Post on 21-May-2020
AGILE Realities
Presenters:Chris Koo (Edward Jones)Blake Moyer (Edward Jones)Joan Romine (Boeing)
1
AGILE Gaining Momentum
2
Fast!
Flexible!
AGILE First Impressions
3
× "Agile teams don't plan."× "Agile is a silver bullet."× "Agile teams don't need requirements."× "Agile teams can deliver an end product faster
than waterfall."
AGILE Development Myths
4
Is iterative and incremental
• Is about useful working software quicker and better through better internal team and customer collaboration.
• Is a mindset and discipline, NOT a template or tool.
AGILE Development
5
You may think that IID and Agile
work together like this…
IID Agile
A better representation of IID and
Agile would be as follows…
IID Agile
Manifesto for AGILE Development
We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and toolsWorking software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items onthe right, we value the items on the left more.
6
AGILE Project Returns
100%
11%
10%4% 125%
Benefits
Realized Using
Traditional PM
Approaches
Expected Benefits
Using
Agile/Iterative
Approaches
End-User
Adoption
Improved
scope, less
unused,
unneeded
functionality
Quality
Improvements
Lower cost due
to less work
Time to Value
Benefits
realization
pulled from
iterative
releases rather
than one single
release at the
project’s end
7Source: Corporate Executive Board
SPRINT ARTIFACTS
PREPARATION(Iteration -1 & 0)
SPRINT PROCESS(Construction)
AGILE Process
ROLESProduct Owner
Scrum Master
SprintTeam
StakeholdersUsers
• Vision / Business case • Agile eligibility / approval• Epic requirements• Initial product backlog• Initial release plan• Team assembly
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
Update Product Backlog
RELEASEProduct Increment
Product Backlog
Sprint Backlog
Impediment List
• Daily Scrum• Daily Work
8
Test Cases
Design Models
RequirementsUse Case
Prototype
• Vision / Business case • Agile eligibility / approval• EPIC requirements• Initial product backlog• Initial release plan• Team assembly
AGILE – Preparation
9SPRINT
ARTIFACTS
PREPARATION(Iteration -1 & 0)
SPRINT PROCESS(Construction)
AGILE Process
ROLESProduct Owner
Scrum Master
SprintTeam
StakeholdersUsers
• Vision / Business case • Agile eligibility / approval• Epic requirements• Initial product backlog• Initial release plan• Team assembly
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
Update Product Backlog
RELEASEProduct Increment
Product Backlog
Sprint Backlog
Impediment List
• Daily Scrum• Daily Work
Test Cases
Design Models
RequirementsUse Case
Prototype
Mindset Shift - Scope
Re
sou
rce
s
CustomerSatisfaction
Cost
Waterfall AGILE
Res
ou
rce
s
CustomerSatisfaction
Cost
FOCUS:Scope / Function
FOCUS:Priority / Value
Flexible Constraint
Fixed Constraint
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Mindset Shift - Requirements
Waterfall
"Pay now…"
AGILE
"…or pay later"
EPICRequirements
Project Plan
Testing
TestingImplement
Design
Development
Implement
DetailedRequirements
Detailed Requirements
Business Need Business Need
Project Plan
Sprint 1
Development
Design
Testing
Design
Development
Implement
DetailedRequirements
Sprint 2
Testing
Design
Development
Implement
DetailedRequirements
Sprint 3
Project Approval
11
Mindset Shift – Product Backlog
Story ID Story Name / Description Status
Business Priority Story Points Sprint
1 View Orders (INQ Summary) Planned A 1
2 INQ Summary Screen (Branch users only) Planned A.0 1
3 View Orders by Name / Account- Includes creation of View file
Planned A.1 7 1
4 View Orders by FA Planned A.7 3 1
5 View Orders by Symbol Planned A.2 2 1
6 View Orders by Product Planned A.3 3 1
Business-defined
story or use case
describing a function.
Highest priority
stories are
developed first;
others queued
up as "Planned."
Business defines
story priorities,
and may change
them at any time
Sprint team sizes
stories using a relative
measure; at the end of
each sprint, # story pts
delivered is measured.
