16
® IBM Software Group © 2010 IBM Corporation The Agile Scaling Model (ASM) and Other Important Agile Stuff You Should Know Scott W. Ambler Chief Methodologist for Agile and Lean, IBM Rational www.ibm.com/developerworks/blogs/page/ambler twitter.com/scottwambler

The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

  • Upload
    others

  • View
    24

  • Download
    0

Embed Size (px)

Citation preview

Page 1: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

®

IBM Software Group

© 2010 IBM Corporation

The Agile Scaling Model (ASM) and Other Important Agile Stuff You Should Know

Scott W. AmblerChief Methodologist for Agile and Lean, IBM Rationalwww.ibm.com/developerworks/blogs/page/amblertwitter.com/scottwambler

Page 2: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

2

Agenda� Some Industry Statistics

� Agile Scaling Model

� The Agile Development Lifecycle

� What is Agility at Scale?

� Some More Industry Statistics

� Applying IBM agility@scale to agile practices

� Some “New” Agile Practices for Scaling

Page 3: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

3

Some Industry Statistics� Adoption rates:

�76% of organizations have adopted agile techniques

�44% of projects, on average, within those organizations have adopted agile

�Source: DDJ July 2009 State of IT Union survey

� Effectiveness:

�Avg agile success rate: 70%

�Avg traditional success rate: 66%

�Agile and iterative beat traditional when it comes to quality delivered, ability to deliver needed functional, return on investment, and time to value

�Source: DDJ 2008 Project Success Survey

� Surveys available at www.ambysoft.com/surveys/

0.8

0.8

2.7

0.4

0.8

0.2

1.8

2.3

4.0

3.0

5.6

5.0

4.4

3.9

6.0

4.9

Time

Money

Functionality

Quality

AgileIterativeTraditionalAd-Hoc

Page 4: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

4

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

Page 5: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

5

The Scrum construction lifecycleTechnicalPractices?

ProjectInitiation? Release into

Production?

Operate inProduction?

EnterpriseDisciplines?

ProjectSelection?

Page 6: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

6

The disciplined agile delivery life cycle

Operate inProduction?

EnterpriseDisciplines?

ProjectSelection?

Page 7: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

7

Domain Complexity

Straight-forward

Intricate,emerging

Compliance requirement

Low risk Critical,audited

Team size

Under 10developers

1000’s ofdevelopers

Co-located

Geographical distribution

Global

Enterprise discipline

Projectfocus

Enterprisefocus

Technical complexity

HomogenousHeterogeneous,

legacy

Organization distribution(outsourcing, partnerships)

Collaborative Contractual

Agile scaling factors

Disciplined Agile

Delivery

Flexible Rigid

Organizational complexity

Page 8: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

8

Some More Industry Statistics

� Scaling:�The majority of agile teams are geographically distributed in some manner

�Organizations have reported successful agile programs of 500+ people

�One third of agile teams are in regulatory situations

�75% of organizations doing agile are doing so on medium complexity or greater projects

�17% of organizations are successfully applying agile in outsourcing situations

�78% percent of teams are working with legacy systems

�32% of organizations report successful interaction between enterprise architects and agile teams

�11% of organizations report that their governance strategy works well with agile teams (yikes)

� Source: DDJ November 2009 State of the IT Union Survey, www.ambysoft.com/surveys/

Page 9: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

9

Scaling Daily Stand Up Meetings� Geographic distribution

�Meeting occurs over phone, video, electronically…

�Rational Team Concert (RTC) to share information

�Change meeting times to reflect team distribution – spread the pain

� Team size�Kanban strategy is to ask 1 question: What new issues do you foresee?

�Subteams need to coordinate via coordinators, perhaps in a “scrum of scrums”

� Regulatory compliance�Take meeting attendance and record action items (if any)

� Organizational distribution�Additional coordination between organizations may be required

�Project dashboard access for external organizations may be required

�Document decisions/action items pertaining to external organizations

� Enterprise discipline�Enterprise

Page 10: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

10

Scaling product backlogs� Disciplined agile delivery

� Defects treated like requirements and managed on backlog

� Non-functionality work items, such as training, reviews, can be managed on backlog

� Geographic distribution� Manage the backlog electronically

� Team size� Subteams may have their own backlogs, but that makes rollups harder

� Burndowns of subteams need to be rolled up into overall team burndown

� Regulatory compliance� May need to manage backlog electronically

� Domain complexity� Business analysts look ahead on the product backlog to explore upcoming complexities

� Organizational distribution� A given organizational unit may only be allowed to see portions of the backlog

� Technical complexity� Team members look a bit ahead on stack to consider upcoming complexities

� Organizational complexity� Your team may need to conform to existing change management processes

� Enterprise discipline� Electronic backlog management enables automation of burndown charts and other metrics via project

dashboard (e.g. in Rational Team Concert), supporting improved governance

Page 11: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

11

Some “New” Practices/Strategies for Scaling Agile

� Practices:�Risk-Value Life Cycle

�Parallel Independent Testing

�Architecture Envisioning

�Requirements Envisioning

�Work Item Lists

�Lean Development Governance

� Strategies:�Product Owners adopt Business Analyst Skills

�Large Team Organization Strategies (Feature Teams, Component Teams, Internal Open Source)

�Enterprise Disciplines (see www.enterpriseunifiedprocess.com)

Page 12: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

12

Critical resources

� www.ibm.com/rational/agile/

� www.jazz.net

� www.ambysoft.com/surveys

� www.ibm.com/developerworks/blogs/page/ambler

Page 13: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

13

© Copyright IBM Corporation 2010. All rights reserv ed. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way.IBM, the IBM logo, the on-demand business logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

Page 14: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

14

The disciplined agile delivery life cycle (Scrum terms)

Page 15: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

15

Tooling for agile IT software teams

� Flagship Agile Products�Rational Team Concert (RTC) – Distributed agile development, project monitoring

� Primary Agile Products

�Rational Application Developer (RAD) – Development

�Rational AppScan – Web site security testing

�Rational Build Forge (RBF) – Continuous integration, deployment

�Rational Insight – Governance

�Rational Project Conductor – Project Management

�Rational Quality Manager (RQM) – Test management

�Rational Requirements Composer (RRC) – Requirements modeling

�Rational Asset Analyzer (RAA)/Rational Software Analyzer (RSAR) – Static code analysis

� Extended Agile Products�Other products are potential candidates for scaling purposes

Page 16: The Agile Scaling Model (ASM) and Other Important Agile ... · Agile Scaling Model (ASM) Core Agile Development Focus is on construction Goal is to develop a high-quality system in

IBM Software Group | Rational software

16

ReportAutomateCollaborate

Measured Capability Improvement (MCI)Improving software and systems delivery in order to increase revenue and lower costs

SteerAct

Measure and trend component reuse, defects across

the lifecycle, and new team member productivity

Execs, Managers,& Practitioners

Managers & Practitioners

Deploy collaborativeapplication lifecycle

management

Assess

� Reduce time-to-market by 20%� Eliminate 90% of defects before release� Reduce learning curve for new developers by 50%

Executives& Managers

Improve time to market and quality and lower costs through improved

collaboration, build and test automation