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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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