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Evangelizing Agile Inside YOUR Company

Evangelizing Agile Inside YOUR Company. Roy Carnes, Account Manager Roy.carnes@outsystems.com 214.223.3817 (c) APLN Houston chapter - November 19, 2009. Topics Some ideas for gaining Agile adoption. Introduction (full disclosure) ISV or Commercial? Projects suitable to Agile

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Evangelizing Agile Inside YOUR Company

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  1. Evangelizing Agile Inside YOUR Company Roy Carnes, Account ManagerRoy.carnes@outsystems.com214.223.3817 (c) APLN Houston chapter - November 19, 2009

  2. TopicsSome ideas for gaining Agile adoption • Introduction (full disclosure) • ISV or Commercial? • Projects suitable to Agile • Speaking the language of business • Getting your Agile project funded • Common road-blocks / objections • Building trust with your customers • Why 2nd Agile projects tend to fail • What’s next for Agile?

  3. Software Product Companies Product Based Budgeting In House Development Stable Teams Software Product Managers Planned Design

  4. Enterprises Product Based Budgeting Product Based Budgeting Project Based Budgeting In House Development In House Development In House + partners + outsourcing Stable Teams Stable Teams FlowingTeams Software Product Managers Software Product Managers Business People Planned Design Planned Design Evolutionary Design

  5. Speaking the Language