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SPRINT PROCESS
(Construction)
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
UpdateProductBacklog
Product Increment
AGILE – Sprint Process
13
RELEASE
SPRINT ARTIFACTS
PREPARATION(Iteration -1 & 0)
SPRINT PROCESS(Construction)
AGILE Process
ROLESProduct Owner
Scrum Master
SprintTeam
StakeholdersUsers
• Vision / Business case • Agile eligibility / approval• Epic requirements• Initial product backlog• Initial release plan• Team assembly
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
Update Product Backlog
RELEASEProduct Increment
Product Backlog
Sprint Backlog
Impediment List
• Daily Scrum• Daily Work
Test Cases
Design Models
RequirementsUse Case
Prototype
AGILE - Sprint Artifacts
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SPRINT ARTIFACTS
Product Backlog
Sprint Backlog
Impediment List
Test Cases
DesignModels
JIT RequirementsUse Case
Prototype
SPRINT ARTIFACTS
PREPARATION(Iteration -1 & 0)
SPRINT PROCESS(Construction)
AGILE Process
ROLESProduct Owner
Scrum Master
SprintTeam
StakeholdersUsers
• Vision / Business case • Agile eligibility / approval• Epic requirements• Initial product backlog• Initial release plan• Team assembly
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
Update Product Backlog
RELEASEProduct Increment
Product Backlog
Sprint Backlog
Impediment List
• Daily Scrum• Daily Work
Test Cases
Design Models
RequirementsUse Case
Prototype
Mindset Shift – Sprint Backlog
Day 1 Day 2 Day 3 Day 30
SPRINT-1 WHO?Hours of Effort
Remaining
---> 362 354 342 332
322
Story A
Task 1 RM 40 40 32 20 10
Task 2 JY 26 26 26 26 26
Task 3 SG 45 45 45 45 45
Task 4 MM 40 40 40 40 40
Task 5 RM 40 40 40 40 40
Task 6 JY 17 17 17 17 17
Task 7 JY 4 4 4 4 4
Task 8 RM 16 16 16 16 16
Task 9 SG 2 2 2 2 2
Story B
Task 1 RM 32 32 32 32 32
Task 2 RM 50 50 50 50 50
Task 3 JY 50 50 50 50 50
Tasks supporting
a story are defined
by the sprint team.
Tasks are
assigned to
sprint team
members
Remaining hours
are tracked to
show "burn-down"
progress.
Every day is
tracked through 30
business days;
scrums should
highlight tasks and
issues to be worked
for that day.
15
30 DAYS
24 HOURS
SCRUM - 15 min. Daily MeetingSprint Team discusses:A. What did you yesterday?B. What will you do today? C. Are their impediments in your way?
WorkingCode
SprintBacklogTasksexpanded by team
Sprint StoriesFeatures assigned to sprint
Product BacklogPrioritized product features desired by client
AGILE – Daily Scrum
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AGILE - Roles
ROLES
Product Owner
Scrum Master
SprintTeam
StakeholdersUsers
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SPRINT ARTIFACTS
PREPARATION(Iteration -1 & 0)
SPRINT PROCESS(Construction)
AGILE Process
ROLESProduct Owner
Scrum Master
SprintTeam
StakeholdersUsers
• Vision / Business case • Agile eligibility / approval• Epic requirements• Initial product backlog• Initial release plan• Team assembly
Sprint Planning
Daily Cycle
Sprint Review
Sprint Retrospective
Update Product Backlog
RELEASEProduct Increment
Product Backlog
Sprint Backlog
Impediment List
• Daily Scrum• Daily Work
Test Cases
Design Models
RequirementsUse Case
Prototype
30 DAYS
24 HOURS
Sprint Backlog• Features assigned to
sprint• Estimated by team• Team Commitment
Product Backlog• Features
prioritized by client
Retrospective
Review
AGILE Process - Review & Retrospective
Sprint Retrospective• What worked?• What didn't work?• What are actions for improving
the next sprint?
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Sprint Review• Demo / Sign-off – FEEDBACK• Review quality• Foster TRANSPARENT
communication
AGILE Metrics
Sprint Burn-Down Chart• Sprint Velocity (hrs / sprint)• # hrs / Story• # hrs Planned / Completed• # hrs Leading / Lagging / Remaining
Product Backlog Burn-Down• # Stories in Scope• # Stories / Sprint• Story Points / Sprint• # Stories Planned / Completed
SPRINT BURNDOWN CHART
0
200
400
600
800
1000
1200
1400
8/26
/09
8/28
/09
8/30
/09
9/1/
09
9/3/
09
9/5/
09
9/7/
09
9/9/
09
9/11
/09
9/13
/09
9/15
/09
9/17
/09
9/19
/09
9/21
/09
9/23
/09
9/25
/09
9/27
/09
9/29
/09
10/1/0
9
10/3/0
9
10/5/0
9
10/7/0
9
Ho
urs
Story Burn-Up
0
20
40
60
80
100
120
140
160
180
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sprints
Sto
ries
Completed Stories Projected Stories
Total Stories Defined Maximum Stories Allow ed
Story Burn-Up Chart• # Sprints Remaining• Total Stories Defined (Scope)• Max Stories Allowed (Budget)
Development Velocity
