agile development: from good to great
TRANSCRIPT
AGILE DEVELOPMENT:From Good to Great
WELCOME TO CELERITY’S LUNCH EVENT
July 30 2015 #AgileNow
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TODAY’S PRESENTERS
HARRY ULRICHVP of Enterprise Technology
TODD MILLERAgile Coach, Developer, ScrumMaster & Product Owner
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AGILE DEFINED
AGILE AT THE TIPPING POINT
BEST PRACTICES
WHY AGILE FAILS
CUSTOMER USE CASES
Q & A
AGENDA
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QUICK IN MOVEMENT; NIMBLE, MENTALLY QUICK OR ACUTE
Scrum
AGILE METHODOLOGIES
Agile is an “umbrella” term. The following methodologies are considered to be “Agile”:
Kanban Lean Extreme Programming (XP)
There are more!
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DEVELOPMENT APPROACHES
ANALYZE
DESIGN
BUILD
TEST
DEPLOY
VS.
AGILE
Value is achieved faster as releases arrive to the customer more frequently
Development follows a continuous improvement cycle, exposing flaws faster and reducing waste
Advantages:• Shorter development cycles• Wider market windows• Early customer feedback• Continuous improvement
PROCESS
TEST
RELEASE
DESIGN
BUILD
CONFIGURE
WATERFALL
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AGILE MANIFESTO
Established in 2001 by a group of 17 software developers (organizational anarchists) from various disciplines, the Agile manifesto is the foundation of all Agile methodologies.
‣ Individuals and Interactions over Processes and Tools
‣ Working Software over Comprehensive Documentation
‣ Customer Collaboration over Contract Negotiation
‣ Responding to Change over Following a Plan
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SINCE 2001, AGILE ADOPTION HAS SOARED FROM 1% TO 88% OF SOFTWARE DEVELOPERS USING THE METHODOLOGY.*
WHY?
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AGILE’S RAPID RISE
Cultures are flat, empowered and more collaborative
EMPOWERED TEAMSEnd users have greater control overthe product experience when part of
an Agile process
USER CENTEREDAgile delivers value 37% faster
than traditional waterfall projects
DIGITAL ACCELERATION
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AGILE BENEFITS
Employee Engagement
Productivity
Project Success
Improved Development Cost
Speed To Market
IT & Business Alignment
Project Visibility
Stakeholder Satisfaction
Quality
Decreased Defects
Value Delivered Through Features
+10% +37% +63%
+16% +39% +70%
+28% +42%+568%
+32% +47%
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THE PERFECT STORM
‣ Business and IT aren’t communicating well
‣ Frenetic speed of digital: business moving faster than IT
‣ Corporate politics override project prioritization
‣ Backlogs are too big
‣ Customer demands are not being met
Trouble in Corporate Paradise
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WHAT’S THE RIGHT BALANCE?
COST SPEED
QUALITY
SpeedAs technology speeds ahead - IT, Marketing, and Product teams needs seamless development execution to drive new products to market, faster.
QualityIT spending is on the rise, but talent and Agile development expertise is harder to find and maintain.
CostThe need to drive down costs on outsourced development projects remains a top priority.
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WHY AGILE FAILS:
Doubt, Dabbling & Disillusionment
Lack of Executive Buy-In and BeliefOnly 2% of developers think executives clearly understand Agile
Difficulty + Culture Shock64% of companies say switching to Agile was harder than they expected
Inadequate Training and Resources 22% of Agile teams operate without a product owner, putting the project at major risk
Infrastructure LimitationsLimitations around technology, build environments, automated testing, infrastructure
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Organize small, dedicated teams focused on 1-2 projects
PRODUCT OWNERMake sure you have a dedicated
Product OwnerCreate a common vision and charter
for shared expectations
COMMON VISION
PLANNING FOR AGILE SUCCESS
START SMALL
BEST PRACTICES
Forget command & control, empower teams to collaborate
and self-organize
EMPOWERED TEAM TRANSPARENCYBe transparent in your process—you’ll likely start on red and move to green.
Build out a product backlog for the first 3-4 weeks
PRODUCT BACKLOG
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4 5 6
CLIENT USE CASES
14#AgileNow
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TOP 10 NATIONAL
BANK/CREDIT CARD
PROBLEMMature Agile financial services organization needed capacity for 6-24 months.
SOLUTION‣ Provide Agile Pod teams using value-based pricing.
‣ Work within clients’ Agile framework (directly with Product Owners) to groom and prioritize backlog.
‣ Deliver 5-6 Scrum Teams annually (35+)
BENEFIT‣ Achieve high productivity in short periods of time.
‣ Flexibility to rapidly expand and get new products to market faster
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MAJOR ENERGY PROVIDER
PROBLEMSales personnel not able to use complex back-end systems.
SOLUTION‣ Deployed Scrum team to manage, run, and develop an integrated solution.
‣ Developed and managed evolving product backlog based off stakeholder feedback.
BENEFIT‣ Successfully deployed a mobile friendly, externally available web application on time
and below budget.
‣ Coached the organization on Agile best practices.
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GLOBAL INSURANCE
COMPANY
PROBLEMNeeded additional capacity for rapidly growing product backlog (Scrum).
SOLUTION‣ Deployed Scrum team to provide additional velocity.
‣ Independently managed Product Backlog while soliciting needs of stakeholders.
BENEFIT‣ Refactored a major feature of the system to ensure application’s future scalability.
‣ Trained and coached the client on Agile scaling philosophies.
