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Agile transformation best practices

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Allyson Chiarini
Allyson Chiarini

This document discusses best practices for successful agile adoption and transformation in an enterprise setting. It outlines five key habits: 1) be explicit about agile goals, 2) understand dimensions of scaling agile, 3) use metrics to govern behavior, 4) consider the impact on people, and 5) grow adoption incrementally with a clear plan. The document emphasizes that agile transformation requires changes to both processes and organizational culture to fully realize the benefits of agile practices at scale within an enterprise.

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AgileTransformation Best Practices Cherifa Mansoura IBM Rational Software Solution Architect, WW Solution Delivery Brazil, Qcon2012 © 2006 IBM Corporation © 2007 IBM Corporation
2 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 2
IBM Software Group Basic agile Scrum Results from analysis tasks and unfinished items from sprint backlog (e.g. defects) Product backlog (work items) Feedback, funding Sprint planning Select work items for sprint from product backlog and identify tasks Daily stand-up meeting Work items selected for Sprint backlog sprint (tasks) 2-6 week sprint Done Demo Release and Retrospective implementation Practices: Product Backlog Value-Driven Life Cycle Self Organization Release Planning Product Sprint Planning Scrum master Owner Daily Scrum Meeting Sprint Demo Team members Retrospectives Roles: Scrum Master Product Owner, IBM Corporation © 2006 Team Member 3
IBM Software Group “Agile” techniques have been used for decades, to resolve key challenges  Key Challenges  Common Agile / Lean techniques*  BUSINESS participation as a project team member Requirements are dynamic Requirements are dynamic  Joint requirements, design and prototyping sessions and difficult to lock down and difficult to lock down  Use of visual modelling and prototyping tools  Documentation of results vs. targets  Team elaboration of requirements with flexible scope change Reducing the technical debt—  Iterative approach allowing key components to be developed to Reducing cost of quality address “I’ll know it when I see it” mentality  Prioritization of requirements based on business objectives  Time boxing to fixed dates and fixed cost Deliver business value more  Incremental delivery of highest priority project components first quickly  Decomposition of large initiatives into multiple releases  Small, dedicated, co-located teams in teaming environment  Lean process framework and limited documentation  Architects participate and direct lead developers Reduce risk of adopting new technologies  High risk proof of concepts are performed early in the project  Right skills are dedicated to the project team * Most of these are found in any Agile approach (e.g. XP, Scrum, DSDM) © 2006 IBM Corporation 4
IBM Software Group Why is waterfall still popular 1 2 Simple to explain and Easy to illustrate as an 3 recall orderly process Adopted by many companies “Do the requirements, then It gives the illusion of an in the 70’s and 80’s design, and then implement orderly, accountable, and It was promoted in many software measurable process, with engineering, requirements simple document- driven engineering, and management milestones (such as texts, courses, and consulting “requirements complete”). organizations. 5 © 2006 IBM Corporation 5
IBM Software Group Agile versus the traditional process Traditional Agile Work items assigned to specific people Stories are assigned to the entire team Beta Customers are engaged after *DCut Customers are engaged early in the Life Cycle Testing is done after design & Testing is done simultaneously with development are completed development – Done is done Defects backlog is very large and worked Backlog is kept to a minimum – not letting on from DCut to release defects pile up Weekly team meetings Daily scrum meetings Roles are well defined (Dev, test, etc) Roles are not defined by person Feature backlog is set at Plan DCP Backlog changes as customer feedback is received Large feature backlog lists Smaller releases helps manage the lists Team works individually on assigned Promotes team collaboration to succeed pieces *Design Code Unit Test © 2006 IBM Corporation 6
7 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 7
IBM Software Group Key success points for an Agile adoption: Testimonial  Increased flexibility in  Increased collaboration adapting to customer between dev & test. We are requirements all on the same team.  Increased test automation &  Stories help the team focus regression to ensure higher on delivering value to quality customer  Breaking down roles,  Working in small teams of 3 rotating roles to 4 increased collaboration  Open communication  Team took over ownership of between team members Sprint content  Developers take more  Team commits to what they ownership in the quality of can deliver and takes pride the release in demo’ing to stakeholders © 2006 IBM Corporation 8
