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Agile Framework

April 03, 2009

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Agenda

What is Agile?

Why is it relevant?

How should it be Practiced?

Who are the Practitioners?

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Imagine

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Imagine…each time one ordered a meal at our favorite restaurant, the owners went out shopping for the ingredients to cook.

BMW sells its customers an “Experience”…not an “Automobile”. Even Nano from the Tata Group promotes utility…not cheap parts.

There are 300 years + watch making companies in Geneva who strive at producing “Geneva Certified Quality” watches for customers worldwide, each costing sometimes over a million dollars…and each of these watches containing thousands of tiny parts that are all brought together in a fine precision for life long performance. Is it fair to say that the customers here are buying an investment for generations?

Imagine…television 10 years ago…u got canned stories. With globalization, you have live feeds from anywhere in the world…anytime, anywhere delivered to you as a personal experience.

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AGILE = CONCURRENCE + COLLABORATION

+ COMMUNICATION + CONTINUOUS

Agile is a Process and Method to deliver Strategic BusinessOutcomes (Not Just Software!):

▬ Bringing New Business Models to life faster with “Product & ProcessInnovation”.

▬ Integrating the new Business Model with the existing one seamlesslywithout causing dysfunction to the current operations.

▬ Generating Productivity Innovating on the existing Processes (Out of theBox).

▬ Integrating the Process Innovation with the Operational ContinuousImprovement practices (Reengineering).

In essence, Agile is about the business being able to achievegrowth and productivity; without compromising one for the other.

Most critically, Agile is about the four C’s – Concurrence,

Collaboration, Communication and Continuous.

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The Agile Framework in a comparative Non –

Manufacturing Business Context

SET - UPMANUFACTURING

OPERATIONPACKAGING

LOGISTICS DISTRIBUTIONRETAIL /

CONSUMPTION

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Business & Systems

Artifacts Program & ProjectsImplementation

Delivery

Enterprise Architecture Business Context Version, Release

Management

Localization

Reach / Features

Incorporation

Reach / Features &

Function Integration

Customization Deployment

User Management

We are looking at this comparison because of the origins of Agile. It is an adaptation in the

Services Sector from the Manufacturing Principles of Lean & Flow Based Manufacturing.

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Hierarchy of Project Prioritization Planning

Phases Stages Activities Tasks

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Responds to

Enterprise

Strategic Life

Cycle

Responds to

Business Unit

Priorities

Responds to

Functional

Priorities

Responds to

Localization

Demands

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The Agile Iterative Cycle

DEFINITION EXECUTION OUTCOME

PHASES STRATEGIC / PROGRAM

LEVEL – Business Logic

(Value Chain Design)

APPLICATION /

TECHNOLOGY VERSION

MANAGEMENT

ENTERPRISE

COMPONENTS –

EXTERNAL & INTERNAL

CUSTOMER UNIVERSE

STAGES OPERATIONAL /

PROJECT LEVEL –

Inherited Business Logic

(Enterprise Process

Design)

,, ENTERPRISE

COMPONENTS

Repository– INTERNAL

CUSTOMERS

ACTIVITIES Business Operational

Process Design – Policies

& Procedures involving

Core & Support Processes

as well as Systems

Integration

APPLICATION RELEASE

MANAGEMENT

BUSINESS OBJECTS

REPOSITORY

TASKS Use Case Design –

Straight Flow, Alternate

Flow & Exception Flows

with Business Rules &

Algorithms

,, CLASS & CODE

LIBRARIES

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Itera

tive D

esig

nIte

rativ

e D

evelo

pm

en

t

& D

ep

loym

en

t

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Comparison between Agile Environment &

Others

Agile is “Business Continuous” & “Business Iterative”

•Define

•Envision

•Calibrate

• Implement

•Deliver

•Measure

Proof Of Concept

• Scan External Environment / Performance

• Scan Internal Environment / Performance

• Scan Competitive Environment / Performance

• Establish Gaps

• Define Programs / Projects

• Measure Business Performance

Proof Of Success

•Define

•Design

•Build

•Test

•Train

•Deploy

•Measure

Proof Of Reality

Others are discrete Programs / Projects that are event based.

