why agile?
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The Agile Toolkit.An overview of Agile development, metrics, and how to get startedTRANSCRIPT
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
The Agile Toolkit
An overview of Agile development, metrics, and how to get started
2Confidential and Proprietary
Traditional Software Development Long, Large, Linear, Late
Lifecycle
Deliverables
ProprietaryPoint
Solutions
Time to Market
Define Test
Train
Code
12 to 36 months
PRD Testplan
MRD Techspec Code Funct
test
Deploy
Doc
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Typical Software Challenges
Á Lack of consensusÁ Products pulled in too many directionsÁ Priorities in too many directions (everything can’t be critical)Á Too much generalization among feature requests
Á Market agilityÁ Changing market conditions requires adaptive enhancement
Á Big productsÁ Software quality becomes expensive with traditional approaches
Á Lack of visibility into what’s comingÁ Gap between request and delivery (easy to forget what was asked for)
Á Limited or no understanding of product definition or enhancement process
Á Not clear on how to participate in processÁ Not sure how to identify requirements
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Traditional vs Incremental Delivery
Á Revenue from $4m to $5m Á Investment from $2.19m to $1.11m Á ROI 11% to 59% Á NPV -315 to 151
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Typical Agile Objections
Á Agile is an excuse to be ad-hoc and undisciplined О Technical excellence is a tenet of all Agile approaches
О Continuous testing and integration drive higher quality
Á No methodology for estimating О All features (stories) are identified and planned and early estimates can be used for
funding decisions
О Agile projects normally have far more planning and feedback cycles than typical waterfall projects
Á We would need to ask too much of our customersО Type of involvement can vary widely; For example, customers can vote features up
or down and provide feedback at different stages to minimize time commitment
Á We can’t trust our development team(s)О Accountability and trust have shown to improve team morale, and more importantly,
team productivity
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Benefits of Agile
Á 93% increased productivity1
Á 88% increased quality1
Á 83% improved stakeholder satisfaction1
Á 49% reduced costs1
Á 66% three-year, risk-adjusted return on investment2
Á Reasons for Agile adoption include: О 47% to better manage project scope3
О 45% to creating clear business requirements3
О 40% to speed or better predict time to market3
1 “Agile Methodologies: Survey Results,” by Shine Technologies, 2003; 2 Forrester Research, 2004; 3 “Agile 2006 Survey Results and Analysis,” by Digital Focus, October 2005
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Agile Manages Business Risks & Expectations
Time Time
Riskand $
project run rate
risk of failure(unmet expectations)
cumulative production (business) value
Waterfall Agile
Riskand $
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Agile Delivers Success – Speed - Value
Before Agile
Only 16% of software projects successful1
Deliver on-time, on-budget, meet highest-priority requirements
77% of Agile projects Successful2
Better Project ManagementIterative Development
Web Infrastructure Growth
Avoiding development on the wrong requirements can
reduce costs (Gartner Research) 4
3X faster, productivity up 20-50%3
With Agile
1Standish Group Report: There’s Less Development Chaos Today, by David Rubinstein SD Times March 1, 2007, 2“Agile Has Crossed the Chasm,” Dr. Dobb’s Journal, July 2, 2007. 3QSMA and Cutter Consortium ROI case study on BMC Software, 2008. 4 Gartner, Inc. 2005
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Making an Impact with Agile
Á Forrester Total Economic Impact Studies (1)О 5 Companies piloting Agile methodsО 3 yr, Risk-adjusted ROI of 23% – 66%
Á Agile Methodologies Survey (2) , 131 respondents:О 93% stated that productivity was better or significantly betterО 49% stated that costs were reduced or significantly reduced, (46%
stated that costs were unchanged)О 88% stated that quality was better or significantly betterО 83% stated that business satisfaction was better or significantly
better
1) Forrester Consulting, 20042) Agile Methodologies Survey Results, Shine Technologies Pty Ltd, 2003
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Key Findings – All Agile Teams
Development teams utilizing Agile practices were on average:
Á 37% faster delivering their software to market
Á 16% more productive
Á Able to maintain normal defect counts despite significant schedule compression
Benchmarked 26 Agile development projects, against QSMA’s database of 7,500 primarily traditional development projects across 500 organizations in 18 countries
Assessed the performance of Agile development projects in three key areas: productivity, time-to-marketand quality
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37% Faster Time to Market
• Teams increased speed despite having large teams and being geographically dispersed
• Overall, Agile companies experience an average increase in speed of 37%
• Rally customers who participated in the study saw an average increase of 50% in their time-to-market when compared to the industry average.
