why agile fail. hint -it's more than just process

*Hint* - It’s More than just Process

A successful Agile transformation requires a confluence of people, process and

technology, but too often these aspects are treated separately. Organizations

need an approach that connects the entire application lifecycle with tools that

are tightly integrated and automated to support processes.

Join us as we demonstrate how this unified approach allows companies to

• speed delivery through real-time collaboration

• increase visibility of project status and compliance with cross tool

traceability and reporting

• encourage the use of specialized tools that support practitioners’ process.

Scot brings over 20 years of product management and

services experience to Tasktop. Throughout his career, he

has worked in all stages of the product development lifecycle

chain, from ideation to execution to delivery. His experience

in business process refactoring and software and hardware

development spans industries including payment systems,

petroleum and retail.

Zubin Irani, CEO cPrime

Zubin’s background includes a Bachelor’ Degree from

USC, and a MBA from Columbia & Berkeley. He started

his professional career at Deloitte implementing large

complex IT Projects before becoming the youngest

Director at DirecTV. After a successful tenure, he left to

build cPrime and as CEO led the Company to 6

consecutive years of Top 50 fastest growing companies in

the SF Bay Area.

Agile is Popular…

There has been a huge wave of Agile Adoption across every industry

Why?

Organizations need to build great Software with speed and quality so they can survive/innovate/grow/compete and keep up

with Global Competition at a Scale and Pace that has never been experienced in history

So What’s gone wrong?

Agile Coaching isn’t working

The Agile Industry hasn’t evolved

There is a fear of Technology

Seen as lightweight

and ineffective

Investments have been made, but

the Returns are lacking

Ironic, yes.

Still talking about

facilitation and teams

Agile Coaches can’t talk

about Tech

Teams want tangible

solutions not theoretical

Key initiatives are run

separately

Same Consultants

talking about the same

topics at Agile Conferences

Everyone calls

themself a Coach

How to tell if you are in a failed/failing state?

Teams adopting Agile stop, slow down or

backtracks

“We are sorta doing Agile” is a common

description from team members

Businesses and Mgmtaren’t seeing Results

Reversion is the kiss of death

Lack of success allows

resistance to grow

Following Scrum

Ceremonies doesn’t mean

your Agile

Saying and Being are

two different

things

Features aren’t being built or

released much faster

Quality isn’t

improving

Collaboration isn’t occurring

Interviewees and new hires figure this out

quickly

Agile Champions

start leaving

Change Mgmt

Process + Technology

No unified approach

QA & Dev do not come together as a team, and is Ops is

rarely even discussed

Top Reasons for Agile Failure

Executive Buy-in Using Old Tools

Mgmt is planning and looking at waterfall

(old) metrics

We believe that

software services

must contain a unique

blend of people,

process and

technology that align

to support the overall

effectiveness of the

software delivery

lifecycle.

“

”

Software Services Lifecycle Management (SSLM)

Software Services Lifecycle Management (SSLM) addresses the fragmented way software AND services

are used in support of Agile, DevOps and ALM initiatives.

Basically, it is the union between process and technology for faster delivery and more fulfilled teams.

Bringing Alignment to Agile, DevOps and ALM initiatives

Delayed ReleasesNo ROI from Agile/DevOps

Waste from duplicate entry

Crippling cycle/resolution times

Cost overrunsFailed tool deployments

Integration maintenance

Impossible to satisfy requests

Project failuresLack of project visibility

Manual & incorrect reports

Audit & traceability gaps

Can’t scale without integrationT

oo

ls T

ea

mD

ev T

eam

s

PPM ITSMREQUIREMENTS DEVOPSDEFECT & TEST

• Product Manger/ Owner

• Business Analyst

• Portfolio Manager

• Project Manager

• QA Lead• Tester

• Engineer• Config

Management

• Customer Success

• Customer Service

AGILE TEAM

Breakdown in collaborationBreakdown in visibility

{ }

PPM ITSMREQUIREMENTS DEVOPSDEFECT & TEST

AGILE TEAM

© Tasktop 2016

Req. Tool JIRA Test Tool

BUSINESS ANALYST TESTERAGILE TEAM

© Tasktop 2016



Requirements Traceability

Test Traceability

Defect Unification

© Tasktop 2016

Requirement

Requirement

Requirement



© Tasktop 2016

EpicRequirement

Requirement

Requirement



© Tasktop 2016

Epic

Story

Requirement

Requirement

Requirement



© Tasktop 2016

Requirement

Requirement

Test Case

Test Run

Test Tool

Epic

Task

Task

Story

Requirement

Requirement

Requirement

Req. Tool JIRA


© Tasktop 2016

Epic

Task

Task

Story

Requirement

Requirement

Test Case

Test Run

Defect

Requirement

Requirement

Requirement



© Tasktop 2016

Epic

Task

Defect

Task

Story

Requirement

Requirement

Test Case

Test Run

Defect

Requirement

Requirement

Requirement



AUTOMATED FLOW ACROSS THE VALUE STREAM

• Agility beyond the scrum team

• Eliminate manual work, information scavenger hunt

• Decreased cycle time, increased capacity

INCREASED VISIBILITY

• Lifecycle analytics for continual improvement

• Automated traceability, reporting, governance

Software Lifecycle Integration

AchievementsIssues exposed earlier in the dev cycle

Through changing how the software Dev team worked we were able to shorten dev release cycles resulting in the exposure of defects and issues earlier in the software delivery process.

Lock step with changing market and customer demandsThrough the advent of sprint planning and execution Dev and Product teams were able to be more nimble in reacting to product feature changes eliminating the scenario where Development code completes features in anticipation while Product spends months vetting their roadmap.

Not realized Faster time to Market

Still takes just as long and in some cases longer than it took in a waterfall process

Larger Feature SetsMisconception of being nimble resulting in more features

Quality ImprovementsFinding issues and defects earlier in the process did not translate in the Quality metrics as anticipated

Cost SavingsRealized efficiencies not translating to reduced effort and resource needs

Typical Agile Transformation Experience

ReqmtsAgile

Mgmt

ALM

Suite

Test

MgmtPPM ITSM

Tasktop: DevOps Integration Hub

SCM CI CD APMAutomated

Test…

SDLC Metrics Repository

BI Tools

Interested in a unified approach to your Agile, ALM and DevOps initiatives?

Learn more about SSLM here:

https://www.cprime.com/software-services-lifecycle-management

See Tasktop in action: http://www.tasktop.com/demos

Contact us: http://www.tasktop.com/contact-us

Learn More

https://www.cprime.com/software-services-lifecycle-management

http://www.tasktop.com/demos

http://www.tasktop.com/contact-us

why agile fail. *hint* -it's more than just process

Technology

why agile fail. hint -it's more than just process