The Art ofAgile Practice

A Composite Approach forProjects and Organizations

Bhuvan Unhelkar

Lap) CRC PressVV^ J Taylor & Francis Group

^^-""^ Boca Raton London New York

CRC Press is an imprint of theTaylor & Francis Group, an Informs business

AN AUERBACH BOOK

Contents

Foreword xxiii

Preface xxv

Author xxxi

Acknowledgments xxxiii

Agile Terms and Acronyms xxxv

PART I CONTEMPORARY AGILE AND ITS CHALLENGESIN PRACTICE

1 Introducing Agile in Practice 3Objectives 3Introduction 3Agile in Practice—A Business Issue 7

Budget and Agility 8Time and Agility 9,Requirements and Agility 10Quality and Agility 11

Understanding Enterprise Agility 11Strategy, Method, and Practice of Agile 13

Conversational Model for Software Development 15Agility—Art, Craft, and Engineering 16Correlating Agility to Planned Processes 17Agile Coverage in Organizations 19Agile Organizational Methods Spaces 20

Business Methods Space 21Planned Methods Space 21Pure Agile (Solution) Methods Space 22Governance Methods Space 22

Agile Manifesto, Principles, and Practices 23Agile Methods , 24Composite Agile—Research Project 25Conclusions 27Agile in Practice: Road Map 1 27

xi

xii • Contents

Discussion Questions 28References 28

2 Landscape of Agile and Planned Methods 31Objectives 31Introduction 31Defining Agile 32What Comprises Agile? .'. 34Agile Manifesto 35Agile'Values 35Agile Principles 36Agile Methods Landscape 40Extreme Programming (XP) 44Scrum 47

Roles 48Artifacts 49Scrum Meetings 49Scrum Flow 49

Agile Unified Process (AUP) 49Crystal 50Lean 51Kaizen 53Adaptive Software Development/Agile Project Management 54Feature-Driven Development (FDD) 55Test-Driven Design (TDD) 55Planned Process Life Cycles and Agile 56

The Waterfall-Based SDLC.V 56The Spiral-Based SDLC '. 57The Fountain-Based SDLC 58The IIP—Iterative, Incremental, Parallel Development Process 58

A Practical Agile Manifesto 59Individuals and Interactions Together with Processes and Tools 59Working Software Together with Comprehensive Documentation 61Customer Collaboration Together with Contract Negotiation 61Responding to Change Together with Following a Plan 61

Agile Practices 62Analytical Practices 63Requirements Practices 63Development Practices 64Design Practices 65Project Management Practices 65Quality Assurance Practices 65Operational Practices 66Testing Practices 67

Conclusions 67Agile in Practice: Road Map 2 67Discussion Questions 68

Contents • xiii

References 68Further Reading 69

3 Agile Challenges in Practice 71Objectives 71Introduction 71Agile Project Challenges 7AAgile Organizational Challenges in Practice 78Project-Specific Agile Challenges 79

Matrix of Agile Challenges 79Project Type and Agile Challenges 79Project Size and Agile Challenges 81Organizational Domain and Agile Challenges 82Business Type and Agile Challenges 83

Scalability and Agile 84Project Management and Agile 84People Management and Agile 86Business Analysis and Agile 87Testing and Agile 88Metrics and Measurements in Agile 89Enterprise Architecture and Agile 89Maintenance and Agile 90Documentation and Agile 90Legal and Compliance Issues and Agile 91

Expanding Agile Challenges at the Organizational Level 91Strategic versus Tactical Agile 93

Conclusions 95Agile in Practice: Road Map 3 95Discussion Questions 95References 96

PART II COMPOSITE AGILE METHOD AND STRATEGY AND ITSAPPLICATION IN PRACTICE

4 Composite Agile Method and Strategy (CAMS) 99Objectives 99Introduction 100Composite Agile: Balance and Coverage... 100

Taxonomy of Organizational Methods and Their Agile Touch Points 104Software Agile (Development) 109

