Adopting Agile Pragmatically 4Aug2010

8/7/2019 Adopting Agile Pragmatically 4Aug2010

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Be agile in Adopting Agile

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2010/08/04

av e ersPrincipal

Consultant

An iterative and incremental (evolutionary) approach An iterative and incremental (evolutionary) approach performed in ahighly collaborative manner with just the right amount of ceremony

An iterative and incremental (evolutionary) approach performed in ahighly collaborative manner with just the right amount of ceremony toproduce high quality software

An iterative and incremental (evolutionary) approach performed in ahighly collaborative manner with just the right amount of ceremony toproduce high quality software in a cost effective and timely manner

An iterative and incremental (evolutionary) approach performed in ahighly collaborative manner with just the right amount of ceremony toproduce high quality software in a cost effective and timely manner whichmeets the changing needs of its stakeholders.

An iterative and incremental (evolutionary) approach performed in ahighly collaborative manner

What is Agile? Its Adaptability

22010/08/04

Must see the Eiffel tower andspend 4 days in Monaco

Went up the Eiffel tower2 days in Monaco was enough

In charge? Value?


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Agile is people driven; its driven by principles of people leadership not projectmanagement.

Its not something you can change overnight. Tools are a means to achieve it. Itrequires lot of un-learning before learning these new agile principles.

Some Quotations

It requires management commitment and support otherwise it cannot survive.

It did not last long Project Control took over

It's relevant to remember that there are different Agile Methods available, each ofthem fitting different purposes

Agile assumes that the company wants a long term software development effortnot a short term project

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By putting an agile faade on top of traditional strategies, we managed to derailthe productivity improvement potential of actual agile techniques.

Most organizations do not realize that agile needs to be highly customized to thenature of the team and the project.

Playing to winGrady Booch Software development is a team sport

Yes, but compare a Relay team to a Rugby team

I will run as fast as I can

I will try as smooth a handover as

I will play my role as best I can

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possible

Its a whole new ball game!


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Which Statement is true?

Agile is Deador

Agile is now Mainstream

Or Both Agile is dead because its now mainstream

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Janusz Gorycki

Third-party research suggests

"Thirty-five percent of .respondentshave projects or pilots underway, and

only 12 percent do not see a fitfor Agile

Agile has gone Mainstream analyst community

Have you adoptedany Agile techniques?

even w er a op onprocesses in their organizations.

The fact that 88 percent of theseorganizations (one-third of which have

over 10,000 employees) are using orevaluating Agile processes proves that

Agile processes have truly hit themainstream."

No35%No35% Yes

65%Yes65%

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Source: Ambler Agile Adoption Rate Surveyof over 4200 Dr. Dobbs subscribers

- Excerpt from And the Agile Survey SaysAgile Journal

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52%

54%

Stakeholder involvement

Waterfall culture

Organizational Complexity: What challenges has your organization

encountered while adopting agile approaches?

31%

32%

32%

33%

Specialization

C&C Culture

Lack of Trust

T&E

Copyright 2009 Scott W. Ambler www.ambysoft.com/surveys/

14%

15%

29%

Mgmt Resistance

Stakeholder Resistance

Other visions

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47%

59%

No Training

Rigid Culture

What reasons does your organization have for not adopting agileapproaches to development? Top 10 of 14

14%

19%

20%

23%

Process Frameworks

Regulatory

Org. Distribution

Geo. Distribution

.

Copyright 2009 Scott W. Ambler www.ambysoft.com/surveys/

13%

14%

14%

Domain Complexity

No Stkhlder Support

Tech. Complexity

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WeValue: Over:Individuals and

interactionsProcesses and

tools

The Agile Manifesto

WorkingSoftware

Customercollaboration

ComprehensiveDocumentation

ContractNegotiation

While there is value in the items on the right,

we value the items on the left more.

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Responding tochange

Following a Plan

We

Value: Individuals andinteractions

The Agile Manifesto

WorkingSoftware


10

Responding tochange


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WeValue: Over:Individuals and

interactions

The Agile Manifesto

Processes andtools

WorkingSoftware



ContractNegotiation

Agile is not a

methodology,its a set ofValues andPrinciples



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Responding tochange

Following a Plan

We

Value: Over:Individuals andinteractions

processes andtools

Its Driving Force is:

WorkingSoftware



ContractNegotiationVALUE



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Responding tochange

Following a Plan


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Traditional Practices

Big Upfront (BUF) Requirements

In Detail

Si ned off

Big Upfront Planning

In Detail

Fixed Price

Early

The Plan

Silo Team organisation

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Requires Cultural Change

VALUEPLAN

Not Easy

Needs Time Must be Demonstrated

Requires:

Another quote:I finally figured something out.Agile development is a culture,not a process Josh

We will deliver value to thebusiness at a good ROI

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Belief and

Perseverance

You have made the right decision

To make the decision right


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Its not Agile Practices, but Agile Adoptionthat Fails

have found to be the case is that agilepractices don't fail, rather the variations onagile adoption fail. Jean Tabaka

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Its NOT about becoming Agile in your SoftwareDevelopment just adopting an Agile methodology

Agile for Agile sake?

