Agile  TransformationKey  Considerations  for  successAgile  TransformationKey  Considerations  for  success

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The  field  of  IT  appears  to  be  ever-­changing,  with  new  tools,  technologies,  paradigms,  programming  languages,  etc.  being  introduced  to  the  marketplace  each  year.  

Yet,  while  the  field  is  evolving  practically  every  day,  the  fundamental  process  to  successfully  go  from  ideas  to  implementation  remains  the  same.  

When  it  comes  to  an  IT  organizational  transformation,  what  are  the  most  meaningful  ways  to  implement  a  shift  across  culture,  process,  and  structure  to  facilitate  increased  and  measured  value  to  the  business?

introduction

Scrums  are  one  of  the  most  dangerous  phases  in  rugby,  since  a  collapse  or  improper  engage  can  lead  to  a  front  row  player  damaging  or  even  breaking  his  neck.Source:  Haylen,  Paul  (2004).  “Spinal  injuries  in  rugby  union,  1970-­2003:  lessons  and  responsibilities”.  The  Medical  Journal  of  Australia  181  (1):  48-­50.

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discussion  guide

Why  does  Agile  matter?

What  hinders Agile  adoption?

Agile  patterns of  failure

Where do  we  start?

Questions

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application  delivery  lifecycleusual  points  of  failure

Source:  Forrester  Research,  March  2013  Global  Application  Life-­Cycle  Management  Online  Survey

Structured  processes  with  clear  accountabilities  fostering  collaboration  between  functions  such  as  development,  quality  assurance,  operations  and  information  security.

Performance  and  operations  embedded  in  the  development  lifecycle.  Service  levels  based  on  metrics  and  improved  through  automation.

Provides  ownership  and  governance  on  deploying  new  code  from  Dev,  Test  &  Production  environments.

Standardizing  and  automating  the  delivery  lifecycle  process  will  minimize  defects,  improve  business  continuity,  and  provide  quicker  resolution  times.

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Flexible,  iterative  delivery  processes  that  foster  collaboration  and  early  feedback.  

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agile  transformationthe  customer  premise

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• How  can  IT  be  a  more  effective  business  partner?• How  can  our  business  see  more  value  from  IT?  • How  can  we  increase  team  morale?• Is  my  technology  organization  executing  as  efficiently  as  they  could?

• How  can  we  mature  IT  to  be  a  business  innovator?• How  can  we  have  better  collaboration  within  IT?• How  can  we  lower  costs  and  increase  quality?• How  can  I  identify  and  mitigate  IT  risk?• How  can  I  get  my  development  resources  productive  more  quickly.• How  can  I  help  my  business  partners  accomplish  faster  time  to  market?

• Will  our  technology  scale  to  meet  our  business  demands?• Why  isn’t  Agile  working  for  us?

Questions  our  customers  ask  when  embarking  on  an  Agile  transformation

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making  the  case  for  Agileannual  surveys  continue  to  maintain  the  benefits  of  Agile

For  four  years  running,  the  top  three  benefits  of  adopting  agile  remain  the  same:  manage  changing  priorities,  team  productivity,  and  project  visibility.1

…the  one  common  theme  across  [the  factors  that  drive  high  performance]  is  that  high  performing  teams  get  it  right  when  it  comes  to  people  and  effective  interactions.2

1  VersionOne 9th Annual  State  of  Agile  Survey,  20142 Actuation  Consulting,  The  Study  of  Product  Team  Performance,  20143  The  Standish  Group,  The  CHAOS  Manifesto,  2013

By  far  the  methodology  receiving  the  greatest  credit  for  increasingproduct  profitability is  Agile/Scrum  – a  methodology  named  by  42.64%  of  respondents.2

It  is  critical  to  break  down  large  projects  into  a  sequence  of  smaller  ones,  prioritized  on  direct  business  value,  and  install  stable,  full-­time,  cross-­functional  teams  that  execute  these  projects  following  a  disciplined  agile  and  optimization  approach…Many  companies  routinely  deliver  software  at  half  the  cost  and  less  than  half  the  defects with  this  strategy.3

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what  hinders  agile  adoption?