Business Analysis 109Testing 109Modeling and Architecture 110

Software Processes and Agile 112Rational Unified Process (RUP) 112Process Mentor 113Object-Oriented Process, Environment, and Notation (OPEN) 113

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IT Governance and Agile 113Control Objectives for Information and Related Technology (CoBIT) 114Information Technology Infrastructure Library (ITIL) 114

Project Management and Agile 114Business Management and Agile 115

Six Sigma 115Kaizen 115Kanban 116

Composite Agile Method and Strategy (CAMS) 116Life Cycles as Basis for Composite 121CAMS Architecture 123

Initial Iteration 126Major Iteration 127Final Iteration 127

The CAMS Repository of Agile Practices 128CAMS in Practice: Configuration 131Practicing CAMS—Role-Based Execution 135

Advantages and Limitations of CAMS 135Advantages of Composite Agile 135Limitations of Composite Agile 136

Conclusions 136Agile in Practice: Road Map 4 137Discussion Questions 137References 137

5 Composite Agile and IT: Enablement, Development, and Maintenance 139Objectives 139Introduction 140Emergent Information Technologies: Agile Enablers 141

Cloud Computing 142Mobile Technologies 142Business Intelligence 143Web Services and SOA 143Applications Integration 144Social Media 144

IT Areas of Work and Agile 144Development and Agility 145Configuration and Agility 145Integration and Agility 146Conversion and Agility 146Deployment, Training, and Agility 146Maintenance and Agility 147

Architecture, Design, and Quality 147Requirements (Functional, Nonfunctional, and Interface) ; 148Agile Practices and CAMS Process Maps 148

Enterprise Architecture Process Map 148Roles in Enterprise Architecture 150

Contents • xv

Deliverables 150Activities and Tasks in Enterprise Architecture 152

System Architecture Process Map 152Roles in System Architecture 152Deliverables 154Activities and Tasks in System Architecture 154

Nonfunctional (Operational) Requirements and Architecture(Enterprise and System) 159System Design Process Map 164

Roles in System Design 164Deliverables 166Activities and Tasks in System Design 166

Implementation Process Map 166Roles in Implementation 166Deliverables 168Activities and Tasks in Implementation 170Agile Elements in Implementation 170

Deployment Process Map 176Roles in Deployment ...178

Deliverables 178Activities and Tasks in Deployment 178

Conclusions 178Agile in Practice: Road Map 5 180Discussion Questions 180References 181

6 Collaborative-Agile Business Management 183Objectives -.' 183Introduction 184Agile Business Management 184Composite Agile Method and Strategy (CAMS) 185

Business Agility and CAMS 185Six Sigma in Composite Agile 188Kaizen in Composite Agile 188Kanban in Composite Agile ! 189

Agility in Learning Organizations 191Collaboration and Agility 192

Collaborative Business Processes and Agility 192Collaborative Cluster Formation 193Business Size and Collaboration 194Characteristics of Collaborative-Agile Business 194Customer Experience through Collaboration 196Knowledge Management Collaborations and Agility 196

Evolution in Knowledge Management 197Knowledge Synchronization for Agility 199Documentation and Knowledge Management 201

Enterprise Risk Management (ERM) with Collaborative Agile 201

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Market Expansion through Collaboration 202Global Trade and Agility 202Organizational Leanness and Restructuring 203Outsourcing and Offshoring with Collaborative Agile 203Legal Compliance and Tax Management with Collaborative Agile 204Carbon Consciousness and Lean-Agile 204

Evolving Complexities in Collaborative-Agile Business 204Types of Collaboration 205

Physical Collaboration 205Electronic Collaboration 205Mobile Collaboration 206

Reaching Collaborative Intelligence in Agile Business 206Collaborative Data and Agility 206Collaborative Information and Agility 206Collaborative Process and Agility 207Collaborative Knowledge and Agility 208Collaborative Intelligence (CI) and Agility 208

Reaching Collaborative Business Process 208Broadcasting Business Processes 208Informative Business Processes 208Transactive Business Processes 209Operative Business Processes 209Collaborative Business Processes 209

