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AW2 Session 6/5/2013 10:15 AM
"Governing Agile Teams: Disciplined Strategies to Increase
Agile Effectiveness"
Presented by:
Scott Ambler Scott Ambler + Associates
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Scott Ambler Scott W. Ambler + Associates
Scott Ambler works with organizations worldwide to help them improve their software processes. Scott is the founder of the Agile Modeling (AM), Agile Data (AD), Disciplined Agile Delivery (DAD), and Enterprise Unified Process (EUP) methodologies and creator of the Agile Scaling Model (ASM). He is the coauthor of twenty-one books, including Refactoring Databases, Agile Modeling, Agile Database Techniques, The Object Primer 3rd Edition, The Enterprise Unified Process, and Disciplined Agile Delivery. Scott is a senior contributing editor with Dr. Dobb’s Journal. Visit his home page ScottAmbler.com and his Agility@Scale blog.
© Scott Ambler + Associates 1
Governing Agile Teams
Reality over Rhetoric
The Survey Results Shared in This Presentation
• All surveys were performed in an open
manner
• The questions as they were asked, the
source data, and a summary slide deck
can be downloaded free of charge from
Ambysoft.com/surveys/
© Scott Ambler + Associates 2
Agenda
• What is governance?
• Disciplined Agile Delivery (DAD)
• Agile governance strategies
• Measuring agile teams
• Parting thoughts
3© Scott Ambler + Associates
Defining governance
Governance establishes chains of
responsibility, authority and communication
in support of the overall enterprise’s goals
and strategy. It also establishes
measurements, policies, standards and
control mechanisms to enable people to
carry out their roles and responsibilities
effectively.
You do this by balancing risk versus return on
investment (ROI), setting in place effective
processes and practices, defining the
direction and goals for the department, and
defining the roles that people play with and
within the department.
© Scott Ambler + Associates 4
Is your governance
strategy designed to
enable you or to control
you?
© Scott Ambler + Associates 5
A Quick Show of Hands…
Governance Should Address a Range of Issues
• Team roles and responsibilities
• Individual roles and responsibilities
• Decision rights and decision making process
• Governing body
• Exceptions and escalation processes
• Knowledge sharing processes
• Metrics strategy
• Risk mitigation
• Reward structure
• Status reporting
• Audit processes
• Policies, standards, and guidelines
• Artifacts and their lifecycles
6© Scott Ambler + Associates
Potential Scope of Governance
© Scott Ambler + Associates 7
Operations IT InvestmentDelivery/
Development
Infrastructure
(Services, Cloud…)SecurityData
Information Technology
Corporate
Why is Effective Governance Important?
• Effective governance should help agile delivery teams to:
– Regularly and consistently create real business value
– Provide appropriate return on investment (ROI)
– Deliver consumable solutions in a timely and relevant manner
– Work effectively with their project stakeholders
– Work effectively with their IT colleagues
– Adopt processes and organizational structures that encourage
successful IT solution delivery
– Present accurate and timely information to project stakeholders
– Mitigate risk
8© Scott Ambler + Associates
Survey Says: How Do You Rate Your IT Governance Program?
6%
8%
19%
11%
20%
36%
Too early to tell
Generally helps
Neither helpful norharmful
Generally harmful
Don't Know
No IT governanceProgram
Source: DDJ State of the IT Union July 2009
Survey Says: IT and financial governance, including capitalization
and budgeting processes, have been addressed and there is an
officially recognized agile path
5%
13%
31%
28%
17%
7%
Don't Know
Highly disagree
Disagree
Neutral
Agree
Highly agree
© Scott Ambler + Associates 10
Source: DDJ State of the IT Union November 2011
Why Traditional Governance Strategies Won’t Work
11© Scott Ambler + Associates
Traditional assumptions that conflict with agile:
– You can judge team progress from generation of artifacts
– Delivery teams should work in a serial manner
– You want teams to follow a common, repeatable process
– Projects should be driven by senior IT management
Principles of Agile Governance
Collaboration over conformance
Enablement over inspection
Continuous monitoring over quality gates
Transparency over management reporting
© Scott Ambler + Associates 12
13
Disciplined Agile Delivery (DAD)
Disciplined Agile Delivery (DAD) is a process
decision framework
The key characteristics of DAD:
– People-first
– Goal-driven
– Hybrid agile
– Learning-oriented
– Full delivery lifecycle
– Solution focused
– Risk-value lifecycle
– Enterprise aware
© Scott Ambler + Associates
The Scrum Construction Lifecycle
14© Scott Ambler + Associates
Extending the Scrum Lifecycle for Solution Delivery
15© Scott Ambler + Associates
© Scott Ambler + Associates 16
A Governed Agile Lifecycle
DAD Milestones
Milestone Fundamental Question Asked
Stakeholder consensus Do stakeholders agree with your strategy?
