Download - Why Agile? Why Now? IPMA Forum 2009

Why Agile? Why Now?

IPMA Forum 2009May 19, 2009

Copyright © 2009 SolutionsIQ. All rights reserved.2

• Certified Scrum Practitioner• Over 20 years experience across

spectrum of industries• Participated in a variety of roles from

Developer to CTO• Expertise in assisting transitions to agile

since 2003• Delivers mentoring and training on Agile

Practices throughout the organization

Skip Angel

[email protected]: AgileIQ (www.agileiq.org)Podcast: The Agile CoachLinkedIn, Twitter @skipangel


Agenda

• What’s The Problem?• What Is Agile?• Why Now?• What Should I Expect With Agile?• How Do I Start Agile Well?• Where Can I Learn More?• What Are Your Questions?

What’s The Problem?


"If you keep on doing what you've always done…

you'll keep on getting what you've always got."


Traditional Practices:• Traditional software development models are based upon a defined

methodology which attempts to…• Define all requirements up front• Logically break down the work• Estimate the effort / durations• Plan out all the work • And only then begin the development…while trying to limit/control

any change that will threaten the plan.

Defined Process Control

Document System Concept

System Requirements

Architectural Design

Detailed Design

Code, Debug, Unit Test

System Test

Deploy & Operate

“Waterfall” Development Methodology

Sequential


The traditional methods are highly sequential• One functional role leads off (e.g. design)• Some work is completed• Then work is “handed off” to the next role (e.g.

coding)

Defined Process Control


• Ask Customers what they want– (When they really don’t know)

• Reward them for thinking of everything– (Call the initial list ‘Scope’)

• Penalize them for adding things later– (Control ‘Scope’ aggressively)

• The result is Overproduction of Features

Legacy Of Waterfall


The best way to manage scope Less Code More Value !

• Develop the 20% of the features that deliver 80% of the value

• Develop & deploy highest priority first• Stop when you run out of time or money

Conclusion?


Don’t Build What Won’t Be Used

Featured / Functions Used in a Typical System– The biggest cost of Predictive Development is overproduction of

features– Must be designed, built and maintained– Don’t get used; provide no value

*Standish Group Study Reported in 2000 Chaos Report.


Software Project Success Rates

BackgroundSoftware projects present some unique challenges, and have experienced historically low success rates.

From Standish Group CHAOS database. NOTE: Challenged vs. Failed distinguishes between a project failure and a project management failure, which still may deliver some value.


Categorization of agreement versus certainty

Software Development Project Complexity

Modeled from Stacey, Ralph D. (1999). Strategic Management & Organizational Dynamics: The Challenge of Complexity. Third Edition. New York: Financial Times Prentice Hall.

AnarchyAnarchy

SimpleSimple

ComplexComplex

TechnologyFar from Certainty

Close to Certainty

Re

qu

ire

me

nts

Far

from

A

gree

men

tC

lose

to

Agr

eem

ent

ComplicatedComplicated

ComplicatedComplicated


Empirical Process Control“It is typical to adopt the defined (theoretical) modeling approach when the underlying mechanisms by which a process operates are reasonably well understood.

When the process is too complicated for the defined approach, the empirical approach is the appropriate choice.” Process Dynamics, Modeling and Control, Ogunnaike and Ray, Oxford University Press, 1992

Empirical Process Control uses

Inspection and Adaptation


An Empirical Process Control


Why Agile?

ConstraintsConstraints

EstimatesEstimates

FeaturesFeatures

ScheduleScheduleCostCost

PlanPlan

DrivenDriven

The Plan createscost/schedule estimates

WaterfallThe Vision createsfeature estimates

ScheduleScheduleCostCost

FeaturesFeatures

Value / VisionValue / VisionDrivenDriven

Agile

Source: Michelle Sliger in “Relating PMBOK Practices to Agile Practices”

What Is Agile?


The Agile Umbrella

Scrum

XPCrystal

Lean

DSDM

FDD

AGILE


The Agile Manifesto*

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right,we value the items on the left more.”

* www.agilemanifesto.org

© 2007 SolutionsIQ - v15


Principles Behind Agile Manifesto*

© 2007 SolutionsIQ - v15* Adapted from www.agilemanifesto.org/principles

• Early and continuous delivery of valuable software• Deliver working software frequently• Working software is the primary measure of progress• Continuous attention to technical excellence• The art of maximizing the amount of work not done• Welcome changing requirements• Business and developers work together• Face-to-face conversation is most efficient • Build projects around motivated individuals• Self-organizing teams deliver the best solutions• Sustainable development• The team reflects at regular intervals


What Is Scrum?

