The Disciplined Agile Enterprise: Harmonizing Agile and Lean

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    18-Dec-2014

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An agile enterprise increases value through effective execution and delivery in a timely and reactive manner. Such organizations do this by streamlining the flow of information, ideas, decision making, and work throughout the overall business process all the while improving the quality of the process and business outcomes. This talk describes, step-by-step, how to evolve from todays vision of agile software development to a truly disciplined agile enterprise. It briefly examines the state of mainstream agile software development and argues for the need for a more disciplined approach to agile delivery that provides a solid foundation from which to scale. It then explores what it means to scale disciplined agile strategies at the project/product level and across your IT organization as a whole. Your disciplined agile IT strategy, along with a lean business strategy, are key enablers of a full-fledged disciplined agile enterprise. The talk ends with advice for how to make this challenging organizational transition.

Transcript

<ul><li> 1. The Disciplined Agile Enterprise: Harmonizing Agile and Lean Scott W. Ambler scott@scottambler.com Twitter: @scottambler SARAJEVO, 27.10.2014 </li> <li> 2. Before we begin Scott Ambler + Associates 3 </li> <li> 3. Scott Ambler + Associates 4 Were going to cover a lot of ground </li> <li> 4. The Surveys Results of survey-based research will be shared throughout this deck Availability: Detailed results are available free of charge at Ambysoft.com/ surveys/ Includes all questions as asked, source data, and summary slide decks Types of surveys: DDJ: Cross paradigm survey sponsored by Dr Dobbs Journal Ambysoft: Agile-oriented survey sponsored by Ambysoft Inc. SA+A: Agile oriented survey sponsored by Scott Ambler + Associates Scott Ambler + Associates 5 </li> <li> 5. The Story Im About to Tell Scott Ambler + Associates 6 </li> <li> 6. An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. Agile Enterprise Scott Ambler + Associates 7 </li> <li> 7. An Agile IT organization must be responsive to the needs of the rest of the enterprise while keeping the lights on. An Agile IT organization does this via three ongoing efforts: Plan Build Run Agile Enterprise Scott Ambler + Associates 8 Agile IT </li> <li> 8. Disciplined agile delivery teams produce consumable solutions often and early Agile delivery teams must tailor their approach to address the situation that the find themselves in, particularly when working at scale Context counts Agile Dev Agile Enterprise Scott Ambler + Associates 9 Agile IT </li> <li> 9. Lets explore five important questions. What is the current state of agile? What is an agile enterprise? What does agile IT look like? How does agile delivery work in enterprises? How do you transition to enterprise agility? Scott Ambler + Associates 10 </li> <li> 10. The Current State of Agile Scott Ambler + Associates 11 </li> <li> 11. How Would You Characterize Your Teams Development Process? Ad Hoc, 13% Iterative, 19% Lean, 7% Other, 2% Traditional, 8% Agile, 52% Source: DDJ State of the IT Union 2014 Q2 Survey Scott Ambler + Associates 12 </li> <li> 12. I would rate my organizations adoption of agile as Great success, 11% Success, 33% Great failure, Failure, 5% Neither, 40% 2% Too early to tell, 11% Source: SA+A 2014 Agile Adoption Survey Scott Ambler + Associates 13 </li> <li> 13. Organizations Are Successfully Applying Agile at Levels of Scale Team Size Two Hundreds Geographic Distribution Co-located Global Organizational Distribution Single division Outsourcing Compliance None Life critical Domain Complexity Straightforward Very complex Technical Complexity Straightforward Very complex Scott Ambler + Associates Source: DDJ Summer 2012 State of the IT Union Survey 14 </li> <li> 14. What Scaling Factors Do Software Development Teams Face? 61% 44% Team Size &gt; 10 Geographically Distributed Organizationally Distributed Compliance Complex Domain Copyright 2014 Scott W. Ambler www.ambysoft.com/surveys/ 92% 70% 61% 43% 68% 48% 90% 50% 66% 42% Complex Technology 0% 20% 40% 60% 80% 100% All Teams Agile Teams Source: DDJ State of the IT Union 2014 Q2 Survey </li> <li> 15. Common Enterprise Challenges to Agile Bureaucratic cultures Differing IT and business goals Short term investment horizons Inflexible governance Little support for learning and experimentation Organizational dependencies Scott Ambler + Associates 16 </li> <li> 16. The Agile Enterprise Scott Ambler + Associates 17 </li> <li> 17. Lets assume that agile software development is