Business Evaluation Process Map 210Roles in Business Evaluation 210Deliverables 210Activities and Tasks in Business Evaluation 212SWOT Analysis 212

Strengths 212Weaknesses 214Opportunities 214Threats 214

PESTLE Analysis 214Cost-Benefit Analysis 215

Change Management in Agile Business 216External Changes 217Internal Changes 217Risks and Challenges in Collaborative-Agile Business 218

Conclusions 218Agile in Practice: Road Map 6 219Discussion Questions 220References 220

7 Business Analysis and Composite Agile 223Objectives 223Introduction 223What Is Business Analysis? 225

Contents • xvii

Business Analysis and Agility 228Handling Agile Challenges in the Context of Business Analysis 228

Scalability 228Outsourcing 228Technology 228Compliance 229Business Rules 229Change 229

BA and Agile Practices in CAMS 231Business Analysis Frameworks and Agility 236SFIA, IIBA (BABOK®), AIBA Frameworks 238SFIA and Agile BA 238

BA-SFIA Levels 1-4 245BA-SFIA Levels 4 -6 246

• BA-SFIA Levels 6-7 246Comparing SFIA and IIBA with Agile 247Business Process Management and Agility 248Business Process Reengineering (BPR) 250Processes: Individual, Organizational, and Collaborative .252Customer-Driven Analysis and Agility 254Requirements Modeling Process Map 255

Roles in Requirements Modeling 258Deliverables 258

Activities and Tasks in Requirements Modeling 262Conclusions 262Agile in Practice: Road Map 7 266Discussion Questions 266References 267

CAMS Project Management and ICT Governance 269Objectives 269Introduction 270Planning and Agility in CAMS 270Declaration of Interdependence and Agile Project Management 273Organizing Composite Agile Projects 275Project Management Process Map 280

Roles in Project Management Process Map 280Deliverables in the Project Management Process Map 282Activities and Tasks in the Project Management Process Map 282

Leadership and People Management in Agile Projects 293Soft Issues and Subjective Skills 294Agile Team Formation 296IT Governance and Business Agility 304The IT Governance Frameworks 305

Control Objectives for Information and Related Technology (CoBIT) 306Information Technology Infrastructure Library (ITIL) 306

Conclusions 307

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Agile in Practice: Road Map 8 309Discussion Questions 310References 311Further Reading 312

9 Composite Agile: Quality, Testing, and Metrics 315Objectives 315Introduction 316Quality Context: Management, Assurance, and Control 317

Quality Management Process Map 322Roles in Quality Management 322Deliverables 322Activities and Tasks in Quality Planning 323

Quality Assurance Process Map 327Roles in Quality Assurance 327Deliverables 327Activities and Tasks in Quality Assurance 329

Quality Techniques and Agile Practices 329Quality Control Process Map 336

Roles in Quality Control 337Deliverables 337Activities and Tasks in Quality Control 337

Organizing Testing 337Test Data 345Analyzing Risks in Testing Risks: Analyzing 346

Composite Agile Metrics and Measurements 348Challenges of Agile Projects Metrics 349Fundamentals of CAMS Estimation 351CAMS Metrics in Practice 353Planning Metrics 354Requirements Metrics 354Development Metrics 356Testing and Release Metrics 356Role-Based CAMS Metrics 357

Applying Estimation and Metrics in CAMS 357Conclusions 362Agile in Practice: Road Map 9 362Discussion Questions 362References 363Further Reading 364

10 Agile Adoption in Organizations 365Objectives 365Introduction 366Organizational Adoption of Agility and Business Transformation 366

Adopting of CAMS: Reasons and Value 369CAMS Organizational Adoption—High-Level Road Map 370

Contents • xix

Agile Business Transformation—Internal and External Factors 373External Influencing Factors 374

Customer Relationship 374Business Partners 374Government Regulatory Factors 375Sociocultural Environment 375

