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Agile TransformationKey Considerations for successAgile TransformationKey Considerations for success
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The field of IT appears to be ever-changing, with new tools, technologies, paradigms, programming languages, etc. being introduced to the marketplace each year.
Yet, while the field is evolving practically every day, the fundamental process to successfully go from ideas to implementation remains the same.
When it comes to an IT organizational transformation, what are the most meaningful ways to implement a shift across culture, process, and structure to facilitate increased and measured value to the business?
introduction
Scrums are one of the most dangerous phases in rugby, since a collapse or improper engage can lead to a front row player damaging or even breaking his neck.Source: Haylen, Paul (2004). “Spinal injuries in rugby union, 1970-2003: lessons and responsibilities”. The Medical Journal of Australia 181 (1): 48-50.
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discussion guide
Why does Agile matter?
What hinders Agile adoption?
Agile patterns of failure
Where do we start?
Questions
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application delivery lifecycleusual points of failure
Source: Forrester Research, March 2013 Global Application Life-Cycle Management Online Survey
Structured processes with clear accountabilities fostering collaboration between functions such as development, quality assurance, operations and information security.
Performance and operations embedded in the development lifecycle. Service levels based on metrics and improved through automation.
Provides ownership and governance on deploying new code from Dev, Test & Production environments.
Standardizing and automating the delivery lifecycle process will minimize defects, improve business continuity, and provide quicker resolution times.
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Flexible, iterative delivery processes that foster collaboration and early feedback.
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agile transformationthe customer premise
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• How can IT be a more effective business partner?• How can our business see more value from IT? • How can we increase team morale?• Is my technology organization executing as efficiently as they could?
• How can we mature IT to be a business innovator?• How can we have better collaboration within IT?• How can we lower costs and increase quality?• How can I identify and mitigate IT risk?• How can I get my development resources productive more quickly.• How can I help my business partners accomplish faster time to market?
• Will our technology scale to meet our business demands?• Why isn’t Agile working for us?
Questions our customers ask when embarking on an Agile transformation
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making the case for Agileannual surveys continue to maintain the benefits of Agile
For four years running, the top three benefits of adopting agile remain the same: manage changing priorities, team productivity, and project visibility.1
…the one common theme across [the factors that drive high performance] is that high performing teams get it right when it comes to people and effective interactions.2
1 VersionOne 9th Annual State of Agile Survey, 20142 Actuation Consulting, The Study of Product Team Performance, 20143 The Standish Group, The CHAOS Manifesto, 2013
By far the methodology receiving the greatest credit for increasingproduct profitability is Agile/Scrum – a methodology named by 42.64% of respondents.2
It is critical to break down large projects into a sequence of smaller ones, prioritized on direct business value, and install stable, full-time, cross-functional teams that execute these projects following a disciplined agile and optimization approach…Many companies routinely deliver software at half the cost and less than half the defects with this strategy.3
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what hinders agile adoption?
What Makes Successful Agile Transformations? So why are some organizations still experiencing less-than-successful agile transformations? Survey data indicates that when agile initiatives fail, it is often because of issues related to culture and resistance to change. Specifically people are concerned about a perceived lack of up-front planning and a loss of management control stigmatized with agile practices.
Source: VersionOne 9th Annual State of Agile Development Survey 2014
Leading Causes of Failed Agile Projects
Barriers to Further Agile Adoption
*Respondents were able to make multiple selections.
*Respondents were able to make multiple selections.
STATE OF AGILE
Agile Success and Metrics
VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
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WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?
9th
ANNUAL
STATE OFAGILE™
SURVEY
6%Not applicable/
Don’t know 38%Lack of
management support
33%Unwillingness of team to follow
agile
30%Insufficient
training
33%A broader
organizational or communications
problem
36%Lack of support
for cultural transition
37%External pressure
to follow traditional waterfall processes
42%Company philosophy or culture at odds
with core agile values
44%Lack of
experience with agile methods
LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.
BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
44%Ability to change
organizational culture
35%Not enough
personnel with the necessary
agile experience
34%General
organizational resistance to
change
32%Pre-existing
rigid/waterfall framework
29%Management
support
24%Management
concerns about lack of upfront
planning
23%Business/user/
customer availability
22%Concerns
about a loss of management
control
16%No barriers
15%Confidence in methods for scaling agile
14%Concerns about the
ability to scale agile
13%Development team support
12%Perceived time
and cost to make the transition
1 1%Regulatory compliance
*Respondents were able to make multiple selections.
*Respondents were able to make multiple selections.
STATE OF AGILE
Agile Success and Metrics
VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
10
WHAT CAUSES AGILE PROJECTS TO FAIL?WHAT IMPEDES AGILE ADOPTION?
9th
ANNUAL
STATE OFAGILE™
SURVEY
6%Not applicable/
Don’t know 38%Lack of
management support
33%Unwillingness of team to follow
agile
30%Insufficient
training
33%A broader
organizational or communications
problem
36%Lack of support
for cultural transition
37%External pressure
to follow traditional waterfall processes
42%Company philosophy or culture at odds
with core agile values
44%Lack of
experience with agile methods
LEADING CAUSES OF FAILED AGILE PROJECTSIn cases where agile projects were unsuccessful, most respondents pointed to lack of experience with agile methods (44%). Of note, two of the top five causes of failure were related to company culture – company philosophy or culture at odds with core agile values at 42% and lack of support for cultural transition at 36%.