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
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Agile Teams - 16% Increase in Productivity
• Productivity is often the most difficult measure for organizations to improve
• Metrics for large, globally distributed teams often trend towards lower productivity
• Overall, Agile companies experienced 16% increase in productivity
• Rally customers who participated in the study saw an average increase of 25%
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
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Steady Defects Despite Speed
• Typically, “haste makes waste”
• Despite cutting schedules by more than 50%, defect counts for the measured projects remained steady
• Two Rally customers maintained average defect counts, and two customers were on the upper end of industry averages when compared to similar sized projects taking more than twice as long to deliver.
QSMA and Cutter Consortium ROI case study on Agile teams, 2008.
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The Agile Paradigm Shift
Estimated Time
Waterfall
Release themes and feature intent drive estimates
VALUEdriven
PLANdriven
Fixed
FeaturesResources
TimeRequirements Resources
The plan creates cost/schedule estimates
Agile
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Impact on Your Business
Á Highest priority is to satisfy the customer through early and continuous delivery of valuable software
Á Deliver working software frequently, from a couple of weeks to a month, with a preference to the shorter timescale
Á Working software is the primary measure of progress
Á Continuous attention to technical excellence and good design enhances agility
Á Simplicity - the art of maximizing the amount of work not done - is essential
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Moving to Agile Development Agile Development
Continuous flow
ParallelAcceptanceTest DrivenIterative
Automated flow
1-4 week time boxes
WaterfallIterative &
Incremental
Define by acceptance
Freeze & signoff
Define-develop-accept by
story
Highest priority to
acceptance
Define-develop-accept by
story
Automated testing by
story
Tests written first
Acceptance tests inside
iteration
Continuous definition
Just-in-time elaboration
Control scope creep
Critical path through phases
Critical drop/milestones
Multiple dropsto QA
All features in parallel
“Test what’s
working”Last phase
only
Requirements
Project Management
Development Team
QA Team
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Agile Definitions - Scrum
Á A software management process; not a software engineering process
Á Derived in part form lean flow manufacturing principlesÁ Extreme visibility into process and results
Á Lightweight process (just 3 roles)Á Driven by team empowerment and team accountability
Á Explicit role of the Product Owner and Product BacklogÁ Ensures coupling to real market needsÁ Assume some requirements and architectural runway exists
Á Continuous inspection and adaptation drive organizational change
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Agile Definitions - Scrum’s 3 Roles
Á Scrum MasterÁ Primarily a facilitator/servant-leader, can act as team memberÁ Teaches customer how to focus on product development to maximize
ROI and meet their objectives through Scrum
Á Product OwnerÁ Owns Product Development Roadmap and Product Backlog PriorityÁ Works with customer and other business stakeholders during Release
Planning processÁ Is open to negotiations that will occur
Á Delivery TeamÁ Developers, testers, architects, tech writers, product owner, business
people, subject matter experts
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The Scrum Framework
Potentially ShippableProduct Increment
Daily
Daily Scrum Meeting• Done since last meeting• Plan for today• Obstacles?
Sprint Planning Meeting• Review Product Backlog• Estimate Sprint Backlog• Commit to 2-4 weeks of work
Sprint Backlog• Product Backlog Items assigned to Sprint• Estimated by team
Vision
2-4 weeksSprint Demo and Review Meeting• Demo done items• Retrospective on the Sprint
Product Backlog:Prioritized Features
desired by Customer
Backlog tasksexpandedby team
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How Do You Get Started?Typical Rally rollout
No commitment – no waiting – no hidden costs
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How Do You Get Trained?
