Agile Cafe Boulder - Panelist and keynote slides
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Transcript of Agile Cafe Boulder - Panelist and keynote slides
©2011, Rally Software Development
Executive Panel
Bill Holst, President & Principal Consulting Software Engineer at Prescient Software Engineering and
Systems Analyst at Colorado Springs Utilities
Adam Woods, Director of Product Development at StoneRiver, Inc.
A Project Methodology Comparison
Waterfall vs. Agile at Colorado Springs Utilities
Presented by Bill Holst President and Principal Software Engineer
Prescient Software Engineering, Inc.
(c) Prescient Software Engineering, All Rights Reserved
Background to Comparison
• Two major phases to Colorado Springs Utilities (CSU) Energy Distribution Design – First Phase – Electric Distribution Design – Waterfall
and Fixed Price– Second phase - Gas Distribution Design - Agile - Time
and Materials – CSU assumed the project risk
• Opportunity for comparison of waterfall and Agile
• Equal in scope and technology• Two week session for requirements definition
(c) Prescient Software Engineering, All Rights Reserved
Why change horses in the middle of a stream? (because you can!)
• Phase I – Waterfall was successful but-– Test cases developed early but many were
wrong– long lag time from requirements to testing– Mismatch of code to logic – Project churn– Disparate tool set
• Key players met to evaluate how we could do things better – Agile approach
(c) Prescient Software Engineering, All Rights Reserved
Phase II – The Agile Adventure
• Converted Autodesk contract to T&M• Hand picked our Agile team• Engaged Rally for training and coaching• Follow-training at the end of iteration 1• Collaboration tools
– Rally software– Nefsis Conferencing and HD video cameras– Livemeeting and Webex– Two conference call lines– Google Docs for all project documentation – Special storage closet for our “stuff”
(c) Prescient Software Engineering, All Rights Reserved
The Results
• Project went well through about 5 or 6 iterations
• And then…
(c) Prescient Software Engineering, All Rights Reserved
We hit the wall!
(c) Prescient Software Engineering, All Rights Reserved
The Results – the Wall!
• Delivered our first release for review – it was very successful but…
• Logic was confusing, test cases, code and logic did not match
• 7th Iteration stopped mid-stream
(c) Prescient Software Engineering, All Rights Reserved
Project Velocity – this is not your textbook chart!
.
(c) Prescient Software Engineering, All Rights Reserved
Reforming the Project• Used an entire iteration to re-define logic based on data
• Logic dropped by a factor of almost 4 in complexity
• Next iteration, rewrote all code and test cases
• On a roll! Being Agile made this possible
• Another iteration – reduced logic complexity again
• We did it again – code rewrite, threw ½ our test cases away! The team had transformed itself into Agile evangelists!
(c) Prescient Software Engineering, All Rights Reserved
Where We Stand Today• First production release next week – month and a half early
• Costs almost 30% under budget
• 500 defects less than the electric phase
• Less code! Solution data driven, changes made without code changes
• Better test case coverage• Mid-course change avoided change order “Hell” and potential “Shelfware”
• Huge process improvement on material and labor ordering
• Users love the software – even I can design a gas network!
(c) Prescient Software Engineering, All Rights Reserved
Conclusions – What’s Next• Solution has an amazing usability factor – it works the way it should from
the user perspective (this is one of the ‘ilities’ that is hard to measure but you know when you have it!)
• High Visibility within CSU – huge interest in Agile– Rally has provided scrum training for 18 folks– Rally has provided Agile training for an infrastructure team which is kicking off an
new upgrade project• Probably redesign of the Electric Solution
• Minimal project management expense from Autodesk (a couple hours of administrative cost)
• Amazing Project Metrics! – they tell a great management story– 69% fewer defects– 30% lower project cost (this is the fixed-price fudge factor)– 50% less code– 4x reduction in logic complexity– 20% less test cases, but better test coverage
Summary
• Not your typical government project– Early delivery– Under budget– User ‘love-affair’ with software– “Let’s do it again!”
• Team commitment to success – great management support
• One of my most successful projects!
15Confidential and Proprietary
Proprietary 2010 StoneRiver, Inc.
