Introducing Agile to the Enterprise

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Introducing Agile to the Enterprise Getting your company to give up the Gantt chart and learn to love software development

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Transcript of Introducing Agile to the Enterprise

Page 1: Introducing Agile to the Enterprise

Introducing Agile to the Enterprise

Getting your company to give up the Gantt chart and learn to love software development

Page 2: Introducing Agile to the Enterprise

Who Am I?

• Kendall Miller• One of the Founders of Gibraltar Software– Small Independent Software Vendor Founded in 2008– Developers of VistaDB and Gibraltar– Engineers, not Sales People

• Enterprise Systems Architect & Developer since 1995• BSE in Computer Engineering, University of Illinois

Urbana-Champaign (UIUC)• Twitter: @KendallMiller

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What Do We Do?

VistaDB

Gibraltar

The easy-to-deploy, SQL Server-compatible, pure .NET embedded database.

Advanced logging and analysis of errors, performance, and usage patterns for .NET web apps, desktop apps and services

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Fair Warning

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Development

Team

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Development

Team

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Why Agile?

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Why Agile?

• No idea or control over cost or schedule• Constant rework and re-testing• Ongoing distractions• Contention between business units

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Agile Manifesto

Individuals and Interactions

Processes and Tools

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Agile Manifesto

Working Software

Comprehensive Documentation

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Agile Manifesto

Customer Collaboration

Contract Negotiation

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Agile Manifesto

Responding to Change

Following a Plan

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Agile Isn’t Coding Without a Plan or Requirements

Hard Stop

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“I love that you were able to demo functionality so early on and make the

changes we wanted. Now you just need to tell us exactly when the remaining functionality will be

completed”- A Senior Program Manager

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“You built exactly what we asked for, but now that we see it, it’s all wrong.

Can you do redo it in the next two weeks?..

.. Why can’t you say when everything else will get done?”

- A Senior Customer Stakeholder

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Business Goals

• Create and Follow a Plan• Predictable Cost and Schedule• Clear agreements between parties• Clear accountability• Easy status reporting and monitoring

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How’d We Get Here?

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How’d we get here?

Control Cost through Eliminating Waste

• Code once• Test once• Don’t code unnecessary stuff

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How’d we get here?

Processes Embody a Method to Achieve A Goal

Follow the process and you can’t help but achieve the goal

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How’d we get here?

Processes are a Surrogate for the Goal

• Hard to argue against doing things• No one is really sure what would happen

if they were changed or removed

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How’d we get here?

Processes Stand In for Trust• I can trust the Process not the People• We can Blame the Process• Easier than doing the hard work of

Managing your People

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Political Problems Can’t be Solved with your Software

Development Process

Hard Stop

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Organization Fit

Process Risk

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Organization Fit

NASA

Risk

Proc

ess

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Organization Fit

Typical Enterprise

Proc

ess

Risk

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The higher the P/R ratio, the more management Buy-in you must have

Hard Stop

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Is Agile a Fit for my Shop?

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Organization Fit

Values Results over Compliance

• Can you read the Agile Manifesto without laughing?

• Organization needs to Want to Ship

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Organization Fit

Can see unfinished work• Without punishment for it being

unfinished

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Organization Fit

Can Collaborate across Teams

• Everyone it takes to build the solution• Everyone it takes to publish the solution

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Organization Fit

How Much Trust?• Find a project team that has the trust of

the business and go with them first.• Less trust requires more formal

agreements (until Agile is impossible)

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If you can’t find the Team and the Project, it’s the

wrong Time.

Hard Stop

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Selling Agile to the Business

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Agile Selling Points

You Will get Everything you Need

• We’re working on your most important items (says you) each sprint

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Agile Selling Points

You have a Buying Choice every Sprint

• If it’s good enough, we can stop• If it’s no longer a good investment, we

can stop

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Agile Selling Points

We can change on a dime• How often does your business climate

change?• How transformative is the project?

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Agile Selling Points

No surprises on what it does

• No disappointment it isn’t all you hoped for

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Agile Selling Points

Build confidence in the Solution instead of the Process• No disappointment it isn’t all you hoped

for• Nothing beats real users with real data

on real servers

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Things that Don’t Sell

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Agile Selling Points that Fail

Lower Cost• Visible rework and chaos

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Agile Selling Points that Fail

Done Sooner• You can’t give them date certainty• Iterations instead of measure twice cut

once

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Agile Selling Points that Fail

Higher Quality Solution• Quality is subjective• Businesses rarely prioritize User

Experience over Cost & Schedule

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Ways Teams Sabotage Agile

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Agile Anti-Patterns for Devs

Not providing a Project Plan• Track interactions between development

and external dependencies• Team, not individual assignments• Externally observable results

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Agile Anti-Patterns for Devs

Making Waterfall Promises• Work out rolling UAT options• Buffer external dependencies• Evangelize advantages of rapid iterations

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Agile Anti-Patterns for Devs

Ignoring Project Documentation

• Document expectations and outcomes• Project History (for larger projects)• What would you want to inherit?

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Agile Anti-Patterns for Devs

Not Accommodating Product Feedback Immediately

• Changes/Defects/New Features are equally valid for work

• Get to Done-Diddly-Done-Done-Done

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Critical Lessons Learned

• Political problems can’t be solved by process

• High Process requires Enthusiastic Management

• Pick the right Team and Project

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Additional Information:

Websites– www.GibraltarSoftware.com– www.eSymmetrix.com

Follow Up– [email protected]– Twitter: kendallmiller