Agile Rollout Planning
ImplementingAgile
Team Jumpstart
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Why Rally for your Agile Rollout?
Á Rally Services О Introduce your teams to skills and tools needed to deliver your first
Agile projects in 60 days; on-site and role-based training
Á Rally’s expert coachesО Published authors, industry speakers, and recognized Agile
trainers with hundreds of customer engagements helping teams adopt and scale Agile
Á Agile UniversityО Launched in 2006 to provide organizations with training to create a
truly Agile organization; Over 100 faculty and dozens of public courses throughout the U.S.
Á Proven success at helping companies transition to AgileÁ Agile CommonsО Web community to help share and drive Agile best practices
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Low-burden, flexible, easy-to-use product lifecycle management software
Private and group process training by the most recognized Agile coaches in the industry
Support and shared best practices at the first and largest Agile Web 2.0 community
Rally’s Complete Agile Solution
Copyright 2003-2008, Rally Software Development Corp Confidential and Proprietary
Appendix & Backup Material
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Tips for Success – Bottom Up Adoption
Á Start building your case earlyÁ Prepare industry stats and case studies (see Rally’s
“Internal Champion Toolkit”)Á Find examples of Agile success throughout your
organization and present a united frontÁ Explain to PMO and process leaders how they can win
with AgileÁ Use Rally resources to help you present to executives /
leadership teamÁ Leverage the support of a happy customerÁ Keep in mind that everyone deals with change based on
their perceptions
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Tips for Success – Top Down Adoption
Á Don’t issue mandates, but broadcast the intent to try something new
Á Help establish Agile as what the “best” teams and developers are doing (using case studies, etc.)
Á Use a combination of training and coaching to promote understanding and enthusiasm
Á Use Rally resources to help you build supportÁ Keep in mind that everyone deals with change based on
their perceptionsÁ Conspicuously celebrate successes
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Results of ‘Typical’ Software Projects
Source: Standish Group Reports
Source: Ron Jeffries
Success Rate of IT projects
35%
28%
26%
27%
16%
46%
49%
46%
33%
53%
19%
23%
28%
40%
31%
2006
2000
1998
1996
1994
SucceededChallengedFailed
Actual Usage of Successfully Delivered Features
Always7%
Often13%
Sometimes16%
Rarely19%
Never45%
*The increase to 35% “Succeeded” was dedicated to better project management, iterative development and the emerging web infrastructure.
*
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Agile Adoption Rapidly Growing
Á 69% of organizations have adopted Agile practices (expected to grow to 76% within one year)1
Á 23% use Agile organization-wide3
Á 77% indicated that their Agile projects have been successful1
Á 60% use Scrum as the primary Agile process, particularly in larger organizations2
Á 64% have dev teams from 1 to 100 people; 36% had more than 100 people on the dev team2
Á 60% are using a dedicated Agile project management tool2
Á Second wave of adoption is now underway with enterprise IT leading4
1 - “Agile Has Crossed the Chasm,” by Scott Ambler, Dr. Dobb’s Journal, July 2, 2007; 2 – “2006 Agile Project Management Tooling Survey,” by Trail Ridge Consulting, December 2006 ; 3 – “Agile 2006 Survey,” by Digital Focus, October 2005 ; 4 –“Corporate IT Leads the Second Wave of Agile Adoption,” by Forrester Research, 11/30/05
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Choosing an Agile tool
Report project status
View staffing and resource allocation
Ensure releases stay on schedule
Manage multiple Agile projects at once
Waterfall:PLANdriven
Agile:VALUEdriven
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Track DeveloperCapacity and Time
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Forecast Releases and Roadmap Schedule
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Plan Releases
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Manage a complex user story hierarchy
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Report Status
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