How BMC is Scaling Agile Development
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Transcript of How BMC is Scaling Agile Development
12/07/09
How BMC is Scaling Agile Development
Lessons Learned in Twelve Exhilarating Agile Months at BMCIsrael GatVice President, Distributed Systems ManagementBMC Software
12/07/09 ©2006 BMC Software2
Major Themes
› Introduction– PATROL Classic, BMC Performance Manager and Christensen– Four secret sauces we started with
› Lessons Learned– Don’t agile the Agile– It is not a license to murder– Whatever you do, always stay releasable– One never has enough product managers– End-to-end– Scaling– The role of executive sponsorship
› Are you ready for Agile?
› Enterprise Agility (time permitting)
12/07/09 ©2006 BMC Software3
Snapshot, January 2005
› Staring at the whites of Christensen’s eyes– The Innovator’s Dilemma was not an academic exercise for us in
February 2005…. rather, it was a reality we stared at .……. had to find the means to address ….…. and chose Scrum as the vehicle for so doing .…
› Realization that time was our number one enemy– Had to create momentum faster than one could say “momentum”
› Transform the mood– As all too often happens during Innovator’s Dilemma situations, too
many good people were too worried whether the world loves them
12/07/09 ©2006 BMC Software4
Snapshot, December 2005
Agile Adoption at BMC January 2005 to December 2005 Progress
Infrastructure Management Adoption • BMC Performance Mgr Infrastructure• BMC Performance Mgr Solutions• Classic PATROL Solutions• PATROL Reporting • BMC Recovery Mgmt
Other Organizational Adoptions • Exceptions Reporting and Escalation• BMC Impact Integration Dev Kit• Professional Services• Partner Certification Project (IT)• Dashboards; Identity Management; Service Management
0
50
100
150
200
250
300
350
400
Feb Mar Apr May Jun Jul Aug Sep Dec
Rally Users
0
10
20
30
40
50
Feb Mar Apr May Jun Jul Aug Sept Dec
Agile Programs in Rally
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Four Secret Sauces We Started With
› Visibility, commitment, and intentionality– Agile first; the rest follows– Total immersion rather than limited trial
› Management philosophy– Team confidence is built by a management team that instilled trust in them
› Willingness to take risks– Giving up on top-down control of detailed feature scope
.… empowering the teams to fill the details as you go ....
.… trusting that we will hit the themes at the end .…
.… even though we can't predict how all of the notes will end up …. – Accepting we did not have all facets of Agile figured out in advance
• Had the confidence we will figure them out as we go along
› Top notch Agile consulting– You really need a big brother; Dean Leffingwell was mine– I doubt we would have mastered Agile at the scale and scope we applied it but for Dean and the
Rally Software Development crew
12/07/09 ©2006 BMC Software6
Don’t Agile the Agile
› Be fully cognizant you are introducing a disruptive methodology– Your own teams– Ripples beyond your organization/function
• Could easily constitute a sources of friction between the Agile team and the rest of the corporation
› Give the experiment enough time to bear fruit – Allow the teams to struggle up the learning curve, and establish a baseline of
predictability and success
› Shield the teams while struggling– Any stumbles in the first few steps, and an emergent effort with Agile can be easily
squashed in a large organization.
