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2
Team and Business/Users break down the project scope into
many small releases based on business/market priority
NO YES
2
Team models Functional Architecture which drives the
Technical architecture
NO NO
2
Team models non-functional requirement as user story in
the Product Baklog NO NO
2 Team keep track of Defect density NO NO
2
Team has road-map to achieve testable architecture which
would enable to put in place Automated Unit Test
NO NO
2
Team has road-map to achieve testable architecture which
would enable to put in place Automated Functional test (endto end System testing) NO NO
2
Team has road-map to achieve testable architecture which
would enable to put in place Automated Integration Test NO NO
2
Team has put in place continous integration with automated
build/deployment and test suit NO NO
2Team is able to replicate environment in automated matter
2
Teams produce very low-defect software and keep technical
debt to a minimum, allowing them to have more time for
delivering features. NO NO
2
Developers machines has isolated development
environment (by stubbing the dependency)to get feedback
of feature developed or defect fix NO NO
2
Developers machines can run automted sub-system test
cases NO NO
2
Does the team assess potential customer impact prior to
release, and do they work with product marketing or others
to communicate key changes? Dont Know Dont Know
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2
Does team monitors time needed to run a full regression
suite and determine if they can "release with confidence"?
3 Strong product manager/owner is full-time team member NO NO
3
Product manager/Owner understand who the key
stakeholders in the company are, and what their concerns
are NO NO
3
Is the team skilled at using MVP(Minimum Viable Product)
testing techniques to validate quickly? NO NO
3
Team have clearly defined business KPI's that they are
driving towards and measured against? NO NO
3
Do the team keep track of the percentage of the ideas killed
each week in discovery? NO NO
3
Based on the business metrics the team will generate
alternative options to the business when they discover
current direction its not producing enough value
NO NO
3
Team validats ideas each week with actual users (before
they get too attached to the ideas NO NO
3
Team validates ideas each week with business stakeholders
(before actually building)? NO NO
3
Team competent at quickly creating low and high-fidelity
user prototypes? NO NO
3
Does the team understand the difference between live-data
prototypes and building production software
NO NO
3
Does the team have an Live data testing infrastructure in
place? NO NO
3Is there some amount of real work put on the productbacklog every week NO NO
3
Do all of the other developers and testers on the team feel
able to contribute product ideas in discovery and share in
the learnings? NO NO
3
At the end each week does the discovery team do a mini-
retrospective asking if they could have validated the solution
feasibility ideas faster or cheaper?
NO NO
3
At the end each week does the discovery team do a mini-
retrospective asking if they could have validated any of these
ideas faster or cheaper NO NO
3
Is the team immediately reviewing the newly released
software to evaluate how they impacted the scorecard KPIs
NO NO
3
Are impediments identified and especially resolved quickly
(typically within 48 hours)? NO NO
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r r r Technique
NO NO NO
FDD/UML domain
modelling
YES YES YES User Story
YES YES YES Planning
YES YES YES Visualize work
YES YES YES
User Centered work
breakdown
NO NO NO
Story Mapping
workshop
NO NO NO
Specification by
Example
YES YES YES
User Centered work
breakdown design
YES YES YES
Short Validated
learning loop
YES YES YES Visualize work flow
YES NA NO
Daily/Regular stand-
up meeting
YES YES Dont Know Information Radiator
YES NA NA Iteration Review
Dont Know YES Dont Know Spikes
NO NO
Requirement
Workshop
NO NO NO
Business ValueCentered Feature
clustering
NO NO NO
Business Value
Centered Feature
clustering
NO NO NO
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NO NA NO Story Maps
NO YES NO
Use Case Driven
Approach
NO NO NO
NO NO NO
NO NO NO
Techniques
documented in the
book "Working
Effectively with
Legacy Code"
NO NA NA
NO YES
NO NO NO
NO NO NO
NO NO NO
NO NO NO
Dont Know NA Dont Know
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NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
NO NO NO
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Artifact
UML domain/Entity model
Backlog
Project Data Sheet
Greenhopper
Greenhopper
Story Maps
Document that captures example as Specification
Greenhopper
Greenhopper
Greenhopper
Iteration Review card
Backlog
FDD Parking Lot Diagrams
FDD Parking Lot Diagrams part of weekly status report
FDD Parking Lot Diagrams part of weekly status report
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1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
1 week to 4 weeks "Build, Code, Measure, Data, Learn" cycle
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FDD
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Level Benefit Investment
1 Greater visibility into teams work;
ability to redirect. Build data for
forcasting estimates. Cut down
communication overhead
throughout project life cycle
among team members. Establishshared language on the
requirement therefore reducing
defects due to misunderstanding
of reqt
read/understand info and redirect
priority items
Team development and work
process design.
Setting-up team protocols (e.g.,
exit/entry for hand-off of work) and
work flow;acceptance test scenario in user
reqmt doc, prioritized accdg to
business value
2 Reduce deployment cost.
Low defects in SIT, UAT and PRD
and high productivity primarily by
reducing and managing technical
complexity arising from addition
of features to existing system.
Lowered productivity during
technical skill development.
Infrastructure cost
3 Higher value deliveries and better
product decisions.
Social capital expended on
incorporating business expertise
into team.
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Assumptions/Limitations/Risks Core Metric Time to achieve
1 wk - requirement
analysis/breakdown into user
stories
can be achieved with existing
analysis skills
Team regularly reports progress from a
business value perspective.
2-6 months
new skills to be learned on:
continuous integration,
decomposing technical architecture
into decoupled functional
architecture (functional subsystem).
acceptance test-driven
development,
automated testing (unit/sub-
system/end-to-end)
independent/isolated DEV envt
needed to lower debugging and
defect fix turn around time
Team ships on market cadence.i.e.
shipping the release at the rate market
will accept it.
3-24 months
business commitment and
involvement in brainstorming
requirement feasibility in an
iterative way together with project
team end-to-end
Team provides concrete business metrics. 1-5 years
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Notes
quantifiable benefits;
more specific examples of activities to support investment required
(existing activities working well and to be continued + new activities
proposed)
eReporting - 3 part-time days to breakdown reqts into user storiesand set-up of JIRA workflow with resource having sufficient analysis
skills and not necessarily w/ agile skills
levels 1/2 are driven by agile practices but not fully implementing
agile; level 3 can enable full implementation
deliverables would need to further assessed for cmmi compliance
need to factor-in buffer for learning curve in estimating model to
incorporate agile techniques
decoupling done so sub-system is established and automation can
proceed as next step