Do the agile right in an enterprise ! IBM … · Do the agile right in an enterprise ! ... Leadership Coaches Network Poppendieck Partnership on formal Agile training 80% of SWG teams

Do the agile right in an enterprise !IBM 솔루션을통한올바른전사적애자일적용

Ohsung Kwon ([email protected])

Rational Software, IBM Korea

© 2012 IBM Corporation2

The Premier Event for Software and Systems Innovation

Agenda

1

3

2

Agile Status & Challenges

IBM Agile Transformation

8 Key Success Factors of Enterprise Agile Adoption with IBM solutions

4 Final Thought : Top 10 IBM Lessons Learned



Agile Development Is Rapidly Becoming The Norm



Why Agile? Because It Works!



What Agile Is NOT !!



Domain ComplexityStraight-forward

Intricate,emerging

Compliance requirement

Low risk Critical,audited

Team sizeUnder 10

developers1000’s of

developers

Co-located

Geographical distribution

Global

Enterprise discipline

Projectfocus

Enterprisefocus

Technical complexity

HomogenousHeterogeneous,

legacy

Organization distribution(outsourcing, partnerships)Collaborative Contractual

ScalingFactors

Flexible Rigid

Organizational complexity

Scaling Agility Is A Common Issue



Enterprise Agile Adoption Are Very Challenged !

Lost momentum of the sponsorshipLack of adoption roadmap & strategiesInsufficient qualified and skilled coachesInappropriate usage of agile practicesLack of tool automationPoor execution Ad-hoc measurement on initiative“Agile culture” not establishedIneffective continuous improvement



1Q07• Initiated WW training and

established a network of instructors

2006 & earlier

1Q08• Enhanced curriculum significantly

• Established IBM-wide Communities

• Kicked off Agile/Lean Center of Competence

4Q08• Middle managers and executive training to

facilitate cultural modifications

• Through CoC engagements, coaches network emerging

Experience reports

Center of

Competence

PM and Mgr

training

Deep Dives

Communities

Motivated project

teams become

early adopters

Collaborative

Leadership

Coaches Network

Poppendieck

Partnership

on formal

Agile training

80% of SWG teams exploiting agile practices

from grass roots to wide spread adoption…

IBM’s Agile Transformation



Note: Goals are either internal IBM statistics or industry benchmarks.

Metric Goal 2006 Measurement 2011 Measurement

Maintenance / Innovation 50/50 42% / 58% 31% / 69%

Customer Touches / Product 100 ~10 ~ 400

Customer Calls -5% YoY ~ 135,000 ~100,000 (-19% since 2009)

Customer Defect Arrivals -5% YoY ~ 6,900 ~2200

On Time Delivery 65% 47% 94%

Defect Backlog 3 Months 9+ Months 3 months

Enhancements Triaged 85% 3% 100%

Enhancements into Release 15% 1% 21%

Customer Sat Index 88% 83% 88%

Beta Defects Fixed Before GA 50% 3% 95%

Cost of Poor Quality ~ $10,000,000 ~ $5,600,000

IBM Rational’s Rewards and Returns



1. Motivation2. Agile Culture3. People & Roles4. Process5. Technical Infrastructure6. Communications7. Education & Training8. Measurements

8 Key Success Factors of Enterprise Agile Adoption



“it’s the latest buzz”

“my VP said we had to”

“everyone else seems to be moving there”

“we need to shave 2 months off the release schedule”

Why are you considering agile?

Motivation: Why Agile?

Think…

What problem are you trying to solve? What opportunity are you chasing?

“Can agile help us with these

challenges?”



