IIBA italy - aperitivo serale 20130318 - Business Change Agile Trade Off
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Transcript of IIBA italy - aperitivo serale 20130318 - Business Change Agile Trade Off
Business Change: Agile Trade Off
Gaetano Lombardi
Program Manager Ericsson
Agenda
Manifesto for Agile Software Development
We are uncovering better ways of developingsoftware 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.
Principles behind the Agile Manifesto
We follow these principles: Our highest priority is to satisfy the customer through early and continuous delivery of
valuable software. Welcome changing requirements, even late in development. Agile processes harness
change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they
need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a
development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users
should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and
adjusts its behavior accordingly. http://agilemanifesto.org/
AGILE
Misconception
Agile is undisciplined process of simply writing code with no planning and control
Truth
Implementing agile process requires just as much or more discipline as traditional approaches
The Stacey Matrix
Source: Stacey RD. Strategic management and organisational dynamics: the challenge of complexity. 3rd ed. Harlow: Prentice Hall, 2002
CHAOS Report Findings by Year 1994 to 2009
Successful: The project is completed on time and on budget, offering all features and functions as initially specified. Challenged: The project is completed and operational but over budget and over the time estimate, and offers fewer features and
functions than originally specified. Failed: The project is cancelled at some point during the development cycle
Figure from http://leadinganswers.typepad.com/leading_answers/2011/04/lies-damn-lies-and-statistics.html , basedOn Eveleens & Verhoef “The Rise and Fall of the Chaos Report Figures,” IEEE Software, January/February 2010
Successful Project ?
6 months later 66% over budget, at that time the
most expensive movie 200 million $ Best forecast gross 190 million $
Highest grossing movie all time: $1,835,300,000 (100 million in 12 days, 250 million in 25 days)
Titanic was nominated for 14 Academy Awards and won 11 of them
Source: Titanic Anatomy of a Blockbuster, Kevin S. Sandler
Defining Success
Time/Schedule 20% prefer to deliver on time according to the schedule 26% prefer to deliver when the system is ready to be shipped 51% say both are equally important
Return on Investment (ROI) 15% prefer to deliver within budget 60% prefer to provide good ROI 25% say both are equally important
Value 4% prefer to build the system to specification 80% prefer to meet the actual needs of stakeholders 16% say both are equally important
Quality 4% prefer to deliver on time and on budget 57% prefer to deliver high-quality, easy-to-maintain systems 40% say both are equally important
Only 12% of respondents indicated that their definition of success on their most recent project included all three of delivering according to schedule, within budget, and to the specification.
Copyright 2011 Scott W. Ambler www.ambysoft.com/surveys/
The Agile Triangle
Source: Jim Highsmiths, Agile Project Management, Creating Innovative Products
AGILE & Planning
AGILE Project Management Principles
Rolling Wave Planning Upfront planning to minimum effort
Breakup functionalities into iterations and prioritize requirements
Customer Collaboration
Collective Ownership Team as whole is expected to take collective ownership of delivering the
solution
Emphasis on Validation over Verification Is the Right Product? Or Is the Product Right?
Fail Early, Fail Often and Continous Improvement
Levels of Agile Planning
Vision, For ..Who ..The ..That ..Unlike .. Product Provides
Roadmap, break down vision down into releases to describe how the obverallfunctionality required by the vision will be delivered
Release, how each release is break down into iterations to describe how functionality will be incrementally developed
Iteration, define tasks to be performed to develop User Stories required for Iteration
Daily, review progress against planned effort for the iteration
AGILE Mechanics Flow
Pro
duct
Bac
klog
Ana
tom
y
SP
RIN
Ts
Del
iver
y
Tes
t &
Qua
lity
Pro
duct
to b
e re
leas
ed
Stage Gate Model
Agile Planning
Initiating
Planning
Executing
Closing
0
10
20
30
40
50
60
70
80
Sec Ha
rden
ing
1588
WP1
Sec Lo
cal A
cces
s Ar
ea
SOAM
Nerd
Sec SN
MP V3
Extend
ed SNM
Pv3 Te
st
Reba
se TN5
.0
MMU3
A RL
WP1
MMU3
A ET
HSS
H
Capa
bility Ha
ndler
1588
WP2
MMU3
B WP4
TM LCH
IRM U
ser S
pace
SOAM
WP2
Centralised
Use
r
HW Sca
n Re
factoring
Linu
x Br
ing Up
& In
tern
al Com
mun
ication
TACA
CS +
Reba
se TN5
.0 sec
ond
MMU3
A RL
WP2
MMU3
B WP5
(WP6
?)
NANS
refactoring
Kernel Spa
ce
1588
WP2
B
SOAM
WP4
Reba
se TN5
.0 th
ird
Port Protectrio
n
NERD
& EPS
MMU3
B (A
NS) W
P6
MMU3
B WP6
RL on CN
Part 2
Radius
CN Start U
p
SOAM
WP3
RPS 9
RPS 10
Lice
nsing Sp
rint 1
Deminers 1:
NFS
QinQ
Extend
ed Bac
kward Co
mpa
tibility
1588
WP2
C
Misc
ellane
ous Se
curit
y
MMU3
A RL
3 and
HLS
Gene
ric SFP
Secu
rity De
fault S
ettin
gs II
Reba
se TN5
.0 fo
urth
E1/T
1 Traffic
Port Protection Sp
rint 3
AT&
T Fu
ll
NPU3
D WP 1A
Secu
rity Co
nsolidation
ETH
Traffic
CN R
L Pa
rt 3
RPS 11
RPS1
2
MMU3
B WP7
(Beta)
Role Selec
tion &
Config
SW U
pgrade
Port Protection Sp
rint 3
SWP
TN Reb
ase an
d TR
s
Committ to planned delivery
Commit to actual delivery
Delay Moving Average
Agile Planning Improved
Initiating
Planning
Executing
Closing
Release
Initiating
Planning
Executing
Closing
Agile Planning vs Predicibility
Sprint
Release
Next Release
Why AGILE? High Success Rate
0% 20% 40% 60% 80% 100%
Traditional
Ad-Hoc
Lean
Agile
Iterative
Successful Challenged Failed
Copyright 2011 Scott W. Ambler www.ambysoft.com/surveys/
Case Study
Program in Telecommunication Industry 20 million euros development per year 18 Team + 3 Platform (HW) project Teams distributed among Italy, Sweden (2 sites), Hungary,
China Program Benefits
Develop a common SW to be used by three different product platform while continuing introducing new system functionalities
Apply common Agile practices among the three platform developments to develop common SW
Positioning
Dealing with complexity
Pro
duct
Bac
klog
Ana
tom
y
SP
RIN
Ts
Del
iver
y
Tes
t & Q
uali
ty
Pro
duct
to
be r
elea
sed
SP
RIN
Ts
SP
RIN
Ts
Working Procedure in pills
Product Backlog System Team prepares/updates Anatomy made by anatoms that could have dimension of
one iteration to be developed by a team composed by 7/8 people in 4/5 weeks Ceremonies
Go Meeting by System to present User Stories: User Stories prioritized according to MOSCOW
Commit Meeting by the team to present iterations scope according to Time Box approach, Time Breakdown Chart, Cost, Risks, expected delivery
Delivery Meeting by the Team SAT by Acceptance Test Team to evaluate if the quality is good enough to merge
delivery into main Latest System Version (LSV) Retrospective
Node & Network Test continuously evaluates quality on main LSV by executing specific Test Campaigns last 2 weeks
Risk Based Assessment, Every two Test Campaigns the quality of LSV and overall releases forecast
Master & Commander