IBM Software Group The IBM Agile Manifesto Agile development must Address Provide Provide Strengthen Be complex integration effective solution disciplined. architectural Be effective for processes for governance. quality and requirements. all types of small and consumability. development:. large teams Disciplined across Agile Delivery multiple sites and time zones. Team size Under 10 1000’s of developers developers Geographical distribution Co-located Global Where these statements are not yet true, we will work together to make them a reality. 9 © 2006 IBM Corporation 9
IBM Software Group The Disciplined Agile Delivery (DAD) life cycle The Disciplined Agile Delivery (DAD) process framework is a people-first, learning- oriented hybrid agile approach to IT solution delivery. It has a risk-value lifecycle, is goal-driven, is scaleable, and is enterprise aware. © 2006 IBM Corporation 10
IBM Software Group Moving to an effective agile governance Conventional Governance Agile Governance Activity-based management Results-based management Mature processes, PMI/PMBOK Plan in detail, then track variances Plan/steer/plan/steer… Adversarial relationships Honest collaborative communication Paper exchange, speculation Progressions/digressions, facts Requirements first Architecture (risk mitigation) first Assumes certainty in desired product Admits uncertainties Avoid change Manage change Early false precision Evolving artifacts “More detail = higher quality” Scope (Problem specs) Design (Solution specs) Apply too much or too little process Right-size the process Process is primary, blind adherence Desired results drive process Manage variances © 2006 IBM Corporation 11
IBM Software Group From waterfall to agile  IBM promotes both Agile and Disciplined Agile approaches based on organizational needs  Some organizations need more structure then Where does practices such as Scrum allows your organization fit? Predictive Adaptive  Agile has moved into mainstream software development but implementation details must often be adapted to the unique needs and priorities of each organization  Agile practices promote development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project © 2006 IBM Corporation 12
1 3 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 13
IBM Software Group So what is the focus for agility in … ……..this context of the Global Enterprise… Process layer Empowered teams Outcome Real time information © 2006 IBM Corporation 14
IBM Software Group Is it only about adopting agile practices?  Adoption is not enough To be successful, you need!!!  To transform your organization – Adapt the practices to work in your environment – Align your adoption with your business objectives and management structure – Get prepared for the cultural shift – Align your team to reflect a more agile world view – Requires governance changes © 2006 IBM Corporation 15
IBM Software Group Enterprise Agile Transformation Approach  Enterprise Transformation must focus on three different aspects Organization Transformation Process and Methods  Adoption Through Execution Process  Agile Practices  Project Mentoring People (Methodology)  Onboarding Process  Business Intelligence - Metrics and Reporting People Transformation  Enablement Program  Tool Training Program  Agile Practice Adoption Workshops Rational Team Concert  Planning Capabilities Process ToolTool  Distributed SCM People  OSLC (Automation,  Jazz Foundation (Enablement) Enforcement) • Agile Practices (e.g. Scrum, Release Planning) Establish Center of Excellence • Build the foundation for Enterprise roll-out • Have an enablement program • Have pilots. Learn from the pilots and update training © 2006 IBM Corporation 16
1 7 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 17
IBM Software Group Enterprise agile adoption AND transformation  Five habits of successful agile “transf-adoption” 1. Be explicit about you agile goals 2. Understand the dimensions of scale up 3. Use measures to govern behavior 4. Consider People 5. Grow incrementally with a clear “transf-adoption” plan © 2006 IBM Corporation 18
IBM Software Group Habit1: Be explicit about you agile goals Business Needs Driving Agile Transformation  Time to market  Improve Costs Time to Improve  Quality market Costs  Continuous Improvement Continuous Quality Improvement © 2006 IBM Corporation 19
