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© 2010 IBM Corporation
The Agile Scaling Model (ASM) and Other Important Agile Stuff You Should Know
Scott W. AmblerChief Methodologist for Agile and Lean, IBM Rationalwww.ibm.com/developerworks/blogs/page/amblertwitter.com/scottwambler
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Agenda� Some Industry Statistics
� Agile Scaling Model
� The Agile Development Lifecycle
� What is Agility at Scale?
� Some More Industry Statistics
� Applying IBM agility@scale to agile practices
� Some “New” Agile Practices for Scaling
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Some Industry Statistics� Adoption rates:
�76% of organizations have adopted agile techniques
�44% of projects, on average, within those organizations have adopted agile
�Source: DDJ July 2009 State of IT Union survey
� Effectiveness:
�Avg agile success rate: 70%
�Avg traditional success rate: 66%
�Agile and iterative beat traditional when it comes to quality delivered, ability to deliver needed functional, return on investment, and time to value
�Source: DDJ 2008 Project Success Survey
� Surveys available at www.ambysoft.com/surveys/
0.8
0.8
2.7
0.4
0.8
0.2
1.8
2.3
4.0
3.0
5.6
5.0
4.4
3.9
6.0
4.9
Time
Money
Functionality
Quality
AgileIterativeTraditionalAd-Hoc
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Agile Scaling Model (ASM)Core Agile Development
�Focus is on construction
�Goal is to develop a high-quality system in an evolutionary, collaborative, and self-organizing manner
�Value-driven lifecycle with regular production of working software
�Small, co-located team developing straightforward software
Disciplined Agile Delivery
�Extends agile development to address full system lifecycle
�Risk and value-driven lifecycle
�Self organization within an appropriate governance framework
�Small, co-located team delivering a straightforward solution
Agility at Scale
�Disciplined agile delivery and one or more scaling factors applies
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The Scrum construction lifecycleTechnicalPractices?
ProjectInitiation? Release into
Production?
Operate inProduction?
EnterpriseDisciplines?
ProjectSelection?
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The disciplined agile delivery life cycle
Operate inProduction?
EnterpriseDisciplines?
ProjectSelection?
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Domain Complexity
Straight-forward
Intricate,emerging
Compliance requirement
Low risk Critical,audited
Team size
Under 10developers
1000’s ofdevelopers
Co-located
Geographical distribution
Global
Enterprise discipline
Projectfocus
Enterprisefocus
Technical complexity
HomogenousHeterogeneous,
legacy
Organization distribution(outsourcing, partnerships)
Collaborative Contractual
Agile scaling factors
Disciplined Agile
Delivery
Flexible Rigid
Organizational complexity
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Some More Industry Statistics
� Scaling:�The majority of agile teams are geographically distributed in some manner
�Organizations have reported successful agile programs of 500+ people
�One third of agile teams are in regulatory situations
�75% of organizations doing agile are doing so on medium complexity or greater projects
�17% of organizations are successfully applying agile in outsourcing situations
�78% percent of teams are working with legacy systems
�32% of organizations report successful interaction between enterprise architects and agile teams
�11% of organizations report that their governance strategy works well with agile teams (yikes)
� Source: DDJ November 2009 State of the IT Union Survey, www.ambysoft.com/surveys/
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Scaling Daily Stand Up Meetings� Geographic distribution
�Meeting occurs over phone, video, electronically…
�Rational Team Concert (RTC) to share information
�Change meeting times to reflect team distribution – spread the pain
� Team size�Kanban strategy is to ask 1 question: What new issues do you foresee?
�Subteams need to coordinate via coordinators, perhaps in a “scrum of scrums”
� Regulatory compliance�Take meeting attendance and record action items (if any)
� Organizational distribution�Additional coordination between organizations may be required
�Project dashboard access for external organizations may be required
�Document decisions/action items pertaining to external organizations
� Enterprise discipline�Enterprise
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Scaling product backlogs� Disciplined agile delivery
� Defects treated like requirements and managed on backlog
� Non-functionality work items, such as training, reviews, can be managed on backlog
� Geographic distribution� Manage the backlog electronically
� Team size� Subteams may have their own backlogs, but that makes rollups harder
� Burndowns of subteams need to be rolled up into overall team burndown
� Regulatory compliance� May need to manage backlog electronically
� Domain complexity� Business analysts look ahead on the product backlog to explore upcoming complexities
� Organizational distribution� A given organizational unit may only be allowed to see portions of the backlog
� Technical complexity� Team members look a bit ahead on stack to consider upcoming complexities
� Organizational complexity� Your team may need to conform to existing change management processes
� Enterprise discipline� Electronic backlog management enables automation of burndown charts and other metrics via project
dashboard (e.g. in Rational Team Concert), supporting improved governance
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Some “New” Practices/Strategies for Scaling Agile
� Practices:�Risk-Value Life Cycle
�Parallel Independent Testing
�Architecture Envisioning
�Requirements Envisioning
�Work Item Lists
�Lean Development Governance
� Strategies:�Product Owners adopt Business Analyst Skills
�Large Team Organization Strategies (Feature Teams, Component Teams, Internal Open Source)
�Enterprise Disciplines (see www.enterpriseunifiedprocess.com)
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Critical resources
� www.ibm.com/rational/agile/
� www.jazz.net
� www.ambysoft.com/surveys
� www.ibm.com/developerworks/blogs/page/ambler
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© Copyright IBM Corporation 2010. All rights reserv ed. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way.IBM, the IBM logo, the on-demand business logo, Rational, the Rational logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.
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The disciplined agile delivery life cycle (Scrum terms)
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Tooling for agile IT software teams
� Flagship Agile Products�Rational Team Concert (RTC) – Distributed agile development, project monitoring
� Primary Agile Products
�Rational Application Developer (RAD) – Development
�Rational AppScan – Web site security testing
�Rational Build Forge (RBF) – Continuous integration, deployment
�Rational Insight – Governance
�Rational Project Conductor – Project Management
�Rational Quality Manager (RQM) – Test management
�Rational Requirements Composer (RRC) – Requirements modeling
�Rational Asset Analyzer (RAA)/Rational Software Analyzer (RSAR) – Static code analysis
� Extended Agile Products�Other products are potential candidates for scaling purposes
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ReportAutomateCollaborate
Measured Capability Improvement (MCI)Improving software and systems delivery in order to increase revenue and lower costs
SteerAct
Measure and trend component reuse, defects across
the lifecycle, and new team member productivity
Execs, Managers,& Practitioners
Managers & Practitioners
Deploy collaborativeapplication lifecycle
management
Assess
� Reduce time-to-market by 20%� Eliminate 90% of defects before release� Reduce learning curve for new developers by 50%
Executives& Managers
Improve time to market and quality and lower costs through improved
collaboration, build and test automation