Scaling Agile Across the Enterprise
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Transcript of Scaling Agile Across the Enterprise
An InformationWeek Webcast An InformationWeek Webcast
Sponsored bySponsored by
Entering the Scrum: Taking the First Steps on
Your Agile Journey
Webcast LogisticsWebcast Logistics
TodayToday’’s Presenterss Presenters
Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC
Steve Kovsky Contributing Editor
InformationWeek
TodayToday’’s Agendas Agenda
Understanding Agile • Definitions & History • Guiding Principles
• Thought Leadership
Adapting Agile to the Enterprise • Agile’s Evolution • Why Agile
Running Agile at Scale • Challenges
• Best Practices
• Successes & Rewards
Enterprise Agile OutlookEnterprise Agile Outlook
“If last year saw the tipping point for agile, this year will
see the blood on the boardroom carpet…”
“If last year saw the tipping point for agile, this year will
see the blood on the boardroom carpet…”
“When clients told me of their plans to use Scrum on a $5 million
project with 400 developers in three countries I found myself
excited and a tad scared – bit like sitting in a roller coaster for the
first time.”
“When clients told me of their plans to use Scrum on a $5 million
project with 400 developers in three countries I found myself
excited and a tad scared – bit like sitting in a roller coaster for the
first time.”
As agile becomes a strategic tool at the enterprise level we are going
to see some great success, often in surprising areas . . . But we are
also going to see some spectacular cock-up’s.
As agile becomes a strategic tool at the enterprise level we are going
to see some great success, often in surprising areas . . . But we are
also going to see some spectacular cock-up’s.
The Allure of AgileThe Allure of Agile
Effectiveness of Agile software development compared to traditional approaches
Dr. Dobb's Journal
7
Scaling Agile Across the Enterprise
Armond Mehrabian @armond_m
Enterprise Agile Coach and Trainer CSP, PMP, SPC
Poll Poll # # 11
How widely are Agile methods being used across your company?
1. Not at all
2. In some pockets
3. In the majority of projects
4. Agile is institutionalized at my company
5. I don’t know
Poll Poll # # 22
How would you rate your proficiency level in Agile concepts?
1. Never heard of it
2. Familiar with the concept but have no experience with it
3. I have less than a year of experience with it
4. I am a practitioner
5. I can teach it
10
ag·ile Adjective: Able to move quickly and easily, well coordinated and adaptable
character.
Synonyms: active, nimble, quick, spry, alert
Antonym: lethargic, slow, clumsy, awkward
The Manifesto for Agile
Software Development - 2011
11
“We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have
come to value:
12
Agile Principles Agile Principles –– The Agile ManifestoThe Agile Manifesto
http://www.agilemanifesto.org
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the
items on the left more”
Thought Leadership
13
Scaling Agility Across the
Enterprise
14
“A startup is a human institution
designed to deliver a new product or
service under conditions of extreme
uncertainty.
It has nothing to do with the size of the
company, sector of the economy or
industry.”
- Eric Ries
Iterative
Processes
Spiral RAD RUP…
Agile (Adaptive)
Processes
Scrum, XP, Lean, Open UP, FDD, Crystal…
1970 1980 1990 2000
Predictive
Process
2010
Enterprise Agility
Yahoo, BMC,
Google, John Deere,
SalesForce
Agile Process Movement
15
Setting the ContextSetting the Context: : Why AgileWhy Agile??
16
Verification
Implementation
Design
Requirements
�
Software
�
Software
�
Software
�
Software
�
Software
�
Software
�
Software
�
Software
Documents Documents Unverified Code Software
Month 1 Month 2 Month 3 Month 4 Start
� ��� � �
We’ll be focusing on the question, “Why Agile?” and “How do we do it at
scale?”
We’ll be focusing on the question, “Why Agile?” and “How do we do it at
scale?”
Setting the ContextSetting the Context
17
Scrum is the most widely used Agile frameworks for teams.
We’ll see how it scales to the enterprise.
Scrum is the most widely used Agile frameworks for teams.
We’ll see how it scales to the enterprise.
Team
Value Timebox
Lots of Scrum teamsLots of Scrum teams
18
So why hasnSo why hasn’’t it caught on in larger companiest it caught on in larger companies??
19
• Where are the management
roles:
• Product Management?
• Project Management?
• Dev/QA Management?
• Where are the Technical Specs?
• Can anything significant get
done in 2 weeks?
• How will our 500 engineers on 5
continents collaborate?
20
The Scaled Agile Framework is a proven framework for applying Lean and Agile
practices at enterprise scale
The Scaled Agile Framework
See Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise and www.scalingsoftwareagilityblog. com
�Well codified in books and
web
�Synchronizes vision, planning,
interdependencies, and
delivery of many teams
�Works well for teams of 50-
100
�Has been scaled to over
hundreds of teams and
thousands of people
�For more info, see
ScaledAgileFramework.com
V0.81
The Scaled Agile Framework Big
Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
V0.81
The Scaled Agile Framework Big
Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
Release Planning Day
23
V0.81
The Scaled Agile Framework Big
Picture
See www.scalingsoftwareagilityblog.com and Leffingwell, D. Agile Software Requirements: Lean Requirements Practices for Teams, Programs, and the Enterprise, Addison-Wesley (Pub. 2011)
Scaled Agile Gets Business Scaled Agile Gets Business RResultsesults BMC Software
• We increased individual developer and team productivity by an estimated 20 percent to 50 percent
John Deere Intelligent Systems Group
• Field Issue resolution time: down 42%
• Warranty Expense: down 50%
• Time to production: down 20%
• Time to market: 20% faster • Employee engagement: Up 9.8% (from 71 to 78)
Source: QSM Associates Press Release, Sep 10, 2007
Source: Chad Holdorf of John Deere, at Rally Agile Portfolio
Management Roadshow, Dallas, TX, Dec. 13, 2011
Real Business Benefits
Our agile teams
introduced 50% less
defects into production
− confidential
Our agile teams
introduced 50% less
defects into production
− confidential
Agile teams average 37-
50% faster to market
− QSM research
Agile teams average 37-
50% faster to market
− QSM research
“Agile turned my frown upside
down” Significant increase in employee
engagement - John Deere
“Agile turned my frown upside
down” Significant increase in employee
engagement - John Deere
We experienced a 20-50% increase in
productivity
− BMC Case Study
We experienced a 20-50% increase in
productivity
− BMC Case Study
The Scaled Lean|Agile Journey • A company does not become a Lean|Agile
enterprise; instead, it is continuously becoming
more Lean|Agile
Agile Teams
Agile Programs
Agile Technical Practices
Agile Portfolio Management and Agile Architecture
Lean Thinking Enterprise
28
Lean Thinking House
Product
Development Flow
29
Email: [email protected]
Twitter: @armond_m
Blog: http://portofinosolutions.wordpress.com
http://www.scaledagileframework.com
http://www.scalingsoftwareagilityblog.com
Dean Leffingwell Drew Jemilo
Colin O’Neal Alex Yakyma
www.scaledagile.com
Thank you for attending…
QQ&&A SessionA Session
Armond Mehrabian Enterprise Agile Coach and Trainer CSP, PMP, SPC
Steve Kovsky Contributing Editor
InformationWeek
Resources Resources
For more information please visit:
http://www-01.ibm.com/software/rational/agile/