StoneRiver Agile AdoptionStoneRiver Agile Adoption
Adam Woods
Director of Product Development
Proprietary 2010 StoneRiver, Inc.
Main Challenges Before Agile AdoptionMain Challenges Before Agile Adoption
High and increasing time to implement
Getting stuck at 90% complete for long periods of time
Quality assurance disconnected from development
Lack of automation
High levels of defects
Project success highly dependant on skill of project manager
Project risks / warnings signaling too late to be addressed
Lack of feedback mechanisms for improvement
Proprietary 2010 StoneRiver, Inc.
Early Challenges / ExperiencesEarly Challenges / Experiences
Initially ramped up architecture / platform teams as Agile pilot
Attempted to run Agile teams with existing offshore vendor without re-organizing fundamental team structure or relationships
Lack of buy-in and understanding of Agile principles from executives, project leadership and delivery teams
Distance between delivery teams and product owners
No acceptance, or agreement to do acceptance testing, Agile seen as a development only practice
Proprietary 2010 StoneRiver, Inc.
Middle Maturity Challenges / ExperiencesMiddle Maturity Challenges / Experiences
Structured delivery teams in a blended model of offshore and employees
Greater understanding of vertical slicing by teams and product owners
Delivery teams adopting and owning point sizing
Testing and defect resolution occurring within the sprint
Adjusting testing model to ensure business value vs. focusing on individual component
Increased collaboration between teams and product owners, still no acceptance
Proprietary 2010 StoneRiver, Inc.
Advanced Maturity Challenges / ExperiencesAdvanced Maturity Challenges / Experiences
Increased engagement by product owners
High rates of acceptance
Better consistency of velocity from sprint to sprint
Full automation as a requirement in teams’ definition of done
Steadily declining defect backlog
Increased understanding of executive leadership in Agile principles
Proprietary 2010 StoneRiver, Inc.
Some Specific SuggestionsSome Specific Suggestions
Major organization change takes time, so be patient and persistent
Take the initiative to champion the improvements that you have made even in the face of skepticism, then figure out an improvement to address the skepticism
Sometimes outside training and consulting can present the message in a new and different way that gets heard
If what you are doing is not working, or is showing signs of deteriorating consider going back to the very basic principles
Proprietary 2010 StoneRiver, Inc.
Summary of ExperienceSummary of Experience
Currently, we are 31 sprints into our Agile adoption have, 15 Agile teams working very closely together, across 3 continents
We are still in a position to keep growing the number of teams and refining our practice
Knowing what I know now would I still adopt an Agile methodology for our development organization?
Proprietary 2010 StoneRiver, Inc.
Want More InformationWant More Information
Adam Woods
● 303.729.7508
● http://www.linkedin.com/pub/adam-woods/6/1ba/236
©2011, Rally Software Development
©2011, Rally Software Development
Jean TabakaCertified Scrum Trainer and Agile Fellow
12 Agile Adoption Success Modes
12 Agile Adoption Success Patterns
Jean Tabaka, Rally
Softwarewww.rallydev.com
Agile is not the problem
Success
Prepare to change
WORLDyour
your group
your organization
your company
your customers
Don’t abandon Agile
Knowledge-creating company
Expansio
n not
Scarcity
Custom
er Value
3 categories of patterns
“Getting started” patterns
“In it” patterns
“Sustainability”
patterns
Each pattern has practices
“Getting started” patterns
A clear and compelling goal
#1
http://www.flickr.com/photos/inkybob/122476158
http://www.flickr.com/photos/inkybob/122476158
Be clear about the “Why Agile?”
http://www.flickr.com/photos/inkybob/122476158
Crisis or culture of improvement
Examples from some real customers:
• Earlier business value via faster time-to-market
• Transparency, visibility, predictability
• Improve employee engagement and teamwork
http://www.flickr.com/photos/inkybob/122476158
Scarcity vs. Expansion
Vision
A high levelAgile plan has VISION
Engaged executive sponsorship
#2
Fully committed to success
Israel Gat – Cutter Consortium
Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
Social contract with organization
What’s in it for me? (WIIFM)
“We will learn and all of us will have better skills as software professionals.”
Planning framework for rollout
#3
Create a rollout plan
How will we know if we are successful?