What  Makes  Successful  Agile  Transformations?  So  why  are  some  organizations  still  experiencing  less-­than-­successful  agile  transformations?  Survey  data  indicates  that  when  agile  initiatives  fail,  it  is  often  because  of  issues  related  to  culture and  resistance  to  change.  Specifically  people  are  concerned  about  a  perceived  lack  of  up-­front  planning  and  a  loss  of  management  control  stigmatized  with  agile  practices.

Source:  VersionOne 9th  Annual  State  of  Agile  Development  Survey  2014

Leading  Causes  of  Failed  Agile  Projects

Barriers  to  Further  Agile  Adoption

*Respondents were able to make multiple selections.

*Respondents were able to make multiple selections.

STATE OF AGILE

Agile Success and Metrics

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WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?

9th

ANNUAL

STATE OFAGILE™

SURVEY

6%Not applicable/

Don’t know 38%Lack of

management support

33%Unwillingness of team to follow

agile

30%Insufficient

training

33%A broader

organizational or communications

problem

36%Lack of support

for cultural transition

37%External pressure

to follow traditional waterfall processes

42%Company philosophy or culture at odds

with core agile values

44%Lack of

experience with agile methods

LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.

BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.

44%Ability to change

organizational culture

35%Not enough

personnel with the necessary

agile experience

34%General

organizational resistance to

change

32%Pre-existing

rigid/waterfall framework

29%Management

support

24%Management

concerns about lack of upfront

planning

23%Business/user/

customer availability

22%Concerns

about a loss of management

control

16%No barriers

15%Confidence in methods for scaling agile

14%Concerns about the

ability to scale agile

13%Development team support

12%Perceived time

and cost to make the transition

1 1%Regulatory compliance

*Respondents were able to make multiple selections.

*Respondents were able to make multiple selections.

STATE OF AGILE

Agile Success and Metrics

VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.

10

WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?

9th

ANNUAL

STATE OFAGILE™

SURVEY

6%Not applicable/

Don’t know 38%Lack of

management support

33%Unwillingness of team to follow

agile

30%Insufficient

training

33%A broader

organizational or communications

problem

36%Lack of support

for cultural transition

37%External pressure

to follow traditional waterfall processes

42%Company philosophy or culture at odds

with core agile values

44%Lack of

experience with agile methods

LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.

BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.

44%Ability to change

organizational culture

35%Not enough

personnel with the necessary

agile experience

34%General

organizational resistance to

change

32%Pre-existing

rigid/waterfall framework

29%Management

support

24%Management

concerns about lack of upfront

planning

23%Business/user/

customer availability

22%Concerns

about a loss of management

control

16%No barriers

15%Confidence in methods for scaling agile

14%Concerns about the

ability to scale agile

13%Development team support

12%Perceived time

and cost to make the transition

1 1%Regulatory compliance

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• Organization   leadership   forces  agile  processes  within  existing  organization   structure  and  hierarchy

• Not  doing  any  up  front  planning• Leaving   testing  until  the  end  of  the  release• Lack  of  standards,   tools  or  automation• Not  looking  at  technical  debt  throughout   the  release• No  clear  definition  of  done• Lack  of  resource  dedication• Misunderstanding   of  the  product  owner  role  • Lack  of  traditional   program  management• Lack  of  collaboration   between  the  business,  development  and  Infrastructure  /  Operations

• Inability   to  provision   Infrastructure  and  environments

barriers  to  Agile  successagile  anti-­patterns

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agile  transformationa  major  organizational  change

Top-­down  training  is  needed  for  Agile  adoption  at  all  levels.  The  adoption  requires  changes  in  the  culture  and  structure  of  the  organization.

Source:  https://www.scrumalliance.org/community/articles/2014/october/enterprise-­agile-­adoption

Key  tenets  of  Agile:• Cross-­functional,  self-­directed  teams

• Product  backlogs• Minimally  Viable  Product• Regular  releases• Automation

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10 Robert   K.  Wysocki defines   five  discrete   models   of   project   delivery.   (Wysocki,   2009).  Chris  Ward   and   Leonardo   Legorreta adapt   Wysocki’s model   (Legorreta,   2009).