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NATIONAL PETROLEUM
ASSOCIATION
PROBLEMLack of Agile expertise in-house
SOLUTION‣ Deployed 2 full Scrum teams to run development projects from multiple locations
‣ Developed and prioritized a product backlog based on client interviews
BENEFIT‣ Delivered major code release for customer applications over eight 3-week sprints
‣ Trained and coached the client during the process on Agile best practices
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LARGEST U.S. NEWS
PUBLISHER
PROBLEMNeeded to meet a critical deadline but lacked the necessary Product Development bandwidth
SOLUTION‣ Digital Product Design team embedded with the client’s Product Owner
‣ User-centered design process to ensure quality
BENEFITConcepted, designed and developed complex web-based membership service in just 5 months
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GLOBAL MEDIA NONPROFIT
PROBLEMDidn’t have the capacity needed to execute overflowing backlogs
SOLUTIONEnterprise Scrum Team supports 7 overlapping digital products/services
BENEFIT‣ Transparency of progress with client through demos and standup meetings
‣ Average of 8 production deployments per mo. (vs. an average of 2 from other teams)
‣ Cost determined by value provided
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QUESTIONS?
#AgileNow
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AGILE eBOOK
WANT TO LEARN MORE?
AGILE BUYER’S GUIDEAGILE DICTIONARY
AGILE ASSESSMENTAGILE BLOGSITE
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ABOUT CELERITY
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Founded in 2002 and
headquarteredin McLean, VA
Privately owned and operated by entrepreneurs
$84MRevenuein 2014
500+Employees
9 officesin the
United States
Average 30%year-over-yearorganic growth
OUR STORY
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WE’RE A BUSINESS ACCELERATIONCONSULTANCY
DigitalExperience
EnterpriseTechnology
BusinessTransformation
Enterprise TechnologyIntegrate and build complex applications using Agile methodologies
Business TransformationAchieve organizational efficiency with solid business processes, IT security, and project management practices
Digital ExperienceCreate engaging online experiences that extend the reach of your customers
HOW ARE WE DIFFERENT?
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From idea to implementation, Celerity works across the entire digital value stream to speed up execution and delivery
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APPENDIX
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A NEW FOCUS ON QUALITY
OUTSOURCED ONSHORE DEVELOPMENT
(scale/cost savings)
AGILE METHODS (speed/quality)
Added layer of governance, reporting, and process controls
“Culture of Excellence” social integration
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BENEFITS OF AN ONSHORE AGILE MODEL
FLEXIBLE DEVELOPMENT CAPACITYPlug our team into your Product Development Lifecycle
GET MORE, FASTERWe’ll get your strategic products to market faster, better
BE CLOSER TO YOUR DEVELOPMENT TEAMCentrally-located development centers or on-site teams
GUARANTEED DELIVERYShared delivery risk and guaranteed quality with a proven governance framework
WE CALL THIS “AGILENOW”
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WHEN TO CONSIDER
AGILENOW ™ There are 3 primary use cases for considering AgileNow ™
‣ You need more development resources
‣ IT talent is difficult to find/retain
‣ Offshore is not a fit
‣ Customer demands are not being met
‣ Critical deadlines are missed
‣ Cost-Quality-Speed equation is off balance
‣ Agile adoption is floundering
‣ Marketing, IT & Product are misaligned
‣ The product is complex
A. TALENT IS TIGHT B. QUALITY IS LACKING C. EFFICIENCY CHALLENGES
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AGILENOW: HOW IT WORKS
Assess DevelopmentEnvironment
Design Engagement Model
Select Teams & Skill Sets Select Work Location(s)* Design Governance & Reporting Standards
Monitor Continuous Improvement Plans
Manage Development & Testing Process
Celerity Customer
Manage Scope/Backlog
*Location Options: Celerity on-shore delivery center, customer site, or a combination of the two.
CELERITY’S AGILENOW
APPROACH
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TEAM STRUCTURE
TEAM 1:Senior .Net Developer
.Net DeveloperQA Tester
TEAM 2:Senior .Net Developer
.NET DeveloperQA Tester (Selenium)
Business Analyst/Proxy Product OwnerScrum Master
Delivery Director
10 HOURS/SPRINT SME SUPPORT(Architect, Art Director, Scrum Coach, UX, Content Strategist, Process)
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OnboardingGather RequirementsEstablish Processes
OPERATE
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Begin ExecutionDevelopDeliver
ManageAlign
Evaluate
RUN
ENGAGEMENT APPROACH
KICKOFF
Approach will focus on quick response and build to demand
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ENGAGEMENT APPROACH
‣ Kickoff / Engagement Assessment
‣ Operationalize AgileNow
‣ Structured Methodology
‣ Ongoing Sprint Execution
‣ Sprint Deliverables
‣ AgileNow Team Composition
‣ Onboarding/Ramp Up Timeline
‣ Remote/Onsite Management
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SPRINTS
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SCRUM TEAM LEVEL QUALITY
CONTROL
PRE-SPRINT
‣ User Story Refinement‣ Acceptance Criteria ‣ Definition of Done ‣ Non-Functional Requirements
DURING SPRINT
‣ Just in Time Reviews, “Fail Forward Fast”‣ Automated Unit and Integration Testing ‣ Continuous Integration
POST SPRINT
‣ Sprint Review, Demos‣ Retrospectives ‣ Full functional & automated regression testing
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MANAGEMENT CHANGE AT SCRUM
TEAM LEVEL
PRE-SPRINT
‣ UX visuals and wireframes‣ Prioritization (User Story & Features)‣ Acceptance Criteria‣ Sprint backlog is sized and closed
DURING SPRINT
‣ Just in Time Review, “ Fail Forward Fast”‣ UX/BA Forward Thinking‣ Risk/Implementation Elevation Plan‣ ALM tool to show real-time progress
POST SPRINT
‣ Full Feature Sprint Review, Demos and Sign Off‣ Retrospectives‣ Shippable Product Increment