Agile Le Slidedeck

Iterating Toward Agility and Scaling for Business Success Sponsored by MKS

Speakers: Mike Cohn, Founder of Mountain Goat Software and Author of Succeeding with Agile: Software Development using Scrum Colin Doyle, Senior Product Manager of MKS

ADAPTing to Enterprise Agile Mike Cohn Mountain Goat Software

Copyright 2009, Mountain Goat Software

Some challenges you’ll face • Mixing agile and traditional processes • Compliance issues – CMMI, SOX, ISO9001

• Large scale coordination and strategic reuse within product lines • Distributed teams • Waterfallacies, agile phobias, and other individual resistance Copyright 2009, Mountain Goat Software

Copyright 2009, Mountain Goat Software

A

Awareness that the current approach isn’t working.

D

Desire to change.

A

Ability to work in an agile manner.

P

Promote early successes to build momentum and get others to follow.

T

Transfer the impact of agile throughout the organization so that it sticks. Copyright 2009, Mountain Goat Software

Tools for building… Awareness • • • •

Communicate that there’s a problem Use metrics Provide exposure to new people and experiences Focus attention on the most important reason or two for adopting agile Desire • • • • • • • • •

Communicate that there’s a better way Create a sense of urgency Build momentum Get the team to take agile for a test drive Align incentives (or, at least, remove disincentives) Address any fears Help people let go Don’t discredit the past Engage everyone in the transition

Copyright 2009, Mountain Goat Software

Ability • • • • •

Provide coaching and training Hold individuals accountable Share information Set reasonable targets Just do it Promotion • Publicize success stories • Take an agile safari • Attract attention Transfer • Transfer the effects of agile beyond the current group • If you don’t transfer, organizational gravity will pull you back to the status quo Copyright 2009, Mountain Goat Software

Why adopting agile is hard • It’s cannot be entirely bottom-up or topdown • The changes are pervasive • Best practices are dangerous • The end state is unpredictable • Must be able to measure and demonstrate the benefits of agile Copyright 2009, Mountain Goat Software

Transitioning isn’t about closing gaps Current State

Desired State

Gaps?

• There is no end state in agile • Your influence is non-deterministic – You don’t know how the organization will respond

• Successful adopting agile is about achieving a fit with the environment not closing gaps Copyright 2009, Mountain Goat Software

Iterating Toward Agility

Copyright 2009, Mountain Goat Software

Enterprise Transition Community • Creates a culture in which passion and desire to improve thrive • Does not direct the transition effort – Provides energy, resources, support and guidance – Removes organizational impediments to agility

• Encourages Improvement Communities to form Copyright 2009, Mountain Goat Software

ETC members • Sponsor – From highest level at which change is supported – Not a checkbook-only commitment

• Others – From any level but driven by desire to improve

• Disbands when the “transition” part of adopting agile is over Copyright 2009, Mountain Goat Software

ETC responsibilities • • • • • •

Articulate the reasons for adopting agile Stimulate conversation Provide resources Engage everyone Set appropriate aspirations Anticipate and address people issues and other impediments • Encourage simultaneous focus on practices and principles Copyright 2009, Mountain Goat Software

An ETC’s improvement backlog Item

Responsible Note

Create an “Agile Office” where teams can get help.

Jim (CTO) to talk this up at monthly development meeting. Let’s see if there’s any interest.

Establish an internal program for developing ScrumMasters.

How do we identify good internal candidates? How do we develop them?

Collect and disseminate Scrum success stories in our company.

SC

Savannah has expressed interest in this.

Resolve dispute with facilities over rearranging second floor cubicles.

JS

Jim to talk to Ursula in facilities about budget for this.

Get more teams to do continuous integration.

AA

Arie is going to summarize metrics from T-Bone project and see how many teams he can motivate.

Copyright 2009, Mountain Goat Software

Improvement communities (ICs) • Form around the passion of a small number of people – Expand from there

• Do the real work of improving how the organization implements agile • Focus on goals with practical relevance • Examples: – ScrumMaster, Testing, Product Owner, Continuous Integration Copyright 2009, Mountain Goat Software

Working on an IC • An IC works with a project team – Work is not done in an ivory tower

• Most ICs work in 2–4-week iterations • Disband or refocus when goal has been achieved

Copyright 2009, Mountain Goat Software

ETC Improvement Backlog … Establish an internal program for developing ScrumMasters. …

An IC Improvement Backlog Figure out how to identify good candidates to become ScrumMasters (in addition to those who ask to participate in this program).

Not everything on an IC’s improvement backlog needs to tie back to the ETC’s backlog

Establish an internal mentoring program. Develop some internal classroom training. Which courses? Who can teach them? Can we license courses? Get budget for next year for external coaching. How many days? At what expected daily rate? See what we can do with local user groups to bring in speakers.