Plan-­Driven(Waterfall)

Agile IncrementalIterative

CharacteristicsLinear  planningIterative  planning

StrategicTacticalManaged  and  controlled

(explicit  milestones)Self-­organizing

Agile  continuumwhere  should  you  sit?

A  blended  method  (one  that  incorporates  some  waterfall  and  some  agile)  is  chosen  most  often  (43%)Source:  Actuation  Consulting  2013  research

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Agile  continuumthe  right  middle  ground

Water Scrum Fall

Sprint  0  -­ Preparation  for  sprint  activities:• Scope  planning• Architecture  analysis• Test  planning

• Backlog  refinement• Design,  build,  unit  test  and  deployment  to  QA

• Functional  test• User  Acceptance  Test

• Final  System  Integration  Test

…there’s  a  good  water-­Scrum-­fall  and  a  “bad”  water-­Scrum-­fall.Good  water-­Scrum-­fall  is  when  teams  do  just  enough  preparation  and  planning  before  normal  Scrum  sprints  happen  (sprint  0  planning),  testing  starts  earlier,  and  “done”  is  well-­defined,  with  clear  and  complete  testing  objectives.  Deployable  code  is  staged  at  every  sprint  – not  necessarily  in  production,  but  ready  to  be  deployed.  Bad  water-­Scrum-­fall  is  when  most  requirements  are  set  up  front  rather  than  iteratively  refined,  sprint  0  is  executed  like  a  traditional  requirements  step  instead  of  a  planning  one,  and  testing,  integration,  and  release  are  afterthoughts.Source:  Forrester,  How  can  you   scale  your  agile  adoption,  2014

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agile  transformationwhere  to  start

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• Answer  the  question  “Why  should  we  change?”• Think  about  the  Agile  mindset  and  principles  from  top-­down,  but  execute  starting  from  the  bottom-­up.  

• Develop  a  strategic  transformational  roadmap  plan  that  articulates  the  evolution  of  the  organizational  structure,  maturation  of  processes,  communications,  and  a  roll-­out  plan

• Embrace  Agile,  but  start  small• Focus  on  feature  or  service  teams  where  functional  and  technical  dependencies  are  minimalized

• Create  scrum-­like  teams  around  these  teams• Focus  on  backlog  creation  and  incremental  releases• Increase  level  of  automation

• Measure  progress  and  modify

What  gets  measured  gets  managed.-­Peter  Drucker

Create  an  operating  model  at  a  smaller  level  within  the  organizational  and  cultural  constraints,  that  can  then  scale  more  broadly  as  the  organizational  implications  are  understood,  and  trust  is  gained  as  progress  is  measured.

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Thank  you.

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Appendix

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agile  transformationreasons  for  adopting  agile

15 1VersionOne  9th Annual  State  of  Agile  Survey,  2014

STATE OF AGILE

Company Experience and Adoption

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AGILE MATURITY

9th

ANNUAL

STATE OFAGILE™

SURVEY

Consistent with last year, most respondents adopted agile practices to accelerate product delivery (59%) or enhance their ability to manage changing priorities (56%). However, in 2014, productivity (53%) has moved into the top 3, outranking last year’s #3 response—improved IT and business alignment.

REASONS FOR ADOPTING AGILE

59%Accelerate product delivery

56%Enhance ability to manage changing priorities

53%Increase productivity

46%Enhance software quality

44%Enhance delivery predictability

40%Improve business/IT alignment

40%Improve project visibility

38%Reduce project risk

26%Improve team morale

25%Improve engineering discipline

23%Reduce project cost

22%Increase software maintainability

20%Better manage distributed teams

34%

Had teams that are in the early adoption phase

with agile

42%

Had teams ranging from very early to mature adoption

18%

Had teams with mature adoption

Nearly 80% of respondents had at least some distributed teams practicing agile within their organizations, up from 35% just two years earlier.

More than 90% of respondents’ organizations had adopted agile in their software organizations.

DISTRIBUTEDAGILE TEAMS

2014 2012

*Respondents were able to make multiple selections.

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Minimum  Viable  Product  (MVP)

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What  is  wanted  vs.  what  is  delivered