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Introducing Agile to the Enterprise
Getting your company to give up the Gantt chart and learn to love software development
Who Am I?
• Kendall Miller• One of the Founders of Gibraltar Software– Small Independent Software Vendor Founded in 2008– Developers of VistaDB and Gibraltar– Engineers, not Sales People
• Enterprise Systems Architect & Developer since 1995• BSE in Computer Engineering, University of Illinois
Urbana-Champaign (UIUC)• Twitter: @KendallMiller
What Do We Do?
VistaDB
Gibraltar
The easy-to-deploy, SQL Server-compatible, pure .NET embedded database.
Advanced logging and analysis of errors, performance, and usage patterns for .NET web apps, desktop apps and services
Fair Warning
Development
Team
Development
Team
Why Agile?
Why Agile?
• No idea or control over cost or schedule• Constant rework and re-testing• Ongoing distractions• Contention between business units
Agile Manifesto
Individuals and Interactions
Processes and Tools
Agile Manifesto
Working Software
Comprehensive Documentation
Agile Manifesto
Customer Collaboration
Contract Negotiation
Agile Manifesto
Responding to Change
Following a Plan
Agile Isn’t Coding Without a Plan or Requirements
Hard Stop
“I love that you were able to demo functionality so early on and make the
changes we wanted. Now you just need to tell us exactly when the remaining functionality will be
completed”- A Senior Program Manager
“You built exactly what we asked for, but now that we see it, it’s all wrong.
Can you do redo it in the next two weeks?..
.. Why can’t you say when everything else will get done?”
- A Senior Customer Stakeholder
Business Goals
• Create and Follow a Plan• Predictable Cost and Schedule• Clear agreements between parties• Clear accountability• Easy status reporting and monitoring
How’d We Get Here?
How’d we get here?
Control Cost through Eliminating Waste
• Code once• Test once• Don’t code unnecessary stuff
How’d we get here?
Processes Embody a Method to Achieve A Goal
Follow the process and you can’t help but achieve the goal
How’d we get here?
Processes are a Surrogate for the Goal
• Hard to argue against doing things• No one is really sure what would happen
if they were changed or removed
How’d we get here?
Processes Stand In for Trust• I can trust the Process not the People• We can Blame the Process• Easier than doing the hard work of
Managing your People
Political Problems Can’t be Solved with your Software
Development Process
Hard Stop
Organization Fit
Process Risk
Organization Fit
NASA
Risk
Proc
ess
Organization Fit
Typical Enterprise
Proc
ess
Risk
The higher the P/R ratio, the more management Buy-in you must have
Hard Stop
Is Agile a Fit for my Shop?
Organization Fit
Values Results over Compliance
• Can you read the Agile Manifesto without laughing?
• Organization needs to Want to Ship
Organization Fit
Can see unfinished work• Without punishment for it being
unfinished
Organization Fit
Can Collaborate across Teams
• Everyone it takes to build the solution• Everyone it takes to publish the solution
Organization Fit
How Much Trust?• Find a project team that has the trust of
the business and go with them first.• Less trust requires more formal
agreements (until Agile is impossible)
If you can’t find the Team and the Project, it’s the
wrong Time.
Hard Stop
Selling Agile to the Business
Agile Selling Points
You Will get Everything you Need
• We’re working on your most important items (says you) each sprint
Agile Selling Points
You have a Buying Choice every Sprint
• If it’s good enough, we can stop• If it’s no longer a good investment, we
can stop
Agile Selling Points
We can change on a dime• How often does your business climate
change?• How transformative is the project?
Agile Selling Points
No surprises on what it does
• No disappointment it isn’t all you hoped for
Agile Selling Points
Build confidence in the Solution instead of the Process• No disappointment it isn’t all you hoped
for• Nothing beats real users with real data
on real servers
Things that Don’t Sell
Agile Selling Points that Fail
Lower Cost• Visible rework and chaos
Agile Selling Points that Fail
Done Sooner• You can’t give them date certainty• Iterations instead of measure twice cut
once
Agile Selling Points that Fail
Higher Quality Solution• Quality is subjective• Businesses rarely prioritize User
Experience over Cost & Schedule
Ways Teams Sabotage Agile
Agile Anti-Patterns for Devs
Not providing a Project Plan• Track interactions between development
and external dependencies• Team, not individual assignments• Externally observable results
Agile Anti-Patterns for Devs
Making Waterfall Promises• Work out rolling UAT options• Buffer external dependencies• Evangelize advantages of rapid iterations
Agile Anti-Patterns for Devs
Ignoring Project Documentation
• Document expectations and outcomes• Project History (for larger projects)• What would you want to inherit?
Agile Anti-Patterns for Devs
Not Accommodating Product Feedback Immediately
• Changes/Defects/New Features are equally valid for work
• Get to Done-Diddly-Done-Done-Done
Critical Lessons Learned
• Political problems can’t be solved by process
• High Process requires Enthusiastic Management
• Pick the right Team and Project
Additional Information:
Websites– www.GibraltarSoftware.com– www.eSymmetrix.com
Follow Up– [email protected]– Twitter: kendallmiller