The document provides an overview of Agile development and how to get started with an Agile approach. It discusses some of the benefits of Agile such as increased productivity, quality and stakeholder satisfaction compared to traditional waterfall approaches. It also addresses common objections to Agile. The document then describes key aspects of implementing Agile including Scrum roles and processes and tips for getting teams trained in Agile.

1. The Agile Toolkit
An overview of Agile development, metrics, and
how to get started
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary

2. Traditional Software Development
Long, Large, Linear, Late
Time to 12 to 36 months
Market
Lifecycle Define Code Test Deploy
Tech Test Funct
Deliverables MRD PRD Code Doc Train
spec plan test
Proprietary
Point
Solutions
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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
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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
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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
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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
market3
1 “Agile Methodologies: Survey Results,” by Shine Technologies, 2003; 2 Forrester Research, 2004;
3 “Agile 2006 Survey Results and Analysis,” by Digital Focus, October 2005
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7. Agile Manages Business Risks & Expectations
project run rate
risk of failure(unmet expectations)
cumulative production (business) value
Waterfall Agile
Risk Risk
and $ and $
Time Time
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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
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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
better
1) Forrester Consulting, 2004
2) Agile Methodologies Survey Results, Shine Technologies Pty Ltd, 2003
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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
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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 Backlog
desired by Customer • Product Backlog Items assigned to Sprint
• Estimated by team
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20. How Do You Get Started?
Typical Rally rollout
No commitment – no waiting – no hidden costs
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21. How Do You Get Trained?
Agile Rollout
Planning
Implementing
Agile
Team
Jumpstart
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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
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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
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24. Appendix & Backup Material
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary

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
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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
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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 Never
infrastructure. 16% 45%
Source: Standish Group Reports Often Always
13% 7%
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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
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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
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30. Track Developer
Capacity and Time
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31. Forecast Releases
and Roadmap Schedule
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32. Plan Releases
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33. Manage a complex
user story hierarchy
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34. Report Status
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35. Stay informed with custom
notifications, IM integration
and revision history
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