IBM Software Group Business Objectives – Sample Name Description Outcome Time to Projects deliver faster  Complete small projects within 7 months (average market than today time to market is currently 14 months)  Deliver a first increment (demo) on projects within 8 weeks from project initiation followed by subsequent increments (demos) at regular intervals of 2-4 weeks Cost Projects deliver with  Increase the efficiency baseline (function points efficiency lower overall cost per FTE) by 10% than today Quality Systems exhibit the  Decrease the error baseline by 10% agreed level of quality Continuous The development  Knowledge and experience is used to improve Improvement organisation is a processes learning organisation Result based management using common processes that are  Processes are performed in a mature and continuously updated professional way (i.e. consistently) in order to harvest the benefits of this. Pna/stee/plan/steer © 2006 IBM Corporation 20
IBM Software Group Habit2: Understand the dimensions of scale up: the Agile Scaling Model (ASM) Core Agile Development  Focus is on construction  Goal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing manner  Value-driven lifecycle with regular production of working software  Small, co-located team developing straightforward software Disciplined Agile Delivery  Extends agile development to address full system lifecycle  Risk and value-driven lifecycle  Self organization within an appropriate governance framework  Small, co-located team delivering a straightforward solution Agility at Scale  Disciplined agile delivery and one or more scaling factors applies © 2006 IBM Corporation 21
IBM Software Group Agile scaling factors Team size Compliance requirement Under 10 1000’s of Critical, developers developers Low risk audited Geographical distribution Domain Complexity Straight Intricate, Co-located Global -forward emerging Disciplined Enterprise discipline Agile Organization distribution Project Enterprise Delivery (outsourcing, partnerships) focus focus Collaborative Contractual Organizational complexity Technical complexity Flexible Rigid Heterogeneous, Homogenous legacy © 2006 IBM Corporation 22
IBM Software Group Habit3: Use measure to govern behavior  Identify and Implement (small set of) Metrics to steer performance improvement – Business Level – Operational Level – Control Level © 2006 IBM Corporation 23
IBM Software Group Measures help answer key questions Business-Related IT-Related Agile-Related Measures Measures Measures Appropriate level of Projects deliver Agile practice management and faster than today adoption analysis activities Are we meeting Are we seeing the Are we agile? business benefit where we Projects deliver with Efficient change Agile role objectives? cost lower overall expected? request process adoption than today Systems created or Efficient updated in the requirements Agile work product projects have the definition and adoption agreed quality signoff The development Fewer breakages organisation is a when solution Agile task learning elements are adoption organisation integrated Employee Less “solution Agile process satisfaction hardening” needed adoption © 2006 IBM Corporation 24
IBM Software Group Habit 4: Consider People  Build an environment of trust  Train your Executives on your approach  Establish a new relationship with the business  Use Mentors/Coaches  Use Champions/Sponsors  Keep it fun 4 August, 2012 © Unified Process Mentors 25 © 2006 IBM Corporation 25
IBM Software Group ….It’s all about people  Make changes on how people collaborate in software development teams  Behavioral and organizational change must be introduced in a planned fashion  Without appropriate guidance and the right people and the right strategy teams/organizations often fail to adopt the process and tools effectively © 2006 IBM Corporation 26
IBM Software Group Habit6: Grow incrementally with a clear “transf-adoption” plan • Capability deployed in a “wave” of change 4500 4000 • Adoption increases as proficiency 3500 increases 3000 Users 2500 • Knowledge Transfer to practitioners 2000 1500 • Guidance, best practices, project 1000 500 management, etc 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 • Mentoring / Training (JIT) Capability A Capability B Capability C …. While iteratively improving deployment • Deployment teams learn from each deployment. • They build skills, proficiency, and collateral with each new iteration • Each wave consists of multiple deployment iterations • Collateral and best practices are accumulated © 2006 IBM Corporation 27