982 hrs / sprint
0
200
400
600
800
1000
1200
1400
1 2 3 4 5 6 7 8
Sprints
Velo
cit
y
Planned Speed Realized Speed Average Realized
Velocity• Ave. Velocity across Sprints• Planned vs. Actual Velocity
Story
ID
Story Name / Description
(BOLD = Major Deliverables) Status
Business
Priority
Story
Points
(Ideal
Days) Sprint
1 View Trades Planned A 15 1
2 View Orders by Name / Account Planned A.1 7 1
3 View Orders by Broker Planned A.2 3 1
4 View Orders by Symbol Planned A.3 2 1
5 View Orders by Product Planned A.4 3 1
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Case Studies:
Successes
X Challenges
Recommendations
20
AGILE Realities
Case Study:
Background
• 1,200+ IT employees (infrastructure & software)
• Project types
– Business software development for branches / clients / HQ
– Regulatory
– Infrastructure (facilities, hardware, network)
• Matrix organization (project staffed by functional teams)
• Highly integrated web and legacy applications
• Began deploying Scrum-based Agile in 2009; waterfall methodology deeply engrained into culture
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SPRINT BURNDOWN CHART
0
200
400
600
800
1000
1200
1400
8/26
/09
8/28
/09
8/30
/09
9/1/
09
9/3/
09
9/5/
09
9/7/
09
9/9/
09
9/11
/09
9/13
/09
9/15
/09
9/17
/09
9/19
/09
9/21
/09
9/23
/09
9/25
/09
9/27
/09
9/29
/09
10/1/0
9
10/3/0
9
10/5/0
9
10/7/0
9
Ho
urs
Critical point in which recovery
is no longer possible without
moving stories to next sprint
Projected
Actual
Max Possible
Target 22
Case Study: Edward Jones
Success: Developers are focused, efficient, and self-disciplined
Recommendation: Reinforce expectations that estimates
are NOT commitments
Week 1 Week 2 Week 4 Week 5 Week 6Week 3
Sprint
Start
Sprint
EndDefine stories
for next sprint.
Schedule
design
sessions.
Create design
deliverables for
next sprint.
Review / sign-
off on design
deliverables,
and acceptance
criteria for next
sprint
Create Sprint
Backlog for
next sprint.
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Case Study: Edward Jones
X Challenge: PL workload is a planning roller coaster.
Recommendation: Plan, and stay true to, planning activities
Planning Design Development Verification Implementation
Unit Testing
Integration
Testing
Functional /
Performance
Testing
Release
Regression
Testing
Te
sti
ng
Eff
ort
Waterfall
Test Strategy
Iteration -1 Iteration 0 Construction
Sprint 2
Release
Sprint 1
Unit
Integration
Functional
Performance
Testing
Release
Regression
Testing
Te
sti
ng
Eff
ort
Agile
Sprint 1 Sprint 3 Sprint 4 Sprint 5
Test Strategy
Sprint 2
Unit
Integration
Functional
Performance
Testing
Sprint 3
Unit
Integration
Functional
Performance
Testing
Sprint 4
Unit
Integration
Functional
Performance
Testing
Sprint 5
Unit
Integration
Functional
Performance
Testing
24
Case Study: Edward Jones
Success: Final push to implementation is less "intense."
X Challenge: Agile testing cycles rely on stakeholder patience.
Recommendation: Set clear testing environment expectations
Story Burn-Up
0
20
40
60
80
100
120
140
160
180
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Sprints
Sto
ries
Completed Stories Projected Stories
Total Stories Defined Maximum Stories Allow ed
Remaining
stories allowed
until project
budget is
depleted
# sprints
required to
meet current
story scope
25
Case Study: Edward Jones
Success: Stakeholders understand the impact of scope changes.
X Challenge: However, expectations must be set early and often.
Recommendation:
Sprint 7
Sprint 1
Deliverable #1
Sept Oct Nov Dec
2009
Jan
2010
Sprint 2 Sprint 3
Bundle
10.1
Deliverable #2
Feb Mar MayApril June
Deliverable #3Bundle
10.6
Bundle
10.4
July OctSeptAug
Bundle
10.2
Bundle
10.5
Nov
Pilot
Pilot
Pilot
GA
GA
GA
Value Assessment
Sprint 4 Sprint 5 Sprint 6
Bundle
10.3
Sprint 8 Sprint 9 Sprint 10
Dec
Sprint 3
Sprints
Sprint 7Sprint 6
Case Study: Edward Jones
X Challenge: 30 day production deliverables often do not fit
business model.
Recommendation: Clearly define a release strategy
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AGILE Eligibility Criteria
I can commit resources that are focused on Agile development, and are available on-site (100% if needed) to communicate with sprint team members.
I accept scope NOT being guaranteed, as long as I know my most important priorities are being delivered first. I realize that the approved cost will be fixed; when exhausted, a new phase should be submitted for approval. I realize that lower priority work will be "left on the table".