12/07/09 ©2006 BMC Software7
Whatever You Do, Always Stay Releasable
› It is the acid test whether you are really doing Agile or de-facto reverting to quasi-waterfall
› You might be going through the motions of Agile until your feet hurt from the daily stand-up meetings and other Agile practices, but you will lose the key advantages of Agile if you do not stay releasable on an on-going basis
– Productivity– Quality– Predictability
12/07/09 ©2006 BMC Software8
It is not a License to Murder
› Rules of physics (and solid software engineering practices) apply– Integration in the overall software engineering fabric
› Beware the dilettantes– “But of course I know Agile… we just practice it a little differently”– “Don’t worry about this feature not being in the release – it is OK in Agile to de-commit
functionality”
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One Never has Enough Product Managers
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Transition to End-to-End Agile Organization
Agile R&DTeams
R&DTeams
BUMgt
SalesMgt
SupportMgt
MktMgt
Waterfall Optimized Organization Agile Organization
Executive Management
OperationalTeam
ExecutiveTeam
12/07/09 ©2006 BMC Software11
End-to-end Participation
I1 I3I2 I4 I6I5 I7 I8
Market Planning
Market/Solution Release Plan
Product Roadmap
Product Release Plan Product Release Plan
Direct Field Participation
Iteration Demos / Requirements Backlog
3-4 monthsRelease Planning
I1 I3I2 I4 I6I5 I7 I8
2 weeksRelease Mgt
12/07/09 ©2006 BMC Software12
Scaling
› The Scrum team is the fractal organizational construct
› Requirements and QA architects span teams within a group
› Product management spans larger groups
› Process maturity is critical– The daily Scrum of Scrums keeps the various teams “real time” aligned– Process checkpoints serve as the glue for longer time spans
• Iteration level• Release level
› Note the points about intentionality and no half-heartedness made earlier in the course of this presentation
– Basically we immersed all of the organization in Agile, rather than experimentation with a team or two
12/07/09 ©2006 BMC Software13
The Role of Executive Leadership
› Be ready to take some casualties of people who:– Don’t want to give up control/criticality (usually the heroic types)– Don’t want to change– Can’t change fast enough
› Manage empowerment and risk-taking in tandem as the foundation on which successful Agile projects evolve
– Teams embarking on Agile need to cope with simultaneous changes in:• Skills Systems• Staff Practices• Structure Management philosophy• Value system
– They can’t do so unless they are appropriately empowered– Empowerment and risk-taking are inextricably linked
12/07/09 ©2006 BMC Software14
Are You Ready for Agile?
› Wholehearted Empowerment– Think once, think twice, think thrice, whether you are really, really, really, ready to
empower in the full sense of the word• Half-hearted measures would not cut it• Empowerment is like an acid test – for better or worse it will give you your defining
moments
› It does not happen without the courage to give up the Waterfall illusion of control
– Don’t take your boss out to lunch…– … take him/her to the daily standup meeting
12/07/09 ©2006 BMC Software15
In the Final Analysis
› “When we started with agile, I was concerned it might be a less disciplined method for development. In reality, it’s more disciplined, and provides more accountability”
[Paul Beavers; Senior Director, R&D]› “If we used waterfall on BPM, we would still be in development. We would likely be cutting
features right and left to try to bring the date back in. Changes requested along the way by the solutions teams would have been pushed back on rather than embraced. ”
[Walter Bodwell; R&D Director]› “For me the success of the release was closely managed from the day 1 in the Release
planning meeting when the senior management told those product teams with low confidence level in their plans to not forcefully fit requirements into the fixed schedule.”
[John Im; R&D Manager] › “The team has to continuously improve the Agile process, or the temptation to become rigid
and staged will creep back into the processes.”[Mike Lunt; R&D Manager]
› “There has never been a thought towards returning to Waterfall – we only think about how to be more agile – how to do this better. No one wants to go back!”
[Becky Strauss; R&D Director]
12/07/09
Appendix: Enterprise Agility
12/07/09 ©2006 BMC Software18
Enterprise Agility at BMC
Agile ComponentTeam
Agile Teams of Teams
Agile Enterprise
Scale (perpetual)
Measurement
A BC D
Requirementsrunway
IntentionalArchitecture
Enterprise Tooling
Iterate
Iterate (2 wks)
Design
Test
Build
Release(3 mo)
Hardenand Ship
Req
Plan
Iterate Iterate
Iterate
Agile Release Train
OrganizationalChange
OrganizationalChange
Agile Release Train
Requirementsrunway