High-Level Business Goals[Co-create clear goals at an overall level, and also at lower
levels as appropriate.]
1.2.3.
Success Metrics
Goal Metric How Reported
63
Example of Agile Rollout for 500
Use 5 levels of planning
Vision
Roadmap
Release
Iteration
Daily
High level plan to a daily plan
Rank organizational backlog
Backlog Planned In Progress Complete
Rollout Coach helps hire internal coach
ARP with leadership to plan next waves
Add Rally-developed apps
IATs for new teams
Release Planning after 3d iteration
On-site CSM
On-site CSPO
T&E consulting
Engage your plan with guidance
#4
Find bright spots
Bring in experienced mentors
Books are not enough. We need to find others and work with them.
Train everyone in their roles
The team knows what to do
AGILEORGANIZATION
Quarterly Business Cycle (Cross Organizations)
Product Cycles (Cross Departments)
Team Cycles
Start pilot teams based on rollout plan
Learn and mature before you scale
“In it” patterns
Create strong leadership context
#5
Servant leadership
Not command and control
Support collaboration
Form support councils not status reporting
Coordinate and support teams
Multi-Team Program
Team-of-Teams Program Steering
Portfolio Mgt & Governance
Architecture Council
Release Mgt
Create the right team context
#6
Team ownership
Team commitment
Team success and growth not heroes
Embrace Agile team habits
#7
Adopt Agile ceremonies
Incremental Delivery of Customer ValueProductBacklog
ReleaseBacklog
Iterations1-4 Weeks
DailyMeetings
ProductIncrement
Releases1-4 Months
95
• Release planning• Iteration
planning• Daily planning• Demo and
Retrospetive• Product council
Build feature by feature
GUIGUI
Business LogicBusiness Logic
DatabaseDatabase
SLICESVERTICAL
Story 1Story 2
Use fast feedback loops
Inform next iteration through feedback from this iteration
Iterations1-4 Weeks
DailyMeetings
Releases1-4 Months
Continuous, fast feedback through the Agile ceremonies
Vision
Roadmap
Release
Iteration
Daily
Inform the Vision from the daily plan
Pull testing forward
STORYONE
Task Estimate Owner
Code the UI 6 Brenda
Code the middle tier
8 Yi
Create and automate tests
4 Alan
Invest in a robust infrastructure
Ensure code is always releasable
Measure the right things
#8
Definition of Done
Sample Definition of Done
Readiness of the product backlog
Readiness of the product increments
“Watch the work product not the worker”-- Don Reinertsen
Flow of value
FLOW of VALUE
Customer’s Pull ValueCustomer’s Pull Value
Agile
Create a culture of continuous learning
#9
Retrospect with teams regularly
Retrospect the organization regularly
Create knowledge flow up and down
Create knowledge across the organization
“Sustainability”
patterns
Prepare to scale
#10
Architect for change
Support organizational growth
Employ passionate change agents
Be patient and repeat patterns
#11
It takes time!
AGILEAlignment
Corporate Level
Departmental LevelTeam Level
Personal Level
Revisit your compelling goal
Earlier business value via faster time-to-market?
Transparency, visibility, predictability?
Improve employee engagement and teamwork?
Revisit the strength of your sponsorship
Israel Gat – Cutter Consortium
Israel Gat – “I want us all to succeed. I will do everything I can for you. Please help me help you.”
Continually improve your organizational backlog
Backlog Planned In Progress Complete
Rollout Coach helps hire internal coach
ARP with leadership to plan next waves
Add Rally-developed apps
IATs for new teams
Release Planning after 3d iteration
On-site CSM
On-site CSPO
T&E consulting
Apply these patterns to your context!
#12
Prepare to inspect and adapt!
Wrap up our story
Agile is not the problem
Success
Start where you are
A clear and compelling goal
#1
http://www.flickr.com/photos/inkybob/122476158
Apply these patterns to your context!
#12
Knowledge-creating company
Expansio
n not
Scarcity
Custom
er Value
A story of Agile success
Prepare to change
WORLDyour
12 Success Patterns for Agile Adoption
Jean Tabaka, Rally
Softwarewww.rallydev.com
©2011, Rally Software Development