I understand the importance of, and am ready to create, test cases to help drive out requirements, even before any code is written.
I'm comfortable working face-to-face and daily with developers to flush out requirements, knowing that new requirements will be addressed in a next sprint.
I understand the importance of the Product Backlog being the "Business" plan, and am committed to creating/updating this plan with all sprint team members on a daily basis.
I understand that vendor contracts must align with Agile development processes.27
Case Study: Edward Jones
X Challenge: Culture deeply entrenched in waterfall methodology;
clear criteria needed to cauterize an AGILE mindset.
Recommendation…
Case Study:
Background
• 5,000+ software engineers
• Wide range of project types
– Embedded flight software on aircraft
– Satellite software
– Aircraft training simulators
– Traditional web applications
• Legacy programs with millions of lines of existing code
• Software with safety critical certification requirements
• Every program has unique constraints and complications
• Deploying a customized Scrum-based Agile process
28
Case Study: Boeing
Successes
• Strong executive leadership support
• Dedicated group of experienced evangelist/champions
• Extensive support infrastructure– Training
– Coaching
– Outreach
• Synergistic, existing Lean initiative
• Rate of adoption by programs has exceeded expectations
• Adopting programs seeing significant improvements in productivity and quality (defect reduction)
29
Case Study: Boeing
X Challenges
• Every program has unique constraints.– Rare to have a pure, by-the-book Agile implementation
– Agile process must be adapted to work with program constraints (we use Lean principles to inform and guide these adaptations)
– This constrains the benefits achievable compared with a more ideal Agile team, but the benefits are still significant
• Finding cost-effective ways to train and coach multi-site, distributed teams.
• Finding effective ways to communicate our outreach message to such a large, physically dispersed enterprise.
• Implementing automated testing with legacy code bases.
30
Case Study: Boeing
Recommendations
• Don’t buy in to the conventional wisdom of which projects are appropriate for Agile and which are not.
• Agile can provide significant benefits in most situations if you can intelligently adapt to the project’s unique situation.
• The only real disqualifiers for Agile are all non-technical:– Someone on the team is actively opposed. Either get rid of them or
don’t use Agile – too easy to sabotage.
– The customer is opposed
– The contract does not allow any flexibility for incremental delivery
• For large organizations it is important to know and understand Lean principles.
31
Break-Out Session Closing
• Questions / Answers
• Thank You!
• 1-Page Take-Away Available
• "Agile Café" Roundtable (1-2:30pm)
32
Supporting Details
33
Incremental Development
Dividing the project into various independent parts and developing these sub-parts at the same/different rate and integrating them when ready. Specifically, staging and scheduling in increments!
Iterative Development
Multiple iterations help “iterate” toward a final solution.
Iteration 1: Build core registration function.
Iteration 2: Enhance the core registration function.
Iterative and Incremental Development
34
System Development Life Cycle
Initiation
Sponsor identifies a
need and defines
scope / benefits.
Design
Create system design
deliverables; focus on
how to deliver
required functionality.
Planning
Define requirements
that support scope
and develop project
management plan.
Development
Convert design into a
complete system;
install system
components into
testing environments;
prepare for testing.
Verification / Test
Test developed system
against requirements; fix
defects; prepare for
implementation.
Implementation
Implement system
into production
environment; resolve
problems.
Maintenance
Execution knowledge
transition; maintain
system in production;
conduct post-
implementation
reviews. What
Methodology?
35
Waterfall
Initiation
Sponsor identifies a
need and defines
scope / benefits.
Design
Create system design
deliverables; focus on
how to deliver
required functionality.
Planning
Define requirements
that support scope
and develop project
management plan.Development
Convert design into a
complete system;
install system
components into
testing environments;
prepare for testing.
Verification / Test
Test developed system
against requirements; fix
defects; prepare for
implementation.
Implementation
Implement system
into production
environment; resolve
problems.
Maintenance
Execution knowledge
transition; maintain
system in production;
conduct post-
implementation
reviews.36
Agile & IID
Initiation
Sponsor identifies a
need and defines
scope / benefits.
Design
Planning
Development
Verification / Test
Implementation
MaintenanceDesign
Planning
Development
Verification / Test
Implementation
Maintenance
Design
Planning
Development
Verification / Test
Implementation
MaintenanceDesign
Planning
Development
Verification / Test
Implementation
Maintenance
37
Inception Elaboration Construction Transition
I1 E1 E2 C1 C2 C3 T1 T2
Initiation
Planning
Design
Development
Testing
Implementa-tion
Maintenance
Iterative & Incremental (IID)
Time38
Agile
Time
Iteration -1 Iteration 0 Construction Release
Sprint 1 Sprint 2 Sprint 3 R1 R2
Planning
Design
Development
Testing
Implementation
Maintenance
Initiation
39