3. The New Normal
Deliver the right product at the right time
Deliver Value
Deliver Value
Manage Complexity
Manage Complexity
Rapidly Adapt
Rapidly Adapt
4. Adopting an agile approach is a great start
Agile succeeds three times more often
than non-agile projects
The Chaos Manifesto, Standish Group 2012
The Chaos Manifesto, Standish Group 2012
5. Organizations have had success with agile...
…yet few have been able to realize the full potential
42
%
of agile projects are considered
successful
26
%
of organizations use agile ONLY in
development
65
%
of organizations
consider [complex]
tool integrations a
key inhibitor to
success
Sources: Sources: NIST, Planning Report 02-3. The Economic Impacts of Inadequate Infrastructure for Software Testing, May 2002;
5
a
The Times of India, IT sector to get 12% average salary hike in 2011, TOI Tech & Agencies, Mar 8, 2011, Forrester Research, 2012
6. Maturing agile organizations are encountering difficult problems
How do I get executives to
buy-in to agile? ScrumMaster
How do I address
compliance and
governance
without impacting
the team’s
velocity? - PMO
Director
6
How do I integrate the
strategy of the business with
execution in development
and support in operations? LOB Executive
How do I effectively
organize my global
development team? - CTO
7. IBM agility@scale: Powered by DevOps
Providing the roadmap and capabilities to achieve better business outcomes
Plan /
Measure
Monitor /
Optimize
DevOps
Continuous
Innovation,
Feedback
and Improvements
Develop /
Test
Release /
Deploy
“A fool with a tool is still a fool.” –
Grady Booch, IBM Fellow
Facilitate
organizational
transformation
Deliver what
the customer
wants
Deliver when
the customer
needs it
Address the
difficult
scaling issues
9. Facilitate
organizational
transformation
Comprehensive Devops Capabilities
Product Owners
Stakeholders
Agile Teams
DevOps Lifecycle
Operations/Production
Plan and
Measure
Develop and
Test
Release and
Deploy
Continuous Business
Planning
Collaborative
Development
Continuous Testing
Continuous Release and
Deployment
Monitor and Optimize
Continuous Monitoring, Continuous Feedback and Optimization
DevOps Foundation
Open Lifecycle and Service Management Integration Platform
OSLC
Best Practices
Ecosystem
Continuous Innovation, Feedback and Improvements
11. Deliver when
the customer
needs it
Reduce time to
customer feedback.
Improved customer
experience.
•Increased new product
releases from 30-40 per
year to more than 400
12. Address the
difficult
scaling issues
Team size
Under 10
developers
Compliance requirements
1000’s of
developers
Domain Complexity
Geographical distribution
Co-located
Straight
-forward
Global
Enterprise discipline
Project
focus
12
Rigid
Intricate,
emerging
Organization distribution
(outsourcing, partnerships)
Enterprise
focus
Organizational complexity
Flexible
Critical,
audited
Low risk
Collaborative
Contractual
Technical complexity
Homogenous
Heterogeneous,
legacy
13. Geographic
Distribution
Address the
difficult
scaling issues
Rational CLM team
• ~250 Developers, 75 testers, >400 total project staff
• ~25 component teams in 19 locations
• ~200 builds per day
• CLM Integration builds weekly, deployed every 4 weeks to jazz.net
Edinburgh
Toronto
Ottawa
Littleton, MA
Zurich
Beijing
Paris
Pornichet
Yamato
Raleigh
Beaverton
SVL/San Jose
Costa Mesa
Austin
Bangalore
El Salto
Perth
13
13
14. Large
Teams
Address the
difficult
scaling issues
Managing an Enterprise Backlog
CLM Overall
priorities
CLM Program Backlog
- Cross-cutting items
- Top domain items
Top dev
actions
QM Plan
RM Plan
CCM Plan
- Spikes
Foundation Plan
14
DM Plan
- Plan Items under
development
15. Compliance
Requirements
Visibility and Traceability
Proof of Code Review
User Story without a
requirement
Fully covered
User Story
User Story without
a test
User Story blocked by a
defect
Links to source code
and deployment
Address the
difficult
scaling issues
16. IBM Rational Recognized As A Leader in ALM
The Forrester WaveTM: Application Life-cycle Management Q4 2012*
Report Highlights
• Highest Scores among all vendors for
Current Offering & Strategy“
• “Not only has IBM continued
development of its strong suite of
products, but it has also stitched them
together in a more coherent way.”
• [IBM] has also made clearer the use
cases it supports ... such as Agile teams
and embedded software development"
Link to report
16*Forrester Research Inc, October 23, 2012. Forrester Reseah The Forrester Wave™ is copyrighted by Forrester Research, Inc. Forrester and Forrester Wave™ are trademarks of Forrester Research, Inc. The Forrester
Wave™ is a graphical representation of Forrester's call on a market and is plotted using a detailed spreadsheet with exposed scores, weightings, and comments. Forrester does not endorse any vendor, product, or service
depicted in the Forrester Wave. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change.
Story – The carpool talk of the day… the latest update of Minecraft, training the me, me, me generation to expect enhancements and fixes NOW.
Don’t have to look far to see the implications to software driven innovation, just pull up the home screen on my iPhone.
Deliver Value: Apps that allow me to work, like instant messaging and business collaboration
Manage Complexity: think about the complexity of banking apps, middleware, backend (mainframe)
Rapidly Adapt: Hipmunk allowed me to drop the other mainstream travel planning apps, offers flight searches by “agony”
Matt
To reduce risk and improve predictable results many have migrated to an agile approach to help address the pressures of the new normal. There is no doubt that agile helps, in fact according to the Standish Group’s Chaos Manifesto Projects that leverage an agile approach are three times more successful than projects that use a non-agile methodology like waterfall.
And here’s why… a survey done last year by Projects@Work and the Scrum Alliance found that the Ability to adapt to change is the number one benefit organizations realize when adopting agile, followed by Better customer engagement, improved deliverables, improved communication and better project visibility.
Matt
While there is no doubt that agile projects are far more successful than non-agile projects, organizations still face growing pains when moving beyond a few teams…
First, agile has seen tremendous success, but there is always room for improvement, organizations need help putting the right agile and development practices in place to improve this success rate by providing a consistent process framework and tools that help them support their best practices.
Second, achieving optimum agile success is really dependent on expanding agile practices beyond development. The true measure of agility is the time it takes a user story to be defined, coded, built, deployed and communicated to your customers, development is only one component of this… operations, sales, marketing must also be included in the process.
Third, many organizations face growing pains when they begin to expand their agile practice. Tools is a common area of struggle, especially as teams grow, cross project or team dependencies become very difficult to manage with disparate tool infrastructures, not to mention the effort that goes into integrating the tools to assure managers have visibility across their entire portfolio of projects.
Facilitate organizational transformation – Through experts with years of expertise in training and coaching in guiding organizations through agile culture shifts
Deliver what the customer wants – By leveraging collaborative tools and approaches to improve feedback mechanisms
Deliver when the customer needs it- By applying lean and agile principles in development, operations and the business
Address the difficult scaling issues – Through proven scaling frameworks automated by integrated tooling
Provides a roadmap to become an Agile Business
Ties Business Strategy to Software Innovation
Khurram
In the early days, agile development was applied to projects that were small in scope and relatively straightforward. Today, organizations want to apply agile development to a broader set of projects. Agile needs to adapt to increasing complexity. Agility@Scale is about explicitly addressing the complexities that disciplined agile delivery teams face in the real world. The agile scaling factors are:
Geographical distribution. What happens when the team is distributed within a building or across continents?
Team size. Mainstream agile processes work well for small teams (10-15), but but what if the team is fifty people? One hundred people? One thousand people?
Compliance requirement. What if regulatory issues – such as Sarbanes Oxley, ISO 9000, or FDA CFR 21 – are applicable?
Domain complexity. What if the problem domain is intricate ( such as bio-chemical process monitoring or air traffic control), or is changing quickly (such as financial derivatives trading or electronic security assurance). More complex domains require greater exploration and experimentation, including but not limited to prototyping, modeling, and simulation.
Organization distribution. Sometimes a project team includes members from different divisions, different partner companies, or from external services firms.
Technical complexity. Working with legacy systems, multiple platforms, or blending disparate technologies can add layers of technical complexity to a solution. Sometimes the nature of the problem is very complex in its own right.
Organizational complexity. The existing organizational structure and culture may reflect traditional values, increasing the complexity of adopting and scaling agile strategies. Different subgroups within the organization may have different visions as to how they should work. Individually, the strategies can be quite effective, but as a whole they simply don’t work together effectively.
Enterprise discipline. Organizations want to leverage common infrastructure platforms to lower cost, reduce time to market, and to improve consistency. They need effective enterprise architecture, enterprise business modeling, strategic reuse, and portfolio management disciplines. These disciplines must work in concert with, and better yet enhance, the disciplined agile delivery processes.
Each scaling factor has a range of complexities associated with it. Each team faces a different combination of factors, and therefore needs a process, team structure, and tooling environment tailored to meet their unique situation.
Author Note: Optional Rational slide. Graphic is available in English only.
Author Note: Mandatory Rational closing slide (includes appropriate legal disclaimer). Graphic is available in English only.