Basics•In the sport of rugby, a scrum is when the players form up as a tight, integrated pack.•The ball is put into play and the team works to achieve the goal of moving the ball.

A Rugby ScrumA Rugby Scrum


• Scrum refers to a holistic or “rugby” approach—where teams goes the distance as a unit, passing the ball back and forth—as opposed to the traditional sequential or “relay race” approach for managing new product development.

What Is Scrum?


• Scrum is a way of getting product development unstuck and moving forward: – There is little or no delivery of functioning software – The team has low morale– Management is ineffective– Low quality of the software

• Scrum is effective at sustaining that momentum:– When you would like to avoid the outcomes above

When Is A Scrum Formed In Software?


Deliver Working Software Frequently

OBJECTIVE: Deliver a Product Increment in a fixed time period (called a Sprint)

Sprint Length

Commit & Deliver


The Scrum Framework


Scrum Project Roles


• Test-driven development• Automated builds and

continuous integration• Collective code ownership• Continuous refactoring• Frequent design and code

reviews• Highly collaborative team

processes• High customer contact and

max transparency• Automated acceptance and

regression tests

Technical Best Practices For Teams

Why Now?


• Economy: “Do more with less”• Competitors: “Respond quickly to the

marketplace”• Social Media: “Listen to us or else”• Technology: “Provide new features

frequently or fall behind in the times”• Customers: “Give us something that

works and won’t break”• Investors/Shareholders: “Make

money or we’ll go somewhere else”

Our Current Challenges


CollaborationInnovationReleasesFeedback

CustomersProcess

Architecture

Culture

Testing

Tools

Product Engineering – Then & Now


What Is Happening In The Marketplace?

► Enterprise Agile adoption has accelerated, increasing approximately two and a half times faster between 2006 and 2007 than between 2005 and 2006.

► Larger enterprises continue to be more likely to adopt Agile than smaller enterprises.

► The financial services industry continues to lead the pack in enterprise adoption of Agile processes; the retail and public sector segments continue to lag.

► Adoption of Agile processes clearly correlates with adoption of other leading-edge technologies and techniques like SOA, ALM, and SaaS.

Enterprise Agile Adoption In 2007Forrester ResearchFrom: Enterprise And SMB Software Survey, North America And Europe, Q3 2007Analyst contact: Carey SchwaberFebruary 6, 2008


Agile Adoption Increased 53% Year-Over-Year Between 2006 And 2007

*Source: Business Technographics® November 2005 North American And European Enterprise Software And Services Survey†Source: Business Technographics September 2006 North American And European Enterprise Software Survey‡Source: Enterprise And SMB Software Survey, North America And Europe, Q3 2007

*Base: 911 North American and European enterprises† Base: 1,057 North American and European enterprises‡ Base: 1,002 North American and European enterprises

“How familiar are you with Agile software development processes?”


Industries Using Agile Practices

Source: Enterprise And SMB Software Survey, North America And Europe, Q3 2007

Base: 1,017 North American and European enterprises(percentages may not total 100 due to rounding)

“How familiar are you with Agile software development processes?”


Enhancing ROI

ROI in Software Projects• Plan-driven vs. Agile - more or less risk?

$ Time

Release 1

Release 2

Release 3

Go Live

ROI

Scrum Brings ROI Back


Delivering Value Early With Less RiskTraditional vs. Agile Software Delivery

Traditional Scrum

Risk

Project Run Rate

Cumulative Value

Risk

Cumulative Value

Project Run Rate

Halt project when desired

value is reached

Start with high-risk, high-value items

to drive down risk and maximize ROI


Traditional vs. Agile Approach


What Should I Expect With Agile?


Forrester


Old Organization New OrganizationCentralized Distributed

Unified perspective Diversified perspective

Declared meaning Emergent meaning

Analytical Creative

Analysis leads to action Learning by doing

Certain Uncertain

Strategy concept Local action

Authoritative Participative

Authoritative; Hierarchical Shared Leadership

Agile Is Pervasive Change


Agile Is Pervasive Change

• Agile is not “just a dev process change”

• “Caused by…” or “Revealed by…”


Scrum Will Expose The Mess


Satir Change Model

Source: Virginia Satir – graphic by Steve Smith


Resistance To Change

– An individual's predisposition toward change

– Surprise and fear of the unknown– Climate of mistrust– Fear of failure– Loss of status and/or job security– Peer pressure– Disruption of cultural traditions and/or

group relationships– Personality conflicts– Lack of tact and/or poor timing– Non-reinforcing reward system

Driving Forces

RestrainingForces

Why People Resist Change In The Workplace


Resistance To ChangeWhy Organizations Resist Change

– Structural or Bureaucratic Inertia– Group Norms– A Resistant Organizational Culture– Threatened Power– Threatened Expertise– Threatened Resource Allocation

Driving Forces

RestrainingForces


Agile Is Simple…Yet Very Hard

Agile Adoption

Time

Management Awareness

Executive Sponsorship

Wide-Spread Adoption

Enterprise

Team

Grassroots


How Do I Start Agile Well?