Its about becoming more efficient / productive inyour software Development and delivering value to

the business by Adopting good practices, many of which (old and new)

have been highlighted by Agile Methodologies

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CurrentWay

AgileMethodology

Scaling Ceiling

Adopting Good Practices


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Why agile development? Because it works!

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In Detail

Si ned off


In Detail

Fixed Price

Early


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Face-to-face Discussions

BusinessNeed

Product

Requirements

OpenUPUse CasesScenarios

SupplementarySpecifications

ScrumUser Stories(place holders)

ProductBacklog

The BA

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Detailed asappropriate

Discussions

Can discussions replacedocumentation?

Document, its a ContinuousNegotiation


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In Detail

Si ned off


In Detail

Fixed Price

Early

omman an on ro anagemen Silo Team organisation

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A Date is not just a Date

It has a Probability

Now Future

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Every type of work is governed by an Horizon of Predictability.Any plan that extends beyond this horizon of predictability isbound to fail. Agile work uses an explicit learning cycle tied in

Plan to Learn

change.

Project Plan (months)

IterationPlan(weeks)

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Predictability?Level of detail?

Dates, Scope, Satisfaction Can Not be

Accurately Pre-determined and Then Fixed


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In Detail

Si ned off


In Detail

Fixed Price

Early

omman an on ro anagemen Silo Team organisation

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Cost Estimate Fidelity

4X Project End

Over-estimated

rinCosttoCom

pleteEstimat

0 ActualEstimate

-Err

X/4

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Whats Negotiable and Whats Not?

Fixed /-

Functionality

Traditional

Time Cost

Agile

Variable /Negotiable

Plan Driven

Time Cost

Value Driven

Functionality

Whats the best value

ua y

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I can get for my time andmoney?

we run n o rou e

What percentage of systems / applicationsare never or rarely used?

But



In Detail

Si ned off


In Detail

Fixed Price

Early


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Whole Team Practice

The Whole Team practice describes how adevelopment team organizes itself to enable it to workeffectively.

Everyone has a sense of belonging on the team

Team includes everyone required to build the system

Everyone contributes any way that they can

Team is self organizing

With Leadership

Everyone works together closely

Team takes Responsibility for outcome

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In Detail

Si ned off


In Detail

Fixed Price

Early


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Playing to win

Silo Whole Team

I will run as fast as I can

I will try as smooth a handover aspossible

I will play my role as best I can

If you are in trouble I will help

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Its a whole new ball game!

Well how do we Adopt Agile?

We be Pragmatic

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Practise Agile in Adopting Agile Practices

CurrentEnvironment

New AgileMethodology

Big Bang

New AgileMethodology

Boom

CurrentEnvironment

New AgilePractice

New AgileNew A ile

New AgilePractice

Iterative / Incremental

Re-Engineering?

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Practice

Business ProcessImprovement (BPI)

Is appropriate, of value to us

TransparencyCollaboration

XP Practices (1)

Planning

User Stories are written

Release planning creates the release schedule

Make frequent small releases

The project is divided into iterations

Iteration planning starts each iteration

Managing

Give the team a dedicated open work space

Set a sustainable pace

The project velocity is measured

Move people around

Fix XP when it breaks

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XP Practices (2) Designing

Simplicity

Choose a system metaphor

Use CRC cards for design sessions

Testing

All code must have unittests

All code must pass all unit

Create spike solutions to reduce risk

Non functionality is added early

Refactor whenever and where ever possible

Coding

The customer is always available

Code must be written to agreed standards

Code the unit test first

es s e ore can ereleased

When a bug is found testsare created

Acceptance tests are runoften and the score ispublished

All production code is pair programmed Only one pair integrates code at a time

Integrate often

Set up a dedicated integration computer

Use collective ownership

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Scrum Practices Continuous Improvement

Do retrospectives at the end of eachsprint

Find impediments to the team and fix

Organisation

Have teams be organized ascross-functional teams

Managementthem

Have the team figure out how toimprove the teams process

Planning Do planning at beginning of iteration

Do release planning at the start of theproject

Have a manager / projectmanager / scrum masterfacilitate improving the teams

process Development

Finish building what wasstarted coding in an iteration

Get feedback from customers

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- ,time-boxed regardless of length)

Have some daily method of finding outwhat people are doing and seeingtheir impediments

at least at the end of theiteration


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OpenUP Practices Management Practices

Iterative Development

Risk-Value Lifecycle

Whole Team

Team Change Management

Technical Practices

Concurrent Testing

Continuous Integration

Evolutionar Architecture

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Evolutionary Design

Shared Vision

Test Driven Development

Use Case Driven Development

Which Practices? Our Work Item List

We need to examine the various practices that we couldadopt and decide which of them will be appropriate inour organisation.