IBM Software Group IBM recommends a three-phased, incremental improvement approach Phase 3 Capability & Maturity Phase 2 Enterprise Transition Phase 1 Early Adopters  Goal : complete the Mobilization enterprise roll-out, business as usual  Goal :complete the roll-out  Results : broader roll-out in some LOBs, expand and self-sustaining, agile  Goal : develop agile early results culture transformation program,  Results : demonstrate the generate quick-win  Duration : 12~24 Months value across some LOBs (determined by rollout  Results : show technical values (cost, fast)  Duration : 6~12 Months plan)  Duration : 3~4 Months Time Project/Team Focus Enterprise Focus © 2006 IBM Corporation 28
IBM Software Group Summary: Critical Success Factors  Middle management championship is essential – Winning over executives is easy – Winning over practitioners is easy – Winning over middle managers is HARD - Architects, PMs, Test Managers and Development Managers - These are the folks that must translate technical results into business results  Value must be demonstrable in first deployments • Incremental demonstration of value, early and often • Disruption cost profile may dominate Value delivered profile - You need to track and quantify both  Once the mobilization is established, pilot significant change on business critical projects • That is where the A-players are • That is where organizational scrutiny/support is most intense © 2006 IBM Corporation 29
3 0 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 30
IBM Software Group Conclusions  It works! – even in a large development organization where process maturity is essential  Simple ≠ easy  The challenges related to adopting agile are well known – The relative importance of these challenges and how they can/should be addressed is different for each organization – A blend of approaches, methods, tools and practices is needed – Piloting is the best way to identify where to focus  Good coaches and good tools help address some of the most important challenges to reinforce behaviors  Ensure measurement approach is in place early  A structured enablement concept allows for large scale deployment of a common framework © 2006 IBM Corporation 31
IBM Software Group What makes IBM different  IBM has extensive experience helping organizations adopt agile practices and transform to improve business performance  For each engagement, whatever its scale, we mobilize selected resources from our global network.  World class software development tools  Thought leadership along with strategic focus to help deliver competitive advantage for your business success. © 2006 IBM Corporation 32
IBM Software Group Visit us at: @ Rational Brasil @ Rational Users Group @ IBM Rational Software @ IBM Brasil © 2006 IBM Corporation
IBM Software Group © 2006 IBM Corporation 34

More Related Content

Agile transformation best practices

  • 1. AgileTransformation Best Practices Cherifa Mansoura IBM Rational Software Solution Architect, WW Solution Delivery Brazil, Qcon2012 © 2006 IBM Corporation © 2007 IBM Corporation
  • 2. 2 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 2
  • 3. IBM Software Group Basic agile Scrum Results from analysis tasks and unfinished items from sprint backlog (e.g. defects) Product backlog (work items) Feedback, funding Sprint planning Select work items for sprint from product backlog and identify tasks Daily stand-up meeting Work items selected for Sprint backlog sprint (tasks) 2-6 week sprint Done Demo Release and Retrospective implementation Practices: Product Backlog Value-Driven Life Cycle Self Organization Release Planning Product Sprint Planning Scrum master Owner Daily Scrum Meeting Sprint Demo Team members Retrospectives Roles: Scrum Master Product Owner, IBM Corporation © 2006 Team Member 3
  • 4. IBM Software Group “Agile” techniques have been used for decades, to resolve key challenges  Key Challenges  Common Agile / Lean techniques*  BUSINESS participation as a project team member Requirements are dynamic Requirements are dynamic  Joint requirements, design and prototyping sessions and difficult to lock down and difficult to lock down  Use of visual modelling and prototyping tools  Documentation of results vs. targets  Team elaboration of requirements with flexible scope change Reducing the technical debt—  Iterative approach allowing key components to be developed to Reducing cost of quality address “I’ll know it when I see it” mentality  Prioritization of requirements based on business objectives  Time boxing to fixed dates and fixed cost Deliver business value more  Incremental delivery of highest priority project components first quickly  Decomposition of large initiatives into multiple releases  Small, dedicated, co-located teams in teaming environment  Lean process framework and limited documentation  Architects participate and direct lead developers Reduce risk of adopting new technologies  High risk proof of concepts are performed early in the project  Right skills are dedicated to the project team * Most of these are found in any Agile approach (e.g. XP, Scrum, DSDM) © 2006 IBM Corporation 4
