Agile introduction and adoption in enterprises
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Agile – Introduction and Adoption in Enterprises
Rimjhim Ray: [email protected]
http://in.linkedin.com/in/rimjhimray
Traditional Software Development
Linear, phased development cycle
Planning done upfront. Everything is driven by THE PLAN
Siloed processes. Assembly Line
Change is difficult. CONTROL!
Success depends on getting the requirements right -UPFRONT
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The Catastrophe - Measured
Only 35% projects succeed
31% projects cancelled
64% featured rarely used
The Standish Group 2006 Chaos Report
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What's wrong with Waterfall?
The market forces are dynamic. Change is the only constant
I know it when I see it principle (IKIWISI)
Limited customer collaboration-recipe for disaster
The six blind men effect!
Operational inefficiencies
Waiting too long to see something work. Competition would not wait!
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Pull out the Canoes
Think laterally
Break Siloes
Bring everyone together
Acknowledge the problem
Have a joyride!
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Have a Joy Ride - Land Ahoy!
An overall routemap
Route Correctipn on the way
All hands on the deck
Can we stop here to replenish supplies. Spot the tiger?
Are we there yet? Take stock. Ask the radar ship
Land Ahoy! Bring out the smiles
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Agile Manifesto
What is Agile?Agile Manifesto
Values
Principles
Practices
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The Agile Manifesto Individuals and interactions over
processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a planIn February 2001, 17 software developers met at Utah to
discuss lightweight development methods. They published the Manifesto for Agile Software Development[www.agilemanifesto.org]
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Individuals and Interactions
Respect the individual
Cut through the hierarchy
Simplify communication. Use Information-Radiators!
Bring the consumer and producer together. Dismantle the walls
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Working Software as a measure of progress
Each agile iteration or sprint will produce a potentially shippable product
Potentially shippable is NOT necessarily EQUAL to shippable or shiped
Limit Work in Progress
Keep Documentation Lean
Just in Time Design. The design evolves too.
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Customer Collaboration
Colocate developers with customers
Capture the VOC – Voice of the Customer
Designate a customer proxy. Also fulfilled by a product owner representing business interests
Customer feedback taken at end of each agile cycle
Encourage discussion, debate, brainstorming to elicit the customer POV- Point of View
Rationalize the stakeholder viewpoints
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Respond to Change
Shred the plan. Share the vision
Plans are evolutionary. Plan in small
Manage change. Do not control it
Controlled Chaos – Make sure all change is chanelled through product owner
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Agile Values
Communication
Simplicity
Courage
Feedback
Respect
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Agile Development Methodology
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Agile Development Methodology
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Agile Development Principles
Customer satisfaction by rapid delivery of useful software Welcome changing requirements, even late in development Working software is delivered frequently (weeks rather than
months) Working software is the principal measure of progress Sustainable development, able to maintain a constant pace Close, daily co-operation between business people and
developers Face-to-face conversation is the best form of communication
(co-location) Projects are built around motivated individuals, who should
be trusted Continuous attention to technical excellence and good design Simplicity Self-organizing teams Regular adaptation to changing circumstances
Agile Practices
• Iterative Development
• Regular Delivery of Working Software
• Configuration Management
• Whiteboard Modeling
• Customer Tests
• TDD
• Daily Stand ups
• Active Stakeholder Participation
• Code Refactoring
• Self Organizing Teams
• Independent Testing
• Architectural Spikes
• Paper-Based Modeling
• Pair Programming
• Prove Architecture Early
• Flexible Architectures
• Evolutionary Design
• Simple Design
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Agile Adoption in Enterprises
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Why should you be Agile?
Agile helps you
Learn and Adapt/ Respond to Change
Minimize Risks and Cycle Time
Maximise Returns and value for the Customer
Your Essential Survival Kit in a volatile,
global market place
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Agile Adoption
Get Senior Management Buy In
Restructure, reorganise, refactor organisation hierarchies. A paradigm shift! The HR needs to play an active role
Create Self-Organising teams. Need strong mentorship
Choose an Agile Development Method example Scrum
Align business, development teams, operations to chosen method and its rythym
Agile – Top Down
Define an Agile Rollout Plan with defined success metrics. Measure and assess at periodic intervals
Think about recruiting, training and supporting more coaches
Create coaches with subject matter expertise within the Programmes/ LOB’s
Moving the ownership of Agile into the Business Units
Introduce “Agile Boot Camps”
Agile Coaching and Mentoring
Buddy system, visits
Accepted Responsibility on level of commitment
Open Space events
Coaching Roundtable
Agile in Action Workshops
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Agile Adoption – The Numbers Better alignment
between business and IT Shorter time to
market Reduced waste Improved quality
And the CxO loves Agile!
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Typical break up of Agile Projects
Executives must review agile adoption and seek to streamline the agile practices
Focus on the results. How much value is Agile adding to the organisation?
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Agile Assessment
Audit how successful the agile process is
Typically measure on the conformity to agile principles and practices
Can be through structured questionnaire, evaluation by experienced practitioner
Get everyone's view. Let there be a war room
Measure also against hard objectives – meeting delivery and budget constraints
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The 'other view' - Where Agile does not fit
Projects with tight budget and schedule. Fix scope upfront
Permeance of requirements. You exactly know what you want
Maintenance Projects. Fixed price enhancements or defect fixes
Enterprise Architecture initiatives. Heavy-weight processes such as RUP are more suitable here
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Thank You