We need to carefully consider the uniqueness of ourorganisation and the projects we undertake to decidewhich practices will fit in, and will help us in achievingthe goals we have identified.

The major areas that we must consider are:

Our organizations culture

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Our customers and how they prefer to interact with us

The types of projects we do

The tools and processes that we currently use

The strengths and weaknesses of our software-related staff


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AgileTraditional

Some

Agility is a Spectrum

Waterfall

RUP

OpenUP

Scrum

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XP Need acombination

MCIFMeasured CapabilityImprovement Framework

Agility is Relative

Organizational DriversTeam Size

Geographical DistributionOrganization Distribution

Mature or existing projects 50+ developers

Waterfall

, ,

Maturing projects Multi-platform Growing in complexity Remote or offshore work Greater need for

coordination and handoffs

Complex, multi-platform applications Distributed teams Need for scalability, reproducibility,

and traceability

MCIF

Technical and RegulatoryDrivers

ComplianceGovernance

Application complexity

Small team New projects Simple application Co-located Minimal need for documentation

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Agile Islands

Organisation(Business) Non-agile

A ile software teams are not sustainable for ver lon if the are

Agile Area

agile

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islands in a sea of waterfall projects. The presence of Agile teamscreates a new and incompatible dynamic within a waterfall company.Agile adoption programmes conducted without a thoroughunderstanding of this dynamic will continue to have a very highmortality rate, especially in larger organisations. Adam Finden

So, When are we Agile?1. Working software Agile teams produce working software on a regular basis,

typically in the context of short, stable, time-boxed iterations.

2. Active stakeholder participation

Important aspects ofthese criteria:

FlexibilityAdaptability

Agile teams work closely with their stakeholders, ideally on a daily basis.

3. Regression testing Agile teams do, at a minimum, continuous developer regression testing.

Disciplined agile teams take a Test-Driven Development (TDD) approach.

4. Organization Agile teams are self-organizing, and disciplined agile teams work within an

appropriate governance framework at a sustainable pace.

g e eams are a so cross- unc ona w o e eams, w enoug peop e w eappropriate skills to address the goals of the team.

5. Improvement Agile teams regularly reflect on, and

disciplined teams also measure, how they work together and then act to improve ontheir findings in a timely manner.

2010 Rational Whitepaper Scaling Agile

An Executive Guide by Scott Ambler 44


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Todays message

AgileTraditional

MethodiologiesTraditional RUP OpenUP SCRUM XP

Appropriate Agile Practices

now e ge

Skill

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TRUSTTransparent Collaborative

Behaviour

Some Reasons for Failure

Ineffective use of the retrospective

Inability to get everyone in the planning meetings

Failure to pay attention to the infrastructure required

Bad ScrumMasters

Product Owner is Consistently Unavailable or There are

Too Many Owners Who Disagree Reverting to Form

Teams Lacking Authority and Decision-Making Ability

Not Having an Onsite Evangelist for Remote Locations

A Culture that Does Not Support Learning

Denial is Embraced Instead of the Brutal Truth

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Which Statement is true?

Agile is Dead

Agile is now Mainstream

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Improvements do not come withoutchangeThere is nothing more difficult to carry out nor more doubtful of success

nor more dangerous to handle than to initiate a new order of things;for the reformer has enemies in all those who profit by the old order,and only lukewarm defenders in all those who would profit by the neworder; this arisin partl from the incredulit of mankind who does nottruly believe in anything new until they actually have experience of it."

Niccolo Machiavelli 1469-1527

Adopting new process and tools requires well-designed strategy and plan

Changes how people collaboratein softwaredevelopment teams

Behavioral and or anizational chan emust be

The Kotter Framework - a well-known frameworkfor introducing change to an organization

The eight-stage process

1. Establishing a sense of urgency

introduced in a planned fashion

Without appropriate guidance and the rightpeople and the right strategyteams andorganizations often fail to adopt the process andtools effectively

Must be attacked more like organizational change,less like a technology upgrade

.

3. Developing a vision and strategy

4. Communicate the change vision

5. Empowering broad-based action

6. Generating short-term wins

7. Consolidating gains and producing more change

8. Anchoring new approaches in the culture


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Summary

organization or project has transitioned to

effective agile delivery is the trend in the costof change. This measure of the adaptabilityinherent in software releases is a key indicator ofthe flexibility required to continuously navigate

uncertainties and steer projects toward success.

The honest treatment of uncertainty is thefoundation of todays best practices

When are we Agile?

Agilist: Agile is more about doing development in iterations,working code, customer feedback, adapting to changes rather thanpicking and choosing few practices and calling yourself agile.

Traditional methodologies incorporate rigidity Do this because the process says we must

Beware Trojan Rigidity

We do not do use cases in agile projects

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Sander Hoogendoorn

Documents

Adopting Agile Pragmatically 4Aug2010