  • 5. IBM Software Group Why is waterfall still popular 1 2 Simple to explain and Easy to illustrate as an 3 recall orderly process Adopted by many companies “Do the requirements, then It gives the illusion of an in the 70’s and 80’s design, and then implement orderly, accountable, and It was promoted in many software measurable process, with engineering, requirements simple document- driven engineering, and management milestones (such as texts, courses, and consulting “requirements complete”). organizations. 5 © 2006 IBM Corporation 5
  • 6. IBM Software Group Agile versus the traditional process Traditional Agile Work items assigned to specific people Stories are assigned to the entire team Beta Customers are engaged after *DCut Customers are engaged early in the Life Cycle Testing is done after design & Testing is done simultaneously with development are completed development – Done is done Defects backlog is very large and worked Backlog is kept to a minimum – not letting on from DCut to release defects pile up Weekly team meetings Daily scrum meetings Roles are well defined (Dev, test, etc) Roles are not defined by person Feature backlog is set at Plan DCP Backlog changes as customer feedback is received Large feature backlog lists Smaller releases helps manage the lists Team works individually on assigned Promotes team collaboration to succeed pieces *Design Code Unit Test © 2006 IBM Corporation 6
  • 7. 7 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 7
  • 8. IBM Software Group Key success points for an Agile adoption: Testimonial  Increased flexibility in  Increased collaboration adapting to customer between dev & test. We are requirements all on the same team.  Increased test automation &  Stories help the team focus regression to ensure higher on delivering value to quality customer  Breaking down roles,  Working in small teams of 3 rotating roles to 4 increased collaboration  Open communication  Team took over ownership of between team members Sprint content  Developers take more  Team commits to what they ownership in the quality of can deliver and takes pride the release in demo’ing to stakeholders © 2006 IBM Corporation 8
  • 9. IBM Software Group The IBM Agile Manifesto Agile development must Address Provide Provide Strengthen Be complex integration effective solution disciplined. architectural Be effective for processes for governance. quality and requirements. all types of small and consumability. development:. large teams Disciplined across Agile Delivery multiple sites and time zones. Team size Under 10 1000’s of developers developers Geographical distribution Co-located Global Where these statements are not yet true, we will work together to make them a reality. 9 © 2006 IBM Corporation 9
  • 10. IBM Software Group The Disciplined Agile Delivery (DAD) life cycle The Disciplined Agile Delivery (DAD) process framework is a people-first, learning- oriented hybrid agile approach to IT solution delivery. It has a risk-value lifecycle, is goal-driven, is scaleable, and is enterprise aware. © 2006 IBM Corporation 10
  • 11. IBM Software Group Moving to an effective agile governance Conventional Governance Agile Governance Activity-based management Results-based management Mature processes, PMI/PMBOK Plan in detail, then track variances Plan/steer/plan/steer… Adversarial relationships Honest collaborative communication Paper exchange, speculation Progressions/digressions, facts Requirements first Architecture (risk mitigation) first Assumes certainty in desired product Admits uncertainties Avoid change Manage change Early false precision Evolving artifacts “More detail = higher quality” Scope (Problem specs) Design (Solution specs) Apply too much or too little process Right-size the process Process is primary, blind adherence Desired results drive process Manage variances © 2006 IBM Corporation 11
  • 12. IBM Software Group From waterfall to agile  IBM promotes both Agile and Disciplined Agile approaches based on organizational needs  Some organizations need more structure then Where does practices such as Scrum allows your organization fit? Predictive Adaptive  Agile has moved into mainstream software development but implementation details must often be adapted to the unique needs and priorities of each organization  Agile practices promote development, teamwork, collaboration, and process adaptability throughout the life-cycle of the project © 2006 IBM Corporation 12
  • 13. 1 3 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 13
  • 14. IBM Software Group So what is the focus for agility in … ……..this context of the Global Enterprise… Process layer Empowered teams Outcome Real time information © 2006 IBM Corporation 14
