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Welcome!

Scaled Agile – Reston, VA

Eliassen Group

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Agenda 7:30-8:00: Breakfast + Registration 8:00-9:00: Meet local Agilists 9:00-9:15: Opening Remarks 9:15-10:00: Rafaa Abdalla Chief Transformation Engineer at Department of Homeland Security

10:00-10:30: Phillip Manketo - Eliassen Agile in a Regulated Environment

10:45-11:45: Customer Panel 11:45-12:00: Close and Raffle

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What are we advocating?

Steer business strategy to navigate fiercely-competitive markets.

Run the development lifecycle to deliver value faster

Expand team collaboration like we are all in the same room

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• Metrics • Forecasting (How much by when?)

• Velocity (productivity) • Tracking progress (Are we on track?)

• Health status/risk • Quality (defect counts) • Performance feedback (What’s working) • Innovation (What should we build?)

• Support for geographically distributed teams • Collaboration/communications – alignment • Reinforce the process

Why Automation…

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Validated by Top Independent Analysts

The Forrester Wave: Agile Development Tools, Q2 2010

"Rally's leadership rests with its breadth and depth of capabilities for Agile teams, combined with a strong and focused corporate strategy."  -- Forrester Wave™: Application Life-Cycle Management, Q4 2012.#

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• Ease of use – reduces: • cost of collection & friction for collection • least cost to maintain

• 10 years singularly focused on Agile/Lean • Thought leader (Agile fellows, authors)

•  training, coaching, tuning, transformation services • Support for Scrum/Kanban in single product

• 168,000 users in 115 countries • + 40% compound annual growth • Analyst acknowledgments • 24 Major awards • Support for teams/programs/portfolio

• Gold certified SAFe - partner

Why Rally…

Rally Software ©2012

Additional Resources:

Agile Business Webinar Series

Weekly Webinar Series to get your team going with Agile

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RallyON 2013: Leading an Agile Organization •  Industry experts and visionaries •  Peer networking & presentations •  See what’s next in Rally’s product suite •  Participate in Agile training courses •  And bring back actionable information for you,

your teams and your organization www.rallydev.com/rallyon        

Agile Conference June 3 - June 5, 2013

Schedule of Events RallyON Hackathon Fri – Sat, 5/31-6/1 National Day of Civic Hacking Sat – Sun, 6/1-6/2 RallyON Mon – Wed, 6/3-6/4

Company reach – 9 US offices: •  Wakefield (Boston), MA (HQ) •  New York, NY •  Philadelphia, PA •  New London, CT •  Bethesda, MD •  Baltimore, MD •  Cincinnati, OH •  Columbus, OH •  Dallas, TX (2013) •  Serving 35 states

About Eliassen Group and our Agile Practice Vital Stats:

•  Revenue: •  2012 – $175 Million ($13.2MM Agile Practice) •  2011 – $155 Million ($7.5MM Agile Practice)

•  1,100+ Billing Consultants o  2012 - 95 Agile Consultants o  2011 - 67 Agile Consultants •  181 internal employees

•  ~30 Account Executives Overall •  4 Agile Specific Account Executives (Agile

Engagement Managers)

•  Agile  Adop*on  /  Transforma*on  

•  Agile  Health  Checks  •  Agile  Tool  Selec*on  &  

Implementa*on  

Advisory

•  Oversight,  direc*on,  &  planning  

•  For  execu*ves,  teams,  &  individuals  

Coaching

•  Agile  whole  team  •  Scrum  Master  Training  

•  Product  Owner  •  Kanban  

•  Business/Execu*ve  

Training

•  Scrum  Masters  •  Product  Owners  •  BA’s  •  Developers  •  Test  Engineers  

On Demand Support

“Accelerating Business Value Delivery”

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Rafaa Abdalla Chief Transformation Engineer at US Citizenship and Immigration Services of Department of Homeland Security

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Why did we start this journey?

What were the goals of the journey?