Internal Factors and Responses 375Business Structure 375Business Innovation 376Business Compliance 376Technology Management 376People Management 377Product Management 377

Organizational Focus Areas in Agile Business Transformation 378Business Transformation Process and Organizational Focus Areas 378

Diagnose 379Plan 379Enact 380Measure and Review 380

Work Areas for ABT 381Business Model 381Product and Service Portfolio 383Customers and Partners 384ICT Systems, Applications, and Databases 385Operational/Organizational 386Business Processes 387Networks and Infrastructure 388Regulatory 388

Varying Influence of ABT 389CAMS and Center of Excellence 390Configuring, Training, and Upskilling in Agile Business Transformation 393

Money 394Technology 395Process 396People 396

CAMS and Process Maturity—The CMM Standards in an Agile Environment 398Conclusions 401Agile in Practice: Road Map 10 402Discussion Questions 402References 403

PART III CASE STUDIES IN CAMS

11 Case Study: Outsourced Project 407Objectives 407Introduction 407Outline of the Case Study "MITS"—An Outsourced Project 408

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Composite Agile Road Map for an Outsourced Project 409Understanding the Project 409Extent of Agility in Configuring CAMS 411CAMS Process-Map-Based Activities in an Outsourced Project 415Creating CAMS-Based Project Iterations 418Use of CAMS Metrics in Outsourced Projects 419Overcoming the Challenges of Outsourced Projects with CAMS 422Uncertainty in the Scope of Work 422Leadership and Direction 424Payment Contracts Based on Delivery 425Determining Correct Iterations and Releases to Deliver the Product 425Service Level Agreements after Delivery 426Formal Requirements Modeling 426Iterative and Incremental Implementation of Solution Design 427Quality Control and User Acceptance Testing 427Ongoing Maintenance of the Solution 427Conclusions and Lessons Learned 428Discussion Questions 428References 428

12 Case Study: Organizational CAMS in an Insurance Business 431Objectives 431Introduction 431Hartford Insurance Company (HIC) Case Study Outline 432Goals of Agile Business Transformation 434Composite Agile Road Map 437

Diagnose (0-3 Months) 442Plan (4-6 Months) 443Enact (7-12/15 Months) 443Review and Manage (15-18 Months) 443

Configuring Composite Agile , 444HIC and Collaborative-Agile Business 446Balancing HIC's ABT Enactment 450Conclusions and Lessons Learned 453Discussion Questions 454References 454

Appendix I: Agile Interview Summaries 455Business Analysis and CAMS 457Project Management and CAMS 458Development with CAMS 459Testing and CAMS 460Architecture and CAMS 460Metrics and Estimates in CAMS 461References 461

Appendix II: Business-Analysis-Related Associations and Standards 463

Contents • xxi

Appendix III: Role-Based CAMS Metrics 467Project Manager 467

CAMS Task: Planning—Requirement Prioritization 467The Number of Packages (Subsystems/Components) in the System 467The Number of Dependencies between Subsystems/Components/Packages in the System 468Project Schedule and Rhythm 468Total Budget and Investment 468User Load (Peak and Off-Peak) 469CAMS Activity: Monitoring Team Members 469The Speed of Implementation of a User Story 469Efficiency of Response to Changes 470

CAMS Activity: Risk Management—Collaborative 470Metric: The Potential Impact of Risks 470Average Risks per User Story 471

Business Analyst 471CAMS Activity: Requirement—Collaborative 471

Total User Stories 471User Story Dependencies 472

CAMS Activity: Change Management—Negotiable Requirement 472Iteration Changes 472

Architect 473CAMS Activity: Design—User Feedback 473

Tolerance to Change 473Programmer 473

CAMS Activity: Coding/Implementation—Pair Programming 473System Layers 474Standards Compliance 474The Number of Owners/Contributors 474

Tester 475CAMS Activity: Testing—Continuous 475

Defects per Iteration 475Performance Comparison with Previous Iterations 475

Appendix IV: Telecom User Stories ; 477

Index 485