  • 15. IBM Software Group Is it only about adopting agile practices?  Adoption is not enough To be successful, you need!!!  To transform your organization – Adapt the practices to work in your environment – Align your adoption with your business objectives and management structure – Get prepared for the cultural shift – Align your team to reflect a more agile world view – Requires governance changes © 2006 IBM Corporation 15
  • 16. IBM Software Group Enterprise Agile Transformation Approach  Enterprise Transformation must focus on three different aspects Organization Transformation Process and Methods  Adoption Through Execution Process  Agile Practices  Project Mentoring People (Methodology)  Onboarding Process  Business Intelligence - Metrics and Reporting People Transformation  Enablement Program  Tool Training Program  Agile Practice Adoption Workshops Rational Team Concert  Planning Capabilities Process ToolTool  Distributed SCM People  OSLC (Automation,  Jazz Foundation (Enablement) Enforcement) • Agile Practices (e.g. Scrum, Release Planning) Establish Center of Excellence • Build the foundation for Enterprise roll-out • Have an enablement program • Have pilots. Learn from the pilots and update training © 2006 IBM Corporation 16
  • 17. 1 7 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 17
  • 18. IBM Software Group Enterprise agile adoption AND transformation  Five habits of successful agile “transf-adoption” 1. Be explicit about you agile goals 2. Understand the dimensions of scale up 3. Use measures to govern behavior 4. Consider People 5. Grow incrementally with a clear “transf-adoption” plan © 2006 IBM Corporation 18
  • 19. IBM Software Group Habit1: Be explicit about you agile goals Business Needs Driving Agile Transformation  Time to market  Improve Costs Time to Improve  Quality market Costs  Continuous Improvement Continuous Quality Improvement © 2006 IBM Corporation 19
  • 20. IBM Software Group Business Objectives – Sample Name Description Outcome Time to Projects deliver faster  Complete small projects within 7 months (average market than today time to market is currently 14 months)  Deliver a first increment (demo) on projects within 8 weeks from project initiation followed by subsequent increments (demos) at regular intervals of 2-4 weeks Cost Projects deliver with  Increase the efficiency baseline (function points efficiency lower overall cost per FTE) by 10% than today Quality Systems exhibit the  Decrease the error baseline by 10% agreed level of quality Continuous The development  Knowledge and experience is used to improve Improvement organisation is a processes learning organisation Result based management using common processes that are  Processes are performed in a mature and continuously updated professional way (i.e. consistently) in order to harvest the benefits of this. Pna/stee/plan/steer © 2006 IBM Corporation 20
  • 21. IBM Software Group Habit2: Understand the dimensions of scale up: the Agile Scaling Model (ASM) Core Agile Development  Focus is on construction  Goal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing manner  Value-driven lifecycle with regular production of working software  Small, co-located team developing straightforward software Disciplined Agile Delivery  Extends agile development to address full system lifecycle  Risk and value-driven lifecycle  Self organization within an appropriate governance framework  Small, co-located team delivering a straightforward solution Agility at Scale  Disciplined agile delivery and one or more scaling factors applies © 2006 IBM Corporation 21
  • 22. IBM Software Group Agile scaling factors Team size Compliance requirement Under 10 1000’s of Critical, developers developers Low risk audited Geographical distribution Domain Complexity Straight Intricate, Co-located Global -forward emerging Disciplined Enterprise discipline Agile Organization distribution Project Enterprise Delivery (outsourcing, partnerships) focus focus Collaborative Contractual Organizational complexity Technical complexity Flexible Rigid Heterogeneous, Homogenous legacy © 2006 IBM Corporation 22
  • 23. IBM Software Group Habit3: Use measure to govern behavior  Identify and Implement (small set of) Metrics to steer performance improvement – Business Level – Operational Level – Control Level © 2006 IBM Corporation 23
  • 24. IBM Software Group Measures help answer key questions Business-Related IT-Related Agile-Related Measures Measures Measures Appropriate level of Projects deliver Agile practice management and faster than today adoption analysis activities Are we meeting Are we seeing the Are we agile? business benefit where we Projects deliver with Efficient change Agile role objectives? cost lower overall expected? request process adoption than today Systems created or Efficient updated in the requirements Agile work product projects have the definition and adoption agreed quality signoff The development Fewer breakages organisation is a when solution Agile task learning elements are adoption organisation integrated Employee Less “solution Agile process satisfaction hardening” needed adoption © 2006 IBM Corporation 24
