agile development: from good to great

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