BSG tackling the fallacy of "Agile"

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A view on Agile Development from a management, software development and business analysis perspective. Using the Fluency Model to understand what level your company needs to be at in order to be a truly Agile organisation.

Transcript of BSG tackling the fallacy of "Agile"

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At BSG, we believe in being a proactive force for positive change,

making a difference in everything we do.

Unlocking potential. Accelerating performance

Tackling the

fallacy of Agile

27th November 2013

Clinton Bosch, Sandra Rheeder and Danil Maree

How to maximise the benefits

on your journey to Agile excellence

Agile | a reaction to plan-driven methodologies like RUP

Agile origins

Plan-driven derived from

other engineering Heavy on initial planning

Software development is

not civil engineering

Over time more information

is uncovered

Requirements guaranteed

to change

Agile fluency

Fluency | how a team develops software when its under pressure

distinct stages of agile, each with specific benefits

and challenges

Star system

Entire teams fluency not individuals

Teams evolve in a

predictable order

Fluency at all

previous levels

3

1 2

4

One-star create business value

Management pillar

Easiest

Focus on team success

Benefit: Greater visibility into teams work; ability to redirect

Investment: Team development and work process design

Core Metric: Team regularly reports progress from a business value

perspective

Achievement: 45%

Time: 2 - 6months

Source: http://martinfowler.com/articles/agileFluency.html

team

Two-star ship at will

Technical pillar

Deliver to market cadence

Technical skills take time & effort, reduce productivity

Source: http://martinfowler.com/articles/agileFluency.html

Benefit: Low defects and high productivity

Investment: Lowered productivity during technical skill development

Core Metric: Team ships on market cadence

Achievement: 35%

Time: 3 - 24months

EXTREME PROGRAMMING moments to learn, lifetime to master

Three-star optimise value

Deliver the most value possible for your investment

Understand what market / business needs Delivers MVP

Value added vs. opportunity cost

Pivot if not producing sufficient value

Cross functional teams

Benefit: Higher value deliveries and better product decisions

Investment: Social capital expended on incorporating business

expertise into team

Core Metric: Team provides concrete business metrics

Achievement: 5%

Time: 1 5 years

Source: http://martinfowler.com/articles/agileFluency.html

Four-star optimise system

Understand organisational priorities and business direction

Support the needs of a product critical to business success

Cross-pollination between teams

Bleeding edge of agile practice

Benefit: Alignment with organisational goals, synergistic effects

Investment: Significant effort in establishing organisational culture, inventing new practices

Core Metric: Team reports how its actions impact the overall organisation

Achievement: Very few

Time: unknown

Source: http://martinfowler.com/articles/agileFluency.html

In summary

Source: http://martinfowler.com/articles/agileFluency.html

Source: http://martinfowler.com/articles/agileFluency.html

Pa

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Agile management

Management at one-star fluency

Stakeholders

Interpreting

Collaborating

Team

Welcome change

Short feedback loop

Adapting to the situation and environment

Principles > process

Demonstrating the benefits

Engaged customers = happy customers

Management at two-star fluency

Management at three-star fluency

Where

becomes

Management at four-star fluency

Who drives Agile excellence?

Scrum. Scrum. Scrum.

Scrum. Scrum. Scrum.

Scrum. Scrum. Scrum.

Scrum. Scrum. Scrum.

Agile Principles .

Learning

Organisation

Ag

ile

fra

me

wo

rk

key principles Long-running, multi-functional teams

Small batch sizes (which are regularly released)

Continual review and prioritisation

Embrace cheap failure

Self-similarity across all levels in the organisation

Fix time and cost, not scope (but within a broader context)

specific practices Adopted and customised by

teams as they move through the

fluency model

interrelated

values

Feedback Respect

Courage

Simplicity

Communication

What about the BA?

the Agile Business Analyst will rely much more on people facilitation skills than they may

have on traditional projects. The BAs role is to facilitate a discussion between the Product

Owner and the technical team

the agile BA needs to think about the software development process in new ways.

Agile encourages us to decouple the breadth

of the solution from the depth of the solution in

order to continuously deliver smaller

increments of production-ready code

What is my

role?

Source: The Agile Business Analyst white paper, Mike Cottmeyer, V. Lee Henson (www.versionone.com)

I hear there is no

documentation requirements dont get signed off??!!

The developers are

talking directly to

business and its working! What am I

going to do??

Extreme

programming is

not really my

thing

Fluency and BA skills

A shift from documenting exhaustive detailed

requirements up front, to documenting as-

needed priority requirements per iteration

Focus on new skills

Creating clear direction in terms of the

breadth of scope Conceptual domain / business

understanding

Facilitation of discussions between

business and developers, especially in

terms of courageous feedback

The ability to question and unpack the

requirements which will deliver specific

business value in the short term, and meet

longer term objectives

Writing specific, detailed user stories

Understanding how to slice the cake vertically

User experience design skills

Fluency and BA skills

A shift to become an extension of business, a strategic questioner

to allow for a pivot in approach

based on feedback across the

board

Focus on new skills

Driving the concept of a minimum viable product (MVP) the simplicity value Deeper understanding of and alignment with business

Strategic business understanding

Ask why the analytical role

Source: http://martinfowler.com/articles/agileFluency.html

Alignment the questioner Are we doing the right things in the

medium term?

Translation

vs

Team Participation

Revolutionary change

Evolutionary change Dont do the wrong

things righter Implementation the doer Focus on efficiency and adjusting to

feedback

Question how and functional relevance to

modules as a whole

Definition the requester Prioritisation

Focus on effective delivery in terms of

business value

Shorter-term rollout of needed requirements

UXD and Lean

Learn

Adoption of Agile

Refactoring | a technique where you improve the design of your

code without adding functionality to it

Agile means business value-oriented

Encourage change

Change requires refactoring

Minimise risk of refactoring

Xtreme programming

Big decision

Initial investment cost

Buy in from ALL senior stakeholders

Extreme Programming | communication simplicity feedback

CORE PRACTICES

Team forms around

a customer Small fully-

integrated releases

Pair programming,

simple design,

improvement

Continuous

integration, code in

a consistent style

Simple rule

The sooner you test,

the cheaper to fix

0

200

400

600

800

1000

1200

Design Implementation Test Post Release

Cost of change

A critical concept that motivates full lifecycle testing is the cost of change

Co

st

of

Ch

an

ge

Development Time

Traditional

TDD / Agile

By retaining the minimum amount of project artefacts required to support the

project, there is less to update when a change does occur

Initial slowdown

Ongoing extra effort mitigated over time

There is

an initial

cost!

Unused code

Waterfall requires users list ALL requirements

Agile focused on business value Always, 7% Frequently,

13%

Sometimes, 16%

Rarely, 19%

Never, 45%

Standish Group | Features used on failed projects

Does it really work?

In summary

The Flu