Usually confused between the distinctions of High Level& Low Level Design.

Scope becomes a factor of the ability of the developmentteam capabilities rather than the priorities of business.

Iteration Cycles are not responding to the multipledimensions of the business requirements and thereforethe complexity. Rather complexity here is only the singledimension of Implementation emerging from Skills /Capability (Divorced from Business Priority) to deliver.

Virtually no Business Components library; at best, acode library available for re-use which is the lowestcommon denominator from an asset point of view.

Problems of Integration faced in implementation morethan in design.

SLA driven measurements rather than businessoutcome driven measurements.

Unified Quality & Standards is a myth. Does not happen!

Programs and Projects are undertaken not just toease the life of Programmers but to make Business& their Customers successful!

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DEFINE DESIGN BUILD TEST TRAIN DEPLOY MEASURE

~ ~ ~

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The Inter-dependence between Enterprise

Architecture & Business and Systems Artifacts

Business &

Systems Artifacts

Strategy

Customer Demographics & Psychographics

Business Processes

Interconnecting the Customer Universe with Logic & Rules

People Capabilities

Roles Based Access,

Authorization, Authentication &

Willingness to Act

Applications & Technology

Integration with Current / Legacy

Systems

Infrastructure

The Method to deploy including Security, Data

Integrity, Networking &

Communications

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Mutually Inclusive Design, Development & Deployment

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The Inter-dependence between Program &

Projects Planning and Business Context

Program &

Projects

New Ideas and Concepts

New Business

Opportunities

Changing Business Goals &

Objectives

New Events / Compliance

Existing and / or Foreseen

Problems

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Mutually Inclusive Business Context Management

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The Offshore – Onshore Discussion

Traditional Methods Business Requirements are dictated by

business. They are reactive.

Scope Creep is the major issue. IT clamps the business to freeze the scope.

Business would engage with IT and onshore companies for fixed period of times on projects to provide their inputs and validate the outcomes.

Dependency is on one –one interaction even with focus groups and De Bono’s six thinking hats concepts being practiced.

Teams organized as two opposing camps –one supervising the other.

Force fitting Agile into Waterfall and SSADM cannot work; especially in an Outsourcing environment.

Agile Method Business Requirements are modeled

collaboratively. They are responsive.

Scope creep will still be the issue. IT will have to lead the scope definition with alternatives.

Business will have to change focus on go offshore to model business artifacts every quarter for a few days as part of their job responsibility.

Dependency will have to be on one – many with the focus on continual evolvement.

Teams organized as collaborators irrespective of shores, based on roles and capabilities. Flow based manufacturing needs teams with pre-defined roles to complete process loops on each line of production.

Agile requires a Shared Services environment to succeed in an Outsourcing / Partnering mode.

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Program / Project Portal, Telepresencing, WebEx / Live Meeting, Videos, Blogs, Podcasts, Wiki’s, Mashups, Corporate Learning Network and Communities, Resources, Experts, & Training must be

leveraged intelligently.

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Agile: Critical Success Factor

For Agile to succeed, the connection as shown in the illustration below is extremelyimportant between business and development environment.

The business and its Information Systems building partners must be connected acrossthe EIS, EKS and WMDM environments.

This connect as a Process determines the Concept to Delivery of both; Mind to Market(M2M) and Time to Market (T2M) Solutions for business customers.

If this is a shared environment between Business, its IT Group and external serviceproviders, it can bring about true productivity and growth including the advantage ofOpen Source Innovation as an Agile Continuous Process; not just as a discrete eventhowever well managed it might be.

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Data Information Intelligence Knowledge Applications Innovation

Enterprise

Information

Systems (EIS)

Contextual

Knowledge

Systems (EKS)

Enterprise Meta

Data Management

(EMDM)

Transactional Experiential Productivity & Growth

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The Structure of Meta Data

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The Definitive View of Enterprise Architecture

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The Mechanics of Operating an Enterprise

Architecture

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Enterprise Architecture Made Practical

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DWIGHT EISENHOWER

“Planning” is everything.

A Plan is NOTHING!

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The Summary of Agile Methodology