How did we do it?

What have we learned so far?

Where do we go from here?

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Why did we start this journey?

§  Our charter q  Transform core immigration benefit-processing capabilities for

USCIS into an innovative, state-of-the-art, electronic and customer-centric solution to support the agency’s mission

§  Our challenges q  Complex system architecture q  Cumbersome software engineering lifecycle q  Long lead time to deliver business value q  Rework q  Inability to adapt quickly to legislative changes

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What were the goals of the journey?

§  Improve time-to-mission-value §  Reduce Project risk §  Reduce cost §  Improve visibility §  Better adopt to changing needs

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How did we do it?

§  CIO initiated and championed effort to change: q Pushed for new system architecture ―  Loosely coupled ―  Open source

q Cloud infrastructure q Re-aligned and empowered USCIS teams q Restructured contract vehicles

q  And…..

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How did we do it? (cont’d)

§  Selected initial best Agile practices to use: –  Continuous Integration/Continuous Delivery –  Continuous Business Involvement –  Automated testing –  Use of Agile methodology (Scrum, Kanban, etc.) to best meet project needs

§  Engaged Agile coaches to help along the way

q Moved from Waterfall to Agile! Waterfall vs. Agile

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Agile methodology - SCRUM

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What have we learned so far?

§  Organizational Change Agent is key ingredient for success q  For USCIS, CIO is the Change Agent who personifies the Agile

mindset and principles

§  Lay out a long-term roadmap §  Keep iterations and cycle times short §  Invest in building effective Agile teams §  Provide appropriate visibility and transparency §  Maximize efficiency and coordination among teams

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Where do we go from here?

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§  Continue to adopt key agile practices

Test Driven Development

Continuous Integration to

Production (DevOps)

Automated Acceptance

Testing

Continuous Integration to Test/Staging

Unit Testing Automated Builds

Continuous Testing

Frequent Check-in of

Code

Continuous Delivery

Kanban

Timeboxed Iterations

(<4 weeks)

Frequent Releases

(Quarterly)

Testing Integration

Onsite Customer

Iteration Reviews

Product Owner

Retrospectives

Collaboration

Product Roadmapping

Estimation / Velocity

Release Planning

User Stories

Planning / Adapting

Immediate Areas of Focus

Value Driven Development

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Where do we go from here? (cont’d)

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§  Continue to scale Agile

Identify Project

• Projects identified through portfolio management process

Conduct Initial Assessment

• Determine project needs, constraints, criteria for success, etc.

Identify Methodology

• Determine Agile methodology (Scrum, Kanban, etc.) based on project needs, constraints, criteria for success, etc.

Provide Coaching

• Observe key project activities to identify issues and provide feedback

• Assist where needed

Transition and Support

• Work with project team and key stakeholders to enable Agile adoption… (and ultimately Agile mastery)

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In Summary….

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Phillip Manketo Senior Agile Consultant at Eliassen Group

January 14, 2013 Confidential Presentation

Agile in a Regulated Environment

Challenges To Scaling Agile in a Regulatory Environment

•  Ingrained Risk Adverse Mindset Resistant to Change •  Strategy for establishing a beachhead from which to scale •  Managing Multiple Stakeholders (Compliance, Legal,

Audit) in addition to the Product Owner •  Interdependent Legacy Applications •  Antiquated Infrastructure •  Highly Bureaucratic Release Management Processes and

Procedures •  Selecting the right Agile Methodology •  Established Software Development Lifecycle

About Me…

•  SENIOR AGILE CONSULTANT, Eliassen Group

•  Accomplished agile practitioner with a proven track record leveraging agile practices to consistently deliver exceptional results on behalf of Fortune 500 clients, start-ups and Federal Government entities.

•  Industry expertise: Financial Services, Internet, New Media, Cable & Telecommunications, Federal Government

•  Agile Community: AgileDC 2013 Organizing Board Member, a role held for the last three years.