the center of the universe for your organization Scott Ambler + Associates 18 </li> <li> 18. Agile/Scrum is a Good Starting Point Scott Ambler + Associates 19 Construction focus Value driven lifecycle Self-organizing teams Prescriptive Project team aware </li> <li> 19. DAD Solidifies the Foundation Delivery focus Risk-value driven lifecycle Self-organization with appropriate governance Goal driven Enterprise aware Scott Ambler + Associates 20 </li> <li> 20. Large teams Geographically distributed teams Compliance Domain or technical complexity Cultural issues Organizational distribution Scott Ambler + Associates 21 </li> <li> 21. Individuals must become a truly agile practitioner within the evolving context of the situation that they face They will require training, education and coaching Scott Ambler + Associates 22 </li> <li> 22. Teams will self organize their work strategy, their structure, and their collaboration paths to reflect the context of the situation that they find themselves in They will require guidance to do so effectively Scott Ambler + Associates 23 </li> <li> 23. IT departments are often sophisticated entities with teams addressing a wide range of situations and a wide range of goals Agile delivery teams are just part of the overall mix, as are operations teams, architecture teams, portfolio management teams, and many more IT organizations will need to adopt a wide range of strategies that reflect the challenges that they face Scott Ambler + Associates 24 </li> <li> 24. Scott Ambler + Associates An agile enterprise is able to anticipate and respond swiftly to changes in the marketplace. It does this through an organizational culture and structure that facilitates change within the context of the situation that it faces. Agile enterprises require a learning mindset in the mainstream business and underlying lean and agile processes to drive innovation. 25 </li> <li> 25. The Agile IT Department Scott Ambler + Associates 26 </li> <li> 26. Why Many IT Departments Are Moving to Agile 70% 10% 20% Plan Build Run Current 50% 40% Desired 10% Plan Build Run Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 27 </li> <li> 27. The Agile IT Department: Plan People Management Portfolio Management Program Management Enterprise Architecture Reuse Engineering Data Management Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 28 </li> <li> 28. The Agile IT Department: Build Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum Other Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 29 </li> <li> 29. The Agile IT Department: Run Release Management Operations Support Continuous Improvement Governance Plan Guide the organization in IT-related manners Build Software teams provide consumable solutions on a regular basis following lifecycles reflecting the context they face Run Operate and support the IT ecosystem Scott Ambler + Associates 30 </li> <li> 30. What Does DevOps Mean to Your Organization? Scott Ambler + Associates 31 Continuous delivery? + streamlined operations and support? Streamlined build (dev) + streamlined run (ops)? Your DevOps strategy will reflect your organizational goals </li> <li> 31. What Does Agile at Scale Mean to Your Organization? Large-scale Scrum? Build for large agile/lean teams? Agile for the IT department? There is no one right answer for how to scale agile to the IT Scott Ambler + Associates 32 level. </li> <li> 32. Disciplined Agile Delivery (DAD) Scott Ambler + Associates 33 </li> <li> 33. Disciplined Agile Delivery (DAD) is a process decision framework The key characteristics of DAD: People-first Goal-driven Hybrid agile Learning-oriented Full delivery lifecycle Solution focused Risk-value lifecycle Enterprise aware Scott Ambler + Associates 34 </li> <li> 34. The DAD framework fully addresses the agile and lean portions of Build Continuous Delivery Exploratory/Lean Startup Lean/Kanban Agile/Scrum Scott Ambler + Associates 35 </li> <li> 35. High Level Lifecycle Theres more to solution delivery than construction Scott Ambler + Associates 36 </li> <li> 36. Basic/Agile Lifecycle A full Scrum-based agile delivery lifecycle. Scott Ambler + Associates 37 </li> <li> 37. Exploratory Lean Startup Lifecycle Sometimes it takes time to identify what your stakeholders actually need Scott Ambler + Associates 38 </li> <li> 38. Lean Lifecycle A full lean delivery lifecycle Scott Ambler + Associates 39 </li> <li> 39. Lean Continuous Delivery Lifecycle Your evolutionary end goal? Scott Ambler + Associates 40 </li> <li> 40. DAD is Goal-Driven, Not Prescriptive Scott Ambler + Associates 41 </li> <li> 41. Scott Ambler + Associates 42 </li> <li> 42. Scott Ambler + Associa...</li></ul>

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