Copyright 2009, Mountain Goat Software

For more information • New book available on 9 November • About getting started with agile/Scrum – And then getting good at it Sample chapters at: www.SucceedingWithAgile.com Copyright 2009, Mountain Goat Software

Iterating Toward Agility and Scaling for Business Success

Considerations for Making Enterprises More Agile • Agility is based on a set of values that can be very different from those that plan-driven approaches embody • Focus is on delivering business value to the customer • Adapting to change rather than following a plan • Short feedback loops (defer commitments, deliver quickly once committed) • Empowering teams to be more collaborative and proactive • Continuously improving practices and processes to reduce waste and adapt to the changing environment and customer needs

• The cultural changes involved with transitioning to Agile or Lean tend to be the biggest challenges

Considerations for Making Enterprises More Agile • Adopting an Agile or Lean approach involves taking a more holistic view of application development • Plan-driven methodologies tend to be phased, with discipline silos • Agile encourages concurrency, cohesive collaboration across all application development disciplines • Application Lifecycle Management supports application development as a set of concurrent, interrelated processes and practices

• An ALM approach is essential to achieving true agility in the enterprise • Systems and tooling can significantly help or hinder the transition to Agile within an enterprise environment

Intelligent ALM™ Enables Agility in the Enterprise

Enterprise Environments Have Many Axes of Scalability • Scaling in terms of users, sites, variety of platforms and tooling • Breadth of product line (number of product variants, the desire for component re-use) • Depth of product (number of releases, historical requirements that still apply) • Regulatory compliance and oversight constraints • Other environmental constraints (e.g. customers who supply complex requirements documents)

Agile Solutions for the Enterprise Require ALM • ALM is the coordination of collaborative lifecycle development activities, including requirements, design, development, build, testing and deployment • Intelligent ALM enables agility in the Enterprise in a variety of ways: • Support for collaborative distributed development, with real-time status and visibility across all artifacts and activities • Improved consistency and reduced learning curve through definition and enforcement of practices in the ALM tool • Reduction in waste through automation of activities that don’t require decision making • Automated collection and reporting of metrics for continuous improvement; • Flexible process framework that can support both plan-driven and agile practices as well as the incremental shift from one to the other • Reporting on progress of sprints and releases with the ability to aggregate results from both plan-driven and agile projects

Competence is a Necessity for Enterprise Agile

Assess

Define

Design

Code

Test

Release

Requirements Management Test Management Configuration and Change Management Release Management

• Coverage of key ALM Business processes is called competence and includes: • • • •

Requirements Management Configuration and Change Management Test Management Release Management 25

Agile Prescribes Coherence • Competence alone can’t get you there • Integrated is NOT sufficient • Inherently connected artifacts, processes, and roles is called Coherence

Reqs Mgt

Config Mgt

Chg Mgt

Test Mgt

Rel Mgt

Agile Prescribes Coherence • Competence alone can’t get you there • Integrated is NOT sufficient • Inherently connected artifacts, processes, and roles is called Coherence •

Coherence is achieved via a single solution that orchestrates development lifecycle activities through: •

Enforcement of processes (process control) • Management of relationships between development artifacts (asset control) • Reporting on progress of the development effort as a whole (visibility) • Sophisticated artifact versioning, branching and re-use across all ALM artifacts

Enterprise Diversity Can Be an Agile Impediment Heterogeneous environment Large scale & highly distributed Software disconnected from the business

• Adaptability is a competent & coherent solution that • Adapts to the environment • Scales to the enterprise • Integrates with core business processes, enterprise applications and business partners

In order to provide measurable business value.

Intelligent ALM  Intelligent Agility

ALM Competence

X

ALM Coherence

X

ALM Adaptability

X

Intelligent ALM Intelligent Agility

ALM Competence

Intelligent ALM X

ALM X Coherence Measurable Business Value

ALM Adaptability

Distributed Development Support • Support for distributed development requires: • Artifacts and status of activities must be accessible in real-time by all team members • The ability to link artifacts and activities, easily navigate between them, and be automatically notified when events of interest occur • That tooling encourages collaboration and provides consistent interaction across artifacts and activities to avoid silos (either by site or by discipline) • Tooling to support concurrency (automatic isolation of independent tasks) and collaboration (ease identification of dependencies, integration of changes from parallel lines of development, coordination of dependent tasks)

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Component Re-use Support • Traditional Agile practices do not encourage component re-use • Story Backlogs do not support the necessary dependency and constraint management to ensure commonality across products and concurrent releases

• Component re-use is more than just sharing source code • Trusted components include all artifacts, from the requirements it implements, to test cases and results demonstrating it can be trusted

• Intelligent ALM supports re-use in a variety of ways: • Ability to easily link related artifacts, support for component configurations as first class containers (versioned, branched, shared) • Consistent change & configuration management processes across all artifacts that make up the component • Relationship navigation and reporting that aids impact & dependency analysis

Regulatory Compliance & Status Reporting Support • Regulatory compliance requirements must still be met: • FDA cGMP, including 21 CFR Part 11 (electronic records & signatures) • Sarbanes-Oxley, SAS-70, Basel II

• Intelligent ALM systems can reduce the burden on Agile implementations in a number of ways • Explicit definition and automated enforcement of the (lightweight) processes that form an Agile implementation • All relevant artifacts and activities are managed within the ALM system (competency), ensuring a single source of truth for reporting • Consistent application of processes and practices, regardless of the role or activity (coherence) • A single system with the flexibility to support both plan-driven and Agile implementations (adaptability), simplifying aggregate reporting and providing clear evidence of the value and benefit of Agile

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Compliance Example – Nutraceutical • One of the largest manufacturers of nutritional supplements sold in health and natural food stores in the US • Needed support for the principles and processes of Agile but wanted flexibility to support other key business practices, build, test and deploy activities and rules for audit and compliance (FDA regulated) • First built workflow types for Help Desk and then for the Scrum process • Releases, Iterations, User Stories and Tasks are all supported along with Tests

More Information • Resources: • Solution info: www.mks.com/solutions/agile_development • White Paper: “Agile Development Doesn’t Have to Mean Fragile Enterprise Process.” Download: www.mks.com/agilewp

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