Credentials: Accredited Kanban Practitioner Certified Scrum Professional (pending) Certified Scrum Master PMIWDC Member MBA, University of Miami, Fl.

Traditional Waterfall Methodology

Initiate & Plan Requirements Analysis &

Design Build SIT CAT

Ø  Each phase has a baseline set of artifacts which can be audited at the end of each phase by internal compliance organizations

Common Objections To Scaling Agile Methodology

•  “Agile does not follow the approved SDLC, we therefore have to write an entirely new methodology before we can scale an Agile implementation in order to satisfy Audit.”

•  “Agile baseline requirements / deliverables are different than traditional baseline requirements / deliverables.”

•  “You are going to need a dedicated core team member who is just responsible for managing / versioning the baseline artifacts for each Sprint.”

•  “How can the Team deliver an increment of work that has any value to the customer, as well as complete an end-to-end SIT and an end-to-end CAT every two-weeks?”

Traditional Development Methodology

Requirements Analysis & Design Build SIT CAT

Initiate & Plan

Save  Documenta4on  

Requirements  

Sprint    CAT  

Sprint  SIT  

Build  

Design  Sprint 1 - n

2 Week Sprints

Governance Release Mgmt

Agile Development Methodology

Traditional Development Methodology

Requirements Analysis & Design Build SIT CAT

Initiate & Plan

Save  Documenta4on  

Requirements  

Sprint    CAT  

Sprint  SIT  

Build  

Design  Sprint 1 - n

2 Week Sprints

Governance Release Mgmt

Agile Development Methodology

Clarification re Sprint SIT vs. Release SIT

•  The purpose of System Integration Testing is to expose design problems with the interfaces among program components before implementation.

•  For each Sprint, the project Team will conduct System Integration Testing (SIT) to ensure that the functionality developed for that Sprint functions as designed. In addition, at the end of all of the Sprints for that Release there is a Release SIT to ensure that any design problems for the entire release are identified. During each Sprint Review, an end-to-end integration test is not required. However, the Team must ensure end-to-end system integration testing is performed for the Release SIT. SIT Tests, SIT results, and SIT approvals are required for each development Sprint and for the final Release. Baseline artifacts must be retained for the Release SIT.

Traditional Development Methodology

Requirements Analysis & Design Build SIT CAT

Initiate & Plan

Save  Documenta4on  

Requirements  

Sprint    CAT  

Sprint  SIT  

Build  

Design  Sprint 1 - n

2 Week Sprints

Governance Release Mgmt

Agile Development Methodology

Clarification re Sprint CAT vs. Release CAT

•  Customer Acceptance Testing ensures that the technology solution satisfies the key system requirements for the business customer including functionality, user experience, and performance.

•  At the conclusion of every Sprint, the project Team will conduct a Sprint

Demo with the Product Owner (Customer) to ensure that the functionality for the Sprint satisfies key system requirements. This Sprint Demo serves as the Sprint CAT. Customer acceptance of functionality during the Sprint Demo satisfies the Sprint CAT requirement. An end-to-end integration test is not required during each Sprint Demo and/or Review.

•  At the end of the Project, the Team must ensure that end-to-end testing is performed for the Release CAT to ensure that the entire technology solution satisfies the functionality, user experience, and performance requirements of the customer. Baseline artifacts must be retained for the Release CAT.

Methodologies Overview

•  Traditional and Agile development methodologies / frameworks can co-exist with minimal re-work

•  Agile baseline deliverables can be mapped to traditional SDLC baseline deliverables without creating additional and unnecessary documentation requirements

•  SIT and CAT can be accomplished for each Sprint, as well as for the Release as a whole, while delivering value with each increment of work iteratively.

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Quick Break!

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Customer Panel

Rafaa Abdalla, Chief Transformation Engineer

Robert S. Sfeir, Principal Agile Development Practice Lead

Todd Beckett, Scrum Master

James Drake, Agile Methodology Lead

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Raffle!

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Thank You!

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