  • 25. IBM Software Group Habit 4: Consider People  Build an environment of trust  Train your Executives on your approach  Establish a new relationship with the business  Use Mentors/Coaches  Use Champions/Sponsors  Keep it fun 4 August, 2012 © Unified Process Mentors 25 © 2006 IBM Corporation 25
  • 26. IBM Software Group ….It’s all about people  Make changes on how people collaborate in software development teams  Behavioral and organizational change must be introduced in a planned fashion  Without appropriate guidance and the right people and the right strategy teams/organizations often fail to adopt the process and tools effectively © 2006 IBM Corporation 26
  • 27. IBM Software Group Habit6: Grow incrementally with a clear “transf-adoption” plan • Capability deployed in a “wave” of change 4500 4000 • Adoption increases as proficiency 3500 increases 3000 Users 2500 • Knowledge Transfer to practitioners 2000 1500 • Guidance, best practices, project 1000 500 management, etc 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 • Mentoring / Training (JIT) Capability A Capability B Capability C …. While iteratively improving deployment • Deployment teams learn from each deployment. • They build skills, proficiency, and collateral with each new iteration • Each wave consists of multiple deployment iterations • Collateral and best practices are accumulated © 2006 IBM Corporation 27
  • 28. IBM Software Group IBM recommends a three-phased, incremental improvement approach Phase 3 Capability & Maturity Phase 2 Enterprise Transition Phase 1 Early Adopters  Goal : complete the Mobilization enterprise roll-out, business as usual  Goal :complete the roll-out  Results : broader roll-out in some LOBs, expand and self-sustaining, agile  Goal : develop agile early results culture transformation program,  Results : demonstrate the generate quick-win  Duration : 12~24 Months value across some LOBs (determined by rollout  Results : show technical values (cost, fast)  Duration : 6~12 Months plan)  Duration : 3~4 Months Time Project/Team Focus Enterprise Focus © 2006 IBM Corporation 28
  • 29. IBM Software Group Summary: Critical Success Factors  Middle management championship is essential – Winning over executives is easy – Winning over practitioners is easy – Winning over middle managers is HARD - Architects, PMs, Test Managers and Development Managers - These are the folks that must translate technical results into business results  Value must be demonstrable in first deployments • Incremental demonstration of value, early and often • Disruption cost profile may dominate Value delivered profile - You need to track and quantify both  Once the mobilization is established, pilot significant change on business critical projects • That is where the A-players are • That is where organizational scrutiny/support is most intense © 2006 IBM Corporation 29
  • 30. 3 0 IBM Software Group Agenda 1 Agile and before Agile? 2 What makes a successful agile adoption? Agile Adoption vs Agile Transformation: are they 3 the same? 4 Achieving Enterprise Agility Best Practices of successful agile adoption transformation 5 Conclusion © 2006 IBM Corporation 30
  • 31. IBM Software Group Conclusions  It works! – even in a large development organization where process maturity is essential  Simple ≠ easy  The challenges related to adopting agile are well known – The relative importance of these challenges and how they can/should be addressed is different for each organization – A blend of approaches, methods, tools and practices is needed – Piloting is the best way to identify where to focus  Good coaches and good tools help address some of the most important challenges to reinforce behaviors  Ensure measurement approach is in place early  A structured enablement concept allows for large scale deployment of a common framework © 2006 IBM Corporation 31
  • 32. IBM Software Group What makes IBM different  IBM has extensive experience helping organizations adopt agile practices and transform to improve business performance  For each engagement, whatever its scale, we mobilize selected resources from our global network.  World class software development tools  Thought leadership along with strategic focus to help deliver competitive advantage for your business success. © 2006 IBM Corporation 32
  • 33. IBM Software Group Visit us at: @ Rational Brasil @ Rational Users Group @ IBM Rational Software @ IBM Brasil © 2006 IBM Corporation
  • 34. IBM Software Group © 2006 IBM Corporation 34