Proven architecture Can you actually build this?
Project viability Does the project still make sense?
Sufficient functionality Does it make sense to release the current solution?
Production ready Will the solution work in production?
Delighted stakeholders Are stakeholders happy with the deployed solution?
17© Scott Ambler + Associates
Enterprise Awareness Enables Governance
© Scott Ambler + Associates 18
• Governance is an enterprise concern
• Activities which appear to be waste at the
team level prove valuable at the enterprise
level
• Disciplined agile teams optimize the
“enterprise whole”, not just the “team part”
But we’re not there yet:
Results from a May 2013 opinion poll on
the Agile and Lean Software Group on
3
15
21
16
What do you mean?
No
Yes - Waste of time
Yes - Valuable
Are you inputting your time?
DAD Practices that Support Governance
• “Standard” agile practices:
– Coordination meeting
– Iteration demonstrations
– All-hands demonstrations
– Retrospectives
– Information radiators/Visual management
• Disciplined practices:
– Risk-value lifecycle
– Explicit light-weight milestones
– Follow enterprise development guidelines
– Work closely with enterprise professionals
– Development intelligence via automated
dashboards
19© Scott Ambler + Associates
Measuring Agile Teams
• Talk to people; don’t manage to the metrics
• Measure teams, not individuals
• Collect several metrics
• Trends are better than scalar values
• Empirical observation is important but limited
• Prefer automated metrics
• Some metrics must be gathered manually
• Prefer pull versus push reporting
• Beware scientific facades
• Measure the value of your metrics program
• Be prepared to educate people
• The value of many metrics diminishes over time
• If you collect no metrics at all you’re flying blind
• If you collect too many metrics you may be flying blinded
20© Scott Ambler + Associates
Goal Question Metric (GQM)
The GQM process:
1. Develop a set of corporate, division and project business goals for productivity
and quality
2. Generate questions that define those goals as completely as possible in a
quantifiable way
3. Specify the measures needed to be collected to answer those questions and
track process and product conformance to the goals
4. Develop mechanisms for data collection
5. Collect, validate and analyze the data in real time to provide feedback to
projects for corrective action
6. Analyze the data to assess conformance to the goals and to make
recommendations for future improvements
© Scott Ambler + Associates 21
Some potential goals
• We should invest in IT wisely
• We should provide a healthy work
environment to staff
• Teams should deploy in a timely manner
• Teams should provide real value to
stakeholders
• We should reduce overall technical debt over
time
• Team should produce solutions that of
sufficient quality
• We should comply to appropriate industry
regulations
© Scott Ambler + Associates 22
Potential Metrics
• Acceleration
• Activity time
• Age of work items
• Blocking work items
• Build health
• Business value delivered
• Change cycle time
• Code quality
• Defect density
• Defect trend
• Effort/cost projection
• Iteration burndown
• Lifecycle traceability
• Net present value (NPV)
• Ranged release burndown
• Release burndown
• Return on investment (ROI)
• Risk mitigation
• Stakeholder satisfaction
• Team morale
• Test coverage
• Time invested
• Velocity
23© Scott Ambler + Associates
Goal: Spend IT Investment Wisely
Questions
1. How effective is the
investment in IT activities?
2. What future spending do
we require?
3. Is productivity increasing?
Potential Metrics
1. Business value delivered,
net present value (NPV),
return on investment (ROI)
2. Effort/cost projection
3. Acceleration, business
value delivered, velocity
(trend)
© Scott Ambler + Associates 24
Goal: Deploy in a Timely Manner
Questions
1. Is the team working at a
sufficient pace?
2. Is the team working
together effectively?