Agile Myths

• Lack of Discipline– “Agile lets my Engineering Teams do whatever they want”– “Quality of the product will fall off”

• Lack of Visibility– “I have no view into what is happening”– “I can’t predict what I will get, or when”

• Lack of Applicability– “Agile is just for software geeks”– “Agile is just for small teams”

• “Agile is easy”


You Know You’re Not Doing Agile If …1. Team is co-located, but not sitting within the length of a school bus to

each other. 2. Team is distributed, but there is an absence of microphones and webcams

and 1-2 meetings a day. 3. Team has not delivered anything to real users in the last 3 months. 4. If no user has seen real running software inside the last month. 5. They don't have the output of last month's retrospective on the wall. 6. They don't have fully automated unit tests, and a large number of

acceptance tests aren't automated.7. They're not having a build integration at least once a day. 8. They write big requirements documents, and they don't know how to

split those up into smaller pieces.9. They have itty-bitty requirements on the order of "here's what happens

when you click here," but they don't have long-term vision. 10. People keep saying, "It's not my job.”

Alistair Cockburn

http://searchsoftwarequality.techtarget.com/qna/0,289202,sid92_gci1255480,00.html


NOKIA Checklist

• Iterations are longer than 6 weeks

• Iterations are not timeboxed

• Team tries to finish all specification before programming

• Iteration doesn't result in workable code

• Iterations doesn't include testing

• Your product backlog doesn't contain estimates

• You cannot generate a release burn-down chart and don't know your velocity

• The team doesn't know who the product owner is

• There is a project manager in the project who is [unnaturally] involved with [redirecting] the work of the team


What Can Cause Agile/Scrum To Fail?• Ineffective use of the retrospective• Inability to get everyone involved with planning• Failure to pay attention to infrastructure required• Failure to have dedicated roles – ScrumMaster, Product

Owner and Team• Product Owner that isn’t ready for the team• Reverting to form• Obtaining only “checkbook commitments” from executive

management• Teams lacking authority and decision-making ability• A culture that does not support learning• The embrace of denial instead of the brutal truth


Sample Rollout Plan


Case Study: SEARCH

• National Consortium for Justice Information and Statistics

• Serves justice and public safety agencies

• Three core offerings: • Systems and Technology • Law and Policy• Research and Statistics


Case Study: SEARCH

Exceeded customer expectations Delivered features on schedule and

with high quality Extended project to continue

delivering features incrementally

Wish to replace web based JIEM tool

Users desire “stand alone” Phase 2, more enhancements

Eclipse rich-client platform Current features migrated with

four 1-month “cycles” Features developed and delivered

in 2 week increments

Justice Information Exchange Model (JIEM)


Case Study: SEARCH

“This project has exceeded my expectations, and I think really shows how a successful agile project should run.”

“Quality has been consistently high, and I feel the application still has room to grow because they’ve practiced diligent refactoring and testing. Their technical capabilities are top-notch.”

Director, Systems and TechnologySEARCH--The National Consortium for

Justice Information and Statistics


• Helps handle changing requirements & priorities• Lowers cost of change• Provides better visibility into project progress• Reduces risk• Maximizes Return on Investment (business value

prioritized)• Encourages higher quality, simpler code• Delivers business value early & often

Benefits Of Agile

Naresh Jain: http://www.slideshare.net/nashjain/agile-is-the-new-waterfall


• Courage!!!• Constant business involvement• Need for more discipline• Greater emphasis on testing (and automation)• Whole organization involvement• Keep an open mind• Become a learning organization

Agile Is NOT A Silver Bullet

Naresh Jain: http://www.slideshare.net/nashjain/agile-is-the-new-waterfall


Where Can I Learn More?


Resources• BOOKS:

– Agile Software Development with Scrum by Ken Schwaber, Mike Beedle – Agile Project Management with Scrum by Ken Schwaber– User Stories Applied by Mike Cohn– Agile Estimating and Planning by Mike Cohn

• ONLINE:– www.agilealliance.org– www.scrumalliance.org– www.agileiq.org


• We offer a full range of services—from training and consulting to development and talent acquisition

• Leading provider of Scrum Certification Training

• Headquarters in Redmond, WA. Founded in 1979

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What Are Your Questions?