Journey of Agile Tathagat Varma VP, Strategic Process Innovations & HR, [24]7 Innovation Labs

The GenesiS...... New products New Services New Markets New Features Improvements Enhancements Extensions Friction New Tech Competitor Opportunity Initiative

From Idea to CaSH

Minimize Investment Minimize Time to Market Maximize ReturnS Business success factors

Waterfall Model Wrongly inspired by assembly-line manufacturing Economics supported measure twice, cut once leading to up-front planning and BDUF Single-pass, sequential process with hand- offs and feedback loops between adjoining phases Transition to next phase only upon completion of current phase Focus on Documentation

Waterfall Software Development Picture from h-p://damonpoole.blogspot.in/2009/07/tradi=onal-development-game-of.html Limitations and Assumptions 1. Wrong analogy: Software development Production 2. Customers know EVERYTHING upfront and that requirement wont change 3. Legacy: implicitly assumes CPU time is costly, so focuses on doing everything upfront to minimize machine time for trial and error 4. Wicked Problem: Designers and developers know how exactly how to build 5. Very long feedback cycles not suitable for todays pace of innovation

Waterfall challenges: Poor Visibility h-p://www.agilenutshell.com/agile_vs_waterfall

Waterfall challenges: Poor Risk Management h-p://www.agilenutshell.com/agile_vs_waterfall

Waterfall challenges: Poor Quality h-p://www.agilenutshell.com/agile_vs_waterfall

Cost of Fixing Defects in Waterfall Model h-p://msdn.microsoB.com/en-us/library/bb756611.aspx

Waterfall challenges: Poor Change Management h-p://www.agilenutshell.com/agile_vs_waterfall

Preamble to Agile Movement Software Crisis, 1965-85: The major cause of the software crisis is that the machines have become several orders of magnitude more powerful! To put it quite bluntly: as long as there were no machines, programming was no problem at all; when we had a few weak computers, programming became a mild problem, and now we have gigantic computers, programming has become an equally gigantic problem. Edsger Dijkstra, The Humble Programmer

Software Crisis The causes of the software crisis were linked to the overall complexity of hardware and the software development process. The crisis manifested itself in several ways: Projects running over-budget. Projects running over-time. Software was very inefficient. Software was of low quality. Software often did not meet requirements. Projects were unmanageable and code difficult to maintain. Software was never delivered.

Why? Process: Long-lead development process ineffective in a dynamic and global world Management: Command and control model unsuitable for fostering collaboration required to solve complex problems Technology: Advancements in computers, compilers, debugging and testing tools greatly altered the economics of software development Innovation: in the age of hyper-innovation, old processes were simply ineffective

As a result, software is Late Buggy Costly

and the costs.......? h-p://leadinganswers.typepad.com/leading_answers/es=ma=ng/ h-p://www.agileforall.com/dyk/

Software Project Failure Rates Standish Report

so, why do projects fail?

Why?

h-p://www.emilianosoldipmp.info/wp-content/uploads/2012/08/Stacey.png Thats the problem we need to solve! And these are the methods we are using!!!

But we want software to be

What is the most important part in these machines? The Brakes!!! They let you go faster

Agility vs. Discipline? h-p://www.ibm.com/developerworks/ra=onal/library/edge/08/feb08/lines_barnes_holmes_ambler/

Spiral h-p://en.wikipedia.org/wiki/File:Spiral_model_%28Boehm,_1988%29.svg

Incremental Development Incremental development is a scheduling and staging strategy in which the various parts of the system are developed at different times or rates, and integrated as they are completed. It does not imply, require nor preclude iterative development or waterfall development - both of those are rework strategies. The alternative to incremental development is to develop the entire system with a "big bang" integration

Iterative Development Iterative development is a rework scheduling strategy in which time is set aside to revise and improve parts of the system. It does not presuppose incremental development, but works very well with it. A typical difference is that the output from an increment is not necessarily subject to further refinement, and its' testing or user feedback is not used as input for revising the plans or specifications of the successive increments. On the contrary, the output from an iteration is examined for modification, and especially for revising the targets of the successive iterations.

Incremental vs. Iterative h-p://www.infoq.com/resource/news/2008/01/itera=ng-and-incremen=ng/en/resources/ Pa-on_Incremental_Itera=ve_MnaLisa.jpg

h-p://itsadeliverything.com/wordpress/images//itera=ve-incremental-mona-lisa.png Incremental and Iterative

Advent of Agile and Lean Methodologies 1970: Royce critiques Waterfall and offers improvement ideas 1986: Barry Boehm proposes Spiral Model 1971: Harlan Mills proposes Incremental Development 1987: Cleanroom Software engineering 1991: Sashimi Overlapping Waterfall Model 1992: Crystal family of methodologies 1994: DSDM 1995: Scrum 1996: Rational Unified Process framework 1997: Feature Driven Development 1999: Extreme Programming Explained 2001: Agile Manifesto is born 2003: Lean Software Development 2005: PM Declaration of Interdependence 2007: Kanban-based software engineering 2008: Lean Startup 2009: Scrumban 20xx: Something new !?! (hopefully!)

Agile Principles Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Working software is the primary measure of progress. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Continuous attention to technical excellence and good design enhances agility. Business people and developers must work together daily throughout the project. Simplicity--the art of maximizing the amount of work not done--is essential. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The best architectures, requirements, and designs emerge from self- organizing teams. The most efficient and effective method of conveying information to and within a development team is face-to- face conversation. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Waterfall vs. Agile h-p://www.agilenutshell.com/agile_vs_waterfall By doing them con=nuously: Quality improves because tes=ng starts from day one. Visibility improves because you are 1/2 way through the project when you have built 1/2 the features. Risk is reduced because you are ge[ng feedback early, and Customers are happy because they can make changes without paying exorbitant costs.

h-p://www.targetprocess.com/blog/wp-content/uploads/2009/06/agile_waterfall-792810.png

Waterfall vs Agile Risk of Change h-ps://en.wikipedia.org/wiki/File:Agile-vs-itera=ve-ow.jpg

Waterfall vs Agile - mindset h-p://www.isixsigma.com/new-to-six-sigma/design-for-six-sigma-dfss/doing-some-soBware-six-sigma-and-agile- %E2%90%98mythbus=ng%E2%90%99/

Schneider Culture Model h-p://www.infoq.com/ar=cles/organiza=onal-culture-and-agile

Agile Culture h-p://collec=veedgecoaching.com/wp-content/uploads/2010/07/Agile-Culture-Quad-diagram-results2.png

Agile Development Value Proposition h-p://www.versionone.com/Agile101/Agile_Benets.asp

Role of Management h-p://www.thoughtworks-studios.com/sites/default/les/assets/agile_leadership.png

Agile ROI h-p://www.agileload.com/agileload//blog/2012/10/22/agile-performance-tes=ng-process---whitepaper

Feedback Loops

agile lifecycle big picture

feedback loop in agile lifecycles

test-code-refactor loop

from daily builds to the project

Scrum

Recap... Economies of software development continue to evolve & impact s/w development Waterfall was (perhaps) the best we had back then, even if it was bad! Agile reflects contemprary thinking in process, people and tools Fundamental tenet is continuous feedback and improvement Agile thinking is more important than specific methods and mechanics Focus on getting the right talent and let them self-organize

Questions