3. Are changing requirements
putting the release date at
risk?
Potential Metrics
1. Release burndown, ranged
release burndown
2. Team morale, stakeholder
satisfaction, blocking work
items
3. Age of items, ranged
release burndown
© Scott Ambler + Associates 25
Goal: Reduce Technical Debt
Questions
1. What is our current level of
technical debt?
2. Are we improving quality
over time?
Potential Metrics
1. Code quality, defect
density
2. Build health, defect trends,
test coverage
© Scott Ambler + Associates 26
Survey Says: Agile teams are judged primarily on traditional IT
and cost-based metrics
4%
6%
14%
29%
39%
9%
Don't Know
Highly disagree
Disagree
Neutral
Agree
Highly agree
© Scott Ambler + Associates 27
Source: DDJ State of the IT Union November 2011
Survey Says: Agile teams are judged primarily on business value
creation
3%
5%
14%
24%
41%
13%
Don't Know
Highly disagree
Disagree
Neutral
Agree
Highly agree
© Scott Ambler + Associates 28
Source: DDJ State of the IT Union November 2011
Development Intelligence
© Scott Ambler + Associates 29
• Tools should be instrumented to
automatically log important activities and
thereby facilitate generate of metrics
• Metrics are displayed in (near) real-time on a
project dashboard
• Should be non-intrusive to the team
• Benefits
– Transparency to all stakeholders,
increasing trust
– Increased team effectiveness with
visibility into what team members are
working on, status of builds
– Information that can be used to assess
effectiveness and justify process changes
– Keeps team focused on delivering on
their commitments to the stakeholders
IT Intelligence
• Automated dashboard
that summarizes the
status for all of IT
• Shows the entire
portfolio:
– Potential/suggested
endeavors
– Ongoing
development
endeavors
– Operational solutions
• Drill down into:
– Project details
– Operational details
– Support details
© Scott Ambler + Associates 30
4%
19%
51%
26%
Don't Know
Yes, majorityautomated
Yes, majoritymanual
No
Survey says: Do your project teams collect metrics to enable
project monitoring by senior management?
Ambysoft 2009 Governance
© Scott Ambler + Associates 32
We’re In a Different Environment
The farther to the right an organization,
the greater the chance they’re focused on governance
© Scott Ambler + Associates 33
Moore’s
Adoption Curve
© Scott Ambler + Associates 34
We Need To Change The Way We Think
About Governance
Agilists Must Demand Agile Governance
Observations:
• Agile teams are being governed today
• In many organizations the governance
strategy is misaligned with agile
• You deserve to be governed effectively
• When you provide a coherent governance
strategy to senior management you are
much more likely to be governed
effectively
© Scott Ambler + Associates 35
Principles of Agile Governance
Collaboration over conformance
Enablement over inspection
Continuous monitoring over quality gates
Transparency over management reporting
© Scott Ambler + Associates 36
Got Discipline?
© Scott Ambler + Associates 37
DisciplinedAgileConsortium.orgDisciplinedAgileDelivery.com
ScottAmbler.com
Thank You!scott [at] scottambler.com
@scottwambler
AgileModeling.com
AgileData.org
Ambysoft.com
DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com
ScottAmbler.com
Disciplined Agile Delivery
Disciplined Agile Delivery
© Scott Ambler + Associates 38
Material for this
presentation is taken
from chapter 20 of
Disciplined Agile
Delivery
© Scott Ambler + Associates 39
Presentation Description
Many organizations have successfully adopted agile on a subset of their projects,
while, at the same time, struggled to do so across entire departments. A common
challenge is the need to overhaul the IT governance strategy so that it will work with
agile teams. This is a serious issue for governance bodies with little or no practical
agile experience, particularly when experience shows that traditional governance
strategies increase the risk of failure on agile projects. Scott Ambler introduces The
Disciplined Agile Delivery framework for managing and monitoring enterprise agile
teams. This framework goes beyond offering an IT governance strategy to provide
advanced strategies such as development intelligence and the goal-question-metric
measurement approach. Learn the do’s and don’ts of governing agile teams, how
governance fits in and enhances the agile project lifecycle, how to measure agile
teams, and most importantly, why teams should demand good governance.
© Scott Ambler + Associates 40