BARRIERS TO FURTHER AGILE ADOPTIONAt the agile initiative level, respondents cited organizational culture or a general resistance to change as their biggest barriers to further agile adoption, followed by not having the right skill set.
44%Ability to change
organizational culture
35%Not enough
personnel with the necessary
agile experience
34%General
organizational resistance to
change
32%Pre-existing
rigid/waterfall framework
29%Management
support
24%Management
concerns about lack of upfront
planning
23%Business/user/
customer availability
22%Concerns
about a loss of management
control
16%No barriers
15%Confidence in methods for scaling agile
14%Concerns about the
ability to scale agile
13%Development team support
12%Perceived time
and cost to make the transition
1 1%Regulatory compliance
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• Organization leadership forces agile processes within existing organization structure and hierarchy
• Not doing any up front planning• Leaving testing until the end of the release• Lack of standards, tools or automation• Not looking at technical debt throughout the release• No clear definition of done• Lack of resource dedication• Misunderstanding of the product owner role • Lack of traditional program management• Lack of collaboration between the business, development and Infrastructure / Operations
• Inability to provision Infrastructure and environments
barriers to Agile successagile anti-patterns
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agile transformationa major organizational change
Top-down training is needed for Agile adoption at all levels. The adoption requires changes in the culture and structure of the organization.
Source: https://www.scrumalliance.org/community/articles/2014/october/enterprise-agile-adoption
Key tenets of Agile:• Cross-functional, self-directed teams
• Product backlogs• Minimally Viable Product• Regular releases• Automation
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10 Robert K. Wysocki defines five discrete models of project delivery. (Wysocki, 2009). Chris Ward and Leonardo Legorreta adapt Wysocki’s model (Legorreta, 2009).
Plan-Driven(Waterfall)
Agile IncrementalIterative
CharacteristicsLinear planningIterative planning
StrategicTacticalManaged and controlled
(explicit milestones)Self-organizing
Agile continuumwhere should you sit?
A blended method (one that incorporates some waterfall and some agile) is chosen most often (43%)Source: Actuation Consulting 2013 research
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Agile continuumthe right middle ground
Water Scrum Fall
Sprint 0 - Preparation for sprint activities:• Scope planning• Architecture analysis• Test planning
• Backlog refinement• Design, build, unit test and deployment to QA
• Functional test• User Acceptance Test
• Final System Integration Test
…there’s a good water-Scrum-fall and a “bad” water-Scrum-fall.Good water-Scrum-fall is when teams do just enough preparation and planning before normal Scrum sprints happen (sprint 0 planning), testing starts earlier, and “done” is well-defined, with clear and complete testing objectives. Deployable code is staged at every sprint – not necessarily in production, but ready to be deployed. Bad water-Scrum-fall is when most requirements are set up front rather than iteratively refined, sprint 0 is executed like a traditional requirements step instead of a planning one, and testing, integration, and release are afterthoughts.Source: Forrester, How can you scale your agile adoption, 2014
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agile transformationwhere to start
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• Answer the question “Why should we change?”• Think about the Agile mindset and principles from top-down, but execute starting from the bottom-up.
• Develop a strategic transformational roadmap plan that articulates the evolution of the organizational structure, maturation of processes, communications, and a roll-out plan
• Embrace Agile, but start small• Focus on feature or service teams where functional and technical dependencies are minimalized
• Create scrum-like teams around these teams• Focus on backlog creation and incremental releases• Increase level of automation
• Measure progress and modify
What gets measured gets managed.-Peter Drucker
Create an operating model at a smaller level within the organizational and cultural constraints, that can then scale more broadly as the organizational implications are understood, and trust is gained as progress is measured.
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Thank you.
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Appendix
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agile transformationreasons for adopting agile
15 1VersionOne 9th Annual State of Agile Survey, 2014
STATE OF AGILE
Company Experience and Adoption
VERSIONONE.COM©2015 VersionOne, Inc. All rights reserved.State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
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AGILE MATURITY
9th
ANNUAL
STATE OFAGILE™
SURVEY
Consistent with last year, most respondents adopted agile practices to accelerate product delivery (59%) or enhance their ability to manage changing priorities (56%). However, in 2014, productivity (53%) has moved into the top 3, outranking last year’s #3 response—improved IT and business alignment.
REASONS FOR ADOPTING AGILE
59%Accelerate product delivery
56%Enhance ability to manage changing priorities
53%Increase productivity
46%Enhance software quality
44%Enhance delivery predictability
40%Improve business/IT alignment
40%Improve project visibility
38%Reduce project risk
26%Improve team morale
25%Improve engineering discipline
23%Reduce project cost
22%Increase software maintainability
20%Better manage distributed teams
34%
Had teams that are in the early adoption phase
with agile
42%
Had teams ranging from very early to mature adoption
18%
Had teams with mature adoption
Nearly 80% of respondents had at least some distributed teams practicing agile within their organizations, up from 35% just two years earlier.
More than 90% of respondents’ organizations had adopted agile in their software organizations.
DISTRIBUTEDAGILE TEAMS
2014 2012
*Respondents were able to make multiple selections.
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Minimum Viable Product (MVP)
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What is wanted vs. what is delivered