backlog
Product Increment Product Increment Product Increment
Agile Team A
Agile Team B
Agile Team C
Product Feedback Loop Product Feedback Loop

23. © 2015 IBM Corporation
Self-Organizing
Cross-Functional
Feature Teams
i.e. End-to-End
Delivery Team
Scrum of Scrums
Scrum of Scrums of Scrums
E2E
Delivery
Team S o S
E2E
Delivery
Team
Shared Dev Platform, Requirements (Product Backlog), Testing Env etc.
(@Suncorp)
Lync TV for video conference, JIRA
to sync physical wall (backlog)
Continuous Integration
Quality Dashboard

24. Scale Agile in a Global Organization
Product
Backlog
Sprint
Backlog
Deployable
Capabili7es
Mul7ple
Sprints
Agile
Team
1
Agile
Team
n
Product Mangement Team
Define themes, capabilities, initial stories,
assumptions
Capacity Planning for next release
Facilitate common cross-team product
insight and tradeoffs
Delivery Support Teams
Guide and support agile teams
Assist in product backlog refinement
Work WITH teams to standardize and optimize
(agile approach, architecture decisions,
reviews, code integration, regression test)
Release
Backlog

25. SAMPLE Organization Structure
Arch CoP
Tester CoP
Front-End
Dev CoP
SoS
Scrum Team
Chief PO
POPO PO
SM SM SM SM SM SM
Chief SM
MW Dev CoP
End-to-EndProductDelivery
SpecificArchTeam
Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team

26. SAMPLE: Business Process Modeling & User Story
Business Process Modeling
MRD
L0—L2
PRD
L3
Level 0 – Industry Area
Level 1 – Business Area
Level 2 – Business Scope
Level 3 – Business Process
Level 4 – Business Activity
Level 5 & 6 – Business Step
Level 7 & 8 – System
Operation Step
As [type of user],
I want [feature],
So that [business value]
User Story
Estimation
5 Story Points
Task1
Make login page UI
Estimate
5 Hours
Task2
Coding text field verification rule
Estimate
2 Hours
Task3
Call web service to verify credentials
Estimate
3 Hours
Task4
Write tests
Estimate
4 Hours
Priority

27. User Experience Design and Agile

28. Agile Team Kanban Board
SAMPLE: Project & Team Kanban Boards
Project Kanban Boards
Not a Perfect Example, as Team is in multi-Projects

29. Pair Programming
TDD
Acceptance Test
Collective Code Ownership
Daily Standup
Product Backlog
Burndown Chart
Sprint Planning Retrospective
Scrum Master
Product Owner
Refactoring
Whole Team
Sustainable Pace
Awareness
Agile Transformation Committee
Product Planning & Management
System Metaphor
Governance
Management Technical
Agile
Delivery
Adoption
Agile Transformation
We also need tooling+ to speed up delivery.

30. DEVOPS

31. The DevOps Ecosystem
1
2
3
4
5
Developer
Tools
Environment
Process
QA Tester Team Lead
Operations
Analyst
DevOps components: Process
(includes governance and
organization), Tools, Environment
DevOps Methodology supports
various environments:
Mainframe, Midrange, Distributed,
Cloud, Mobile, etc
Various Tools to support
project life-cycle depending
upon the environment
The processes aid continuous
solution delivery using Iterative
Agile Methodology by
leveraging tighter integration
between Development and
Ops Teams
The processes, tools and
environment become the
foundation on which product
driven iterative development
occurs
DevOps is a development and test approach that fosters collaboration
between Development and Operations teams to enable continuous delivery

32. Previous efforts/practices, such as Agile, addressed only a subset of the value chain
Develop /
Test
Release /
Deploy
Plan /
Measure
Monitor /
Optimize
Continuous Delivery of Software-driven innovation
with a feedback loop
Business
Owner
Service
Developer/Tester Service
Operations Target
Customer
Goal: Get ideas into market/production fast, get people to use it, get feedback
Idea Market
DevOps
DevOps breaks down silos and enables collaboration
Continuous Deployment
Cont. Business Planning Continuous Integration
Agile Development Continuous Monitoring
Continuous Testing
DevOps enables an E2E approach to product delivery

33. © 2015 IBM Corporation
Implementing a DevOps toolchain
SCM
Build / CI
Server
Unit testing
Test Automation
Test Stubbing
Delivery
Pipeline
Environment
Configuration
Automated
Monitoring
Asset
Repository

34. DevOps Best Practices,
Build a tooling “pipeline” for
DevOps practices
! Assess tooling options that are available
! Implement tooling solutions for
enablement of DevOps
! Supporting build cycle
– source code check in source code control, coordinate your
build
! Deployment
– automated test environments and infrastructure
! Automated testing
! Reporting & monitoring
! Experimentation & feedback loops
! Analytics
Provide those Tools-as-a-Service
! Dev teams should use hosted everything
! Infrastructure, dev tools, build/test/deploy
tools, + operational tools
! Hosted tools should evolve quickly, be
extensible, and have great SLAs
! Tools should work well individually but
better together
how does IBM do it and recommend
People
Process Tools
Operate Develop/
Test
Deploy
Steer

35. Continuous Delivery Pipeline
Agile
planning
and
tracking
Applica7on
auto-­‐scaling
AppScan
mobile
analyzer
Con7nuous
delivery
pipeline
Git
hos7ng
Mobile
applica7on
security
Mobile
data
Mobile
quality
assurance
Monitor
&
analy7cs
Push
Bluemix DevOps services
RapidApps
(beta)
Server-­‐side
code
Web
IDE

36. AGILE TRANSFORMATION
Operate Develop/
Test
Deploy
Steer

37. © 2015 IBM Corporation
First, preposition the role of
architecture and product
manager. They need sort out
the items and set priority to
projects and requirements by
using tools like integrated
model.
Second, architecture and
product manager will assign
tasks with agreed priorities to
each development team.
Agile in development team includes daily scrum
meeting, sprint iteration, Kanban, automatic testing,
continuous integration, etc. Put aside environment
dependency, through data and environmental
simulation, with the help of XP and TDD which can
improve personal capability and efficiency, component
team can be transferred into feature team. Each team
can achieve team level agile and ultimately improve
team productivity.
From project level, under project
dimension, each development team leader
and project manager form virtual project
agile team. They track and monitor tasks,
coordinate progress. Finally delivery
based on priority achieved.
Based on project level agile, each
department collaborate with each
other to solve problems of version-
level requirements, dependency
management, multiple project
requirements pool, project priority
and requirements , task priority
analyze and delivery, testing task
precondition, large version project
tracking and management issues.
The ultimate vision is to achieve enterprise level agile with continuous delivery, that is, agile practice with
continuous integration extends to the testing center and application support, achieve continuous integration
testing and deployment of agile whole processes, product innovation center hit from the business requirements
and back-end verification, testing center quick delivery, starting with requirements analysis, application support
provide high efficient support for quick delivery.
Vision for Transformation

38. SAMPLE: Pilot Projects Execution Plan
standardization and commitment
Guidance and consolidation
Cultivation and Research
ProjectPreparation
EstimationPhase
Promotion of development culture changes
Promotion of Agile core implementation
Promotion of Agile Tool/Environment support
Promotion of Implementation Requirement Agility
SummaryofPilotProjects
Three Phases
Agile Practice Implement

39. SAMPLE: Agile Assessment*
* IBM Service Offering

40. © 2015 IBM Corporation
Coaching and Transformation*
Identifying priorities of practices of each phases by measuring the team maturity and traits
Burn
Down
Chart
User
story
DifficultyLevel
Team Maturity
Stand-up
meeting
Kanban
Panning
meeting
Retrospective
Spring
Review
Requirement
Itemizing
SoS
Grooming
Proactive
testing
Continuous
Integration
Unit
Test
Estimation
and
Velocity
Automation
Testing
Environment
Improvement
Requirement
List
Agile
manageme
nt tooling
Main
Branch
Development
team
morale Prioritizing
requirements
Iteration
List
Initial Underway Mature
*
*
*
*
*
SAMPLE: Team’s Agile Practice Adoption Path
* IBM Service Offering

41. Coaching and Transformation*
Actions
Implemented
Key Points along
the way
• Intense training and
education training
to internal Agile
Coaches
• Agile Coaches train all members of
product line teams
• Rearrange requirements according to
Agile approach
• Core member backup
development
• Code peer review
• Dev-Test collaboration
• Arch-Design cross-
review
• Training to business
department senior
directors
• Add cooperation and
deployment processes
• Consultant coach on refining
architecture
• Product KPI, data-based operation
• Team self-organizing, community
interaction
• Culture cultivation, activity
management
• Re-charging Period
for Agile Coaches
• Office place select
• Role candidates
selection
• Learning period for
team members
• Coaching on solving conflicts
between new and traditional ways of
working
• Agile capability build-up
• Q&A and coaching during Agile
adoption
• Coaching more
product lines
• Product quality
support
• Testing work
coaching
• Labor division problem
of product x
• Collaboration and
cooperation (with
other related systems)
problems of product y
• Architecture problem
coaching
• Operation planning and
coaching
• Teams into rapid
development period
Awareness
&Training
Coachingby
IBMConsultant
Coachingby
InternalCoach
TeamSelf-
Organizing
* IBM Service Offering

42. Agile Planning & Agile Project Delivery*
2~4 Week Sprint
Daily
Product
Backlog
Sprint
Backlog
Stand-Up
Potential Shippable
Product Increment
Sprint
GoalArea Product
Backlog
Product Vision
Release Planning Sprint Planning Sprint Review Sprint Retro
Continuous
Integration
Test
Automation
User
Story
Through Continuous Coaching to Embrace Agile Values and Principles into Practice
Expect to take two or three months to start feeling comfortable with the practices and another two to six months for them to
become second nature. ------ “The Art of Agile Development”, James Shore
* IBM Service Offering

43. IBM Design Thinking, Agile and DevOps
! Organisations are embracing User Stories as a way to document project requirements.
! Great User Stories alone do not guarantee compelling customer experiences.
> Design Thinking focusses teams on valuable customer outcomes
! Organisations are embracing agile software development techniques to create potentially
valuable outcomes.
! Great outcomes are only valuable when they can be used by customers.
> DevOps brings an Agile way of working into the IT Operations teams, enabling rapid delivery.
! Live use generates real feedback from real Customers, Business & IT Operations people.
! Imagine a world where project outcomes are shaped by genuine insight, not clairvoyance.
1(IBM Design Thinking) + 1(Agile Development) + 1(DevOps) > 3

44. Kaveri, Yi XU
Agile Coach & Consultant
GCG Agile/DevOps Center of Excellence
IBM GBS GCG
CSM, CSP, PSM I
PMI-ACP, ITILv3 Foundation
Certified Coach of MG-SCC
CONTACT
• Email: shxyi@cn.ibm.com
• Site: http://kaverjody.com
• http://linkedin.com/in/kaveri
• http://slideshare.net/kaverjody
• WeChat / Skype: kaverjody
• Translation: Agile Manifesto, Scrum
Reference Card, Explore It, Agile
Coaching, The Element of Scrum,
Management 3.0, Beautiful Teams
Books Translated by Yi XU

45. Thanks!
Enjoy Agile Coaching!
Yi XU, Agile Coach & Consultant
GCG Agile/DevOps CoE, IBM GBS