Busting agile myths_v1

®

IBM Software Group

Busting the Myths of Agile Development:
What People Are Really Doing
Scott W. Ambler
Chief Methodologist/Agile
scott_ambler@ca.ibm.com

© 2009 IBM Corporation

IBM Software Group | Rational software

Agenda
 The myths
 The surveys
 Some context: The Agile Scaling Model (ASM)
 Exploring agile success rates
 Exploring the scaling myths
 Recommended resources
 Questions


Some of the Myths Surrounding Agile
 There are many myths surrounding agile development:
 Agile is only for small teams
 Agile is only for co-located teams
 Agile is only for simple systems
 Agile doesn’t work for regulatory environments
 and many more

 In this webcast we are going to explore the myths surrounding whether it’s
possible to scale agile development approaches


The Surveys
 All survey data, original questions, and summary slide decks can be downloaded
from www.ambysoft.com/surveys/
 If you can’t look at the original questions and analyze the data yourself, how can you trust
the survey results?
 Some surveys were done via Dr. Dobb’s Journal (DDJ), a community with a wide
range of readers, not just Agilists
 Some surveys, the Ambysoft ones, focused on just the agile community
 The source survey(s) are indicated on each slide


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


The agile construction lifecycle

Source: www.ambysoft.com/essays/agileLifecycle.html


The disciplined agile life cycle


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


How does agile compare?

 Dr. Dobb’s Journal (DDJ) 2008 Project
Success Survey:
Agile teams have an average success 4.9
5.0
rate of 70% compared with 66% for Quality
0.4
2.3

traditional/waterfall teams 6.0
5.6
Agile teams produce higher quality Functionality 1.8
2.7
Agile
Iterative
work, are quicker to deliver, are more 3.9 Traditional
likely to deliver the right functionality, Money 0.2
3.0 Ad-Hoc
0.8
and more likely to provide greater ROI
4.4
than traditional teams Time 0.8
4.0
0.8
Detailed results online at
www.ambysoft.com/surveys/

Myth: Agile is only for construction

Project
19%
selection

Project
59%
Initiation

Construction 93%

Transition 57%

Ops/Support 32%

Maintenance 50%
Source: Dr Dobb’s November 2009 State of the IT Union Survey


Myth: Agile is only for co-located teams

Same building 60%

Far located 47%

Co-located 45%

Some at home 30%

Same city 21%


Myth: It doesn’t matter how distributed you are
 Agile approaches require high levels of trust and communication
 Distribution reduces trust and makes communication more difficult
 Distribution and large team size often go hand-in-hand

70%

79% Average
Co-Located
Near Located
73%
Far Located

55%

Source: Dr Dobb’s 2008 Project
Success Survey

Myth: Agile is only for small teams

Team size:
10 or less 77%

11 to 20 26%

21 to 30 12%

31 to 50 6%

51 to 100 3%

101 to 200 3%

201 to 500 1%

> 500 1%

Myth: Agile doesn’t work for regulatory environments

Sarbanes-
13%
Oxley

HIPPA 9%

FDA 2%

SEC 1%

Basel II 1%

IFRS 1%


Myth: Agile doesn’t work with governance frameworks

ISO 900x 9%

CMMI 9%

6 Sigma 7%

ITIL 7%

TOGAF 2%

COBIT 2%

D/MODAF 2%


Myth: Agile only works for simply problems

Pilot projects
only
8%

Straightforward 12%

Medium
complexity
35%

Complex 22%

Very complex 18%

Don't know 6%

Myth: Agile only works for simple organizational situations

Same org 67%

Consultants 52%

Multiple divisions 37%

Other countries 30%

Partner orgs 25%

Outsourcing 17%


Myth: Agile only works for new systems

Integration 62%

Greenfield 59%

Single platform 49%

Legacy data 42%

Multiple platform 34%

Stand alone 34%

COTS 15%



Myth: Agile only works with new systems

Working With
Legacy in Some 78%
Way

Integrating With
57%
Legacy Systems

Evolving Legacy
51%
Systems

Working with
45%
Legacy Data

Source: Ambysoft Agile
Project Initiation 2009 Survey


Myth: Agile doesn’t work with enterprise disciplines

Ent. Tech. Arch. 32%

Operations 32%

Support 32%

SEPG 18%

Ent. Data 17%

Ent. Bus. Arch. 12%

Governance 11%

Portfolio Mgmt 10%

Organizational challenges faced when adopting agile

Waterfall culture 54%

Stakeholder involvement 52%

T&E 33%

Lack of Trust 32%

C&C Culture 32%

Specialization 31%

Other visions 29%

Stakeholder Resistance 15%

Mgmt Resistance 14%



Recommended Resources
 www.ibm.com/rational/agile/
 www.jazz.net
 www.ibm.com/services/us/index.wss/offering/gbs/a1029597
 www.ibm.com/developerworks/mydeveloperworks/blogs/ambler/
 www.ambysoft.com/surveys/


Additional Agile Development Resources
Rational Agile Development
Solution e-Kit
http://www-
01.ibm.com/software/info/sdp/agile/index.jsp?S
_PKG=091009&cS_TACT=105AGX23&S_CMP
=ratemail

Listen to other topics in our Fall Agile webcast series…

 Five Ways to Cut Costs with Agile Development
https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=dw-
c-wcsdpr&S_PKG=091009&S_TACT=105AGX23&S_CMP=ratemail

 Be as Agile as you need to be: Introducing the IBM Agile Maturity Model
https://www.ibm.com/services/forms/preLogin.do?lang=en_US&source=dw-c-
wcsdpr&S_PKG=041009&S_PKG=091009&cS_TACT=105AGX23&S_CMP=ratemail


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scott_ambler@ca.ibm.com
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