Motivation : Agile Readiness Check and Analysis

Results summarized graphically to highlight client gaps against best practices

Rating Rating Criteria5 Fully Meets (100%)4 Substantially Meets (75%)3 Partially Meets (50%)2 Lightly Meets (25%)1 Does not Meet (0%)

Category Number Organization Level Practices <client> ASD

1 Accelerators are planned for and used 1 5

2 Strong focus on project management (art and science) 1 5

3 Standard agile/lean PM and SDLC methods exist and are improved by practicing staff 1 5

4 Large or complex initiatives are decomposed into multiple smaller projects 1 5

5 A delivery construct exists to integrate the business and IT as one team 1 5

6 Delivery construct integrates specialist support resources 1 5

7 Resource deployment and management is centralized 1 5

8 Active business and I/T executive sponsorship exists 1 5

9 Roles and responsibilities are clearly defined for all team members 1 5

10 Experienced, qualified resources are engaged 1 5

11 Core team resources are dedicated to the project 1 5

12 Standard project metric attributes are collected 1 5

13 Accelerator usage is baselined and tracked 1 5

14 Standards are well defined or there is a mechanism to select one 1 5

15 Tools are in place to support iterative, incremental development 1 5

16 Infrastructure that supports iterative development exists and is consistently used 1 5

17 Client strategic products and architectures are iteratively enabled through project delivery 1 5

Rating

Metrics

Technology

Process

Org

People / Skills

Number Project Level Accelerators <client> ASD1 Onsite customer / Co-location with project team 1 5

2 Collaborative Planning 1 5

3 Small releases / Timeboxing 1 5

4 Test First / Testing Specialist and tools 1 5

5 Refactoring 1 5

6 Peer programmer assistance (10 minute rule) 1 5

7 Coding standards 1 5

8 40 hour week 1 5

9 Scope prioritization 1 5

10 Iterative analysis, prototyping/design & development 1 5

11 Facilitated Joint Application Requirements & Design 1 5

12 Reuse when it makes business sense 1 5

13 Agile (but scalable) processes and documentation 1 5

14 Small, dedicated project teams (4 to 8) 1 5

15 Dedicated facilities and equipment 1 5

Rating

0

1

2

3

4

51

2

3

4

5

6

7

8

910

11

12

13

14

15

16

17

<client>

XP

ASD



Agile concepts are embraced by the leadership, stakeholders, and teams

Agile myths and misconceptions are dispelled

Agile Culture



Agile Culture : Drive right THINKING !

Focus on delivering visible value to stakeholders regularlyFocus on high-value activitiesAgile teams are self organizingDisciplined agile teams are governed appropriatelyQuality focusedCollaborative and evolutionary

Significant culture change

“Uses continuous stakeholderfeedback to deliver high-quality, consumable code through user stories and a series of short, time-boxed iterations.”

Agile Define (IBM)



2. Scrum master(s) or Team lead(s) identified and accepted by

the team

3. Stakeholders are identified and understand

their responsibilities

4. Agile coaches are identified grown to support agile project teams

1. Product owner(s) identified and embrace the role and responsibilities

People & Roles



• We work in both component and feature teams

Feature Team Component Team

Responsible for complete customer feature across products/components

Responsible for only part of a customer feature

Minimized dependencies Dependencies between teams leads to additional planning

Iterative development, split stream More sequential development due to adoption sequence

Optimizes customer value Optimizes for a particular component

People & Roles : Team Structure



People & Roles : Assistance NetworkAgile Team 1. Quality Software Engineering (QSE)

Corporate wide team

Focus on education deployment, mentoring, community facilitation with strong focus on Agile/Lean practices

2. Agile/Lean Center of Competence

SWG team of experienced Agile/Lean practitioners

Perform as ‘hands on’ coaches for teams to assist in practice adoption acceleration

Transition coaching expertise to brand teams

Develops emerging education/training materials and teaches the teachers (QSE)

Works with process teams surrounding development to remove obstacles



Process

1. E2E software development & delivery cycle have been covered

2. It should be incrementally and independently adopted, and measured

3. Mapped to operational objectives and practitioner pain points



The Disciplined Agile Delivery (DAD) process framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery.

It has a risk-value lifecycle, is goal-driven, scalable, and is enterprise aware.

Process : Disciplined Agile Delivery (DAD)



RMC Practices

Process : Jazz Team Development Practices

APIfirst

endgame

retrospectives

always havea client

continuousintegration

new & noteworthy

adaptiveplanning

continuous testing

drive with open eyes

validatereduce stress

learnvalidate

update

show progresslivebetas

feedback

signoff

end of iterationdemos/reviewsranked

product backlogburndown stories

daily standup

definition ofdone

iterativedevelopment

consume yourown output

adoptionsrules of the road outside-in

scenarios



1) For agile release planning and management

2) For automated builds and automated test execution

3) Stable builds with automated tests are run on demand

Technical Infrastructure



Facilitates the principles of high-performance teams

WorkingSoftware

WorkingSoftware

Individuals InteractionsIndividuals Interactions

Respond to ChangeRespond to Change

CustomerCollaborative

CustomerCollaborative

TransparencyObjective commonalityProject health checksContext drive

Process flexibilityIterative plan-executionMultiple releasesJIT code reviews

Starting ad-hoc teamsTeam awarenessProcess awarenessAd-hoc sharing

Continuous integrationManage team assetsChange drivenIntegrated / traceable n

IBM Rational Team Concert

transparent integrated presence wikis OPEN real-time reporting chat automated hand-offs Web 2.0 custom dashboards automated data gathering EXTENSIBILITY Eclipse plug-ins services architecture FREEDOM TO CREATE

Technical Infrastructure : Rational Team Concert Helps To Adopt and Scale Agile Development



Technical Infrastructure : RTC Adoption – Across All of IBM

In less than 3 years, Rational Team Concert adoption in IBM has grown to more than 65,000+ users. RTC use was not mandated but as you will see was driven by developers, project leads and management needs.

An ALM solution MUST appeal to all three roles to succeed

Oct08Jan09

Apr09Jul09

Oct09Jan10

Apr10Jul10

Oct10Jan11

Apr11Jul11

Oct11Jan12

Apr12Jul12

Oct12

0123456789

10

Jazz File System Size (TB)

Oct08Jan09

Apr09Jul09

Oct09Jan10

Apr10Jul10

Oct10Jan11

Apr11Jul11

Oct11Jan12

Apr12Jul12

Oct12

0

5

10

15

20

25

Number of Jazz Users ('000s)

Oct08Jan09

Apr09Jul09

Oct09Jan10

Apr10Jul10

Oct10Jan11

Apr11Jul11

Oct11Jan12

Apr12Jul12

Oct12

0

20

40

60

80

100

120

Number of Jazz Repositories Hosted



1. A communication plan has been created - what, who, frequency, and mechanisms to be used and accounts for agile and non-Agile stakeholder needs.

2. Sharing agile development experiences with other teams is planned.

Communication



SWG VP SteeringCommittee

Engage

Develop and Harvest

Improve

Refine and Share

Time to Market Time to DeployQuality Predictability

Effectiveness

PMOSWGPMO

Pilots

SWG Strategy and Technology Partners

Realizing Improvements

Quality

EffectivenessTime to DeployTime to Market

Predictability

Corporate IPDLegal

GlobalizationQuality

…

ITD/IMBPDSTG PMO

QSE

SWG/STGDevelopmentCommunity

Support

Drive change

ExecuteSWG

Agile/Lean CoC

Governance

Team

Communication : SWG Agile/Lean Acceleration Program

…..via Steering Meeting, Town hall Webcast, Agile Coach Forum, Agile Discussion Forum, Special Events, Agile Overview, and etc



2. Needed coaches or mentors are in place to support the new agile team

1. An education and training plan has been executed for the “Whole Team” based on the role they play

Education & Training



AGILEAGILE

ITERATIVEITERATIVE

WATERFALLWATERFALL

Distance LearningTook same training and delivered parts over the webAble to break it up into smaller chunksSlow reaction to market changes

1980’s

1990’s

PresentContinuous

LearningAgile Planning

20% classroom80% applied

CommunitiesPeople sharing experiencesInformation moves across the org without regard for timezones or physical boundariesFlexibility in when and where and how muchQuick to react to market changes

Training ProgramsFormal Training Programs (instructor led)Primarily face to faceLearning in large chunks (expect 15% retention)Slow reaction to market changes

Formal TrainingRigid Planning80% classroom

20% applied

Education & Training : Taking Different Paradigm For Learning



l e a nsoftware development

• Poppendieck collaboration–Two day Disciplined Agile Workshop (9000+ trained)

• Additional focused workshops –Leading Agile Teams & Project Management

• Deep dives on practices–“show me how its done right in SWG today”

• Lean Series–Complements Agile curriculum

• Collaborative leadership workshop–Focused on middle management and executives to

enable collaboration over isolation or coordination

Education & Training : Corporate Agile/Lean Training

“Growing” Agile Coaches•1 experienced coach can coach two teams (10 people each) on one project at a time. While doing so, they can also develop one agile coach with each team.

•Senior coaches can develop coaches about 3 months, but typically it takes 6 months to develop new coaches



4. Regular Team Reflections are planned to confirm, refine and improve actions.

1. Metrics to support project decision making have been identified by the stakeholders.

3. Metrics collection and analysis are automated and visible to stakeholders.

2. Process baseline metrics are captured at the start of the projects.

Measurements



Dimensions Team(In Process)

Middle Management(Development Mgmt.)

Development Executive(VP Development)

Velocity TrendIteration Burndown, Blocking Work Items

Time-to-Delivery / Schedule

Release Burndown (Ranged)

Velocity TrendStakeholder Feedback, # of Enhancement Requests, Age of Enhancement Requests

Product Value:

Business Value Delivered, Customer SatisfactionEffort (Work-hours)

Development / Maintenance Costs

Product Cost / Expense

ROI, NPV

Technical Debt (Defect trend, defect density, Age of Defect Requests)Test Status, Test Coverage of Requirements, Test Execution Status,

Build HealthTrend, System Integration TrendQuality at Ship, Test Automation Ratio

Product Quality

UsabilityVelocity Trend, Release BurndownPredictability

Planned vs. Actual Effort (Hours), Agile EVMProductivity Acceleration

Adoption Practice Adoption Rate, Effectiveness Rates

Operations

Strategic Walker, Murray, Alan to define

Note: Bold indicates that there is Out-Of-The-Box report supported by Rational tools

Measurements : Metrics For Agile Teams



31

10. Create a “sense of urgency” that the organization can rally around

9. Start small, grow fast - everywhere – pick a few visible projects to set transformation examples for rest of organization

8. Leverage our experience – you can short-circuit many of the steps we’ve taken with today’s technologies

7. Review business processes to see if changes are needed before you deploy technology – and take “outside-in” view

6. Technology enables and hastens transformation

5. Set your milestones and metrics with an end-to-end lifecycle view

4. Sunset legacy systems/applications/tools as new ones are deployed

3. Can NOT over-emphasize the importance of culture; this will make – or break -- you

2. Transform constantly or risk extinction – there is no other option

1. Always, always, always listen to your customers

Top 10 Lessons Learned of Enterprise Agile Adoption



Training (PMI approved)

Introduction to disciplined agile delivery

Advanced disciplined agile delivery

Applying DAD with User Stories or Use Cases

Cultivating Agile Coaches

For more info, visit the Rational Agile Training Page atwww.ibm.com/jct03001c/services/learning/ites.wss/us/en?pageType=page&c=Z340950B41583X73

Services

Enterprise Agile Transformation consulting

DAD with RTC quick start

IBM Rational Rapid Deployment for Agile Delivery

Products

Scrum, Eclipse way, DAD template for Rational Team Concert

Agile practice library for Rational Method Composer (RMC)

We Can Help Your Organization Transform Software Delivery !



www.ibm.com/software/rational

http://www.ibm.com/software/rational




© Copyright IBM Corporation 2012. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.

www.ibm.com/software/rational



Documents

Do the agile right in an enterprise ! IBM … · Do the agile right in an enterprise ! ... Leadership Coaches Network Poppendieck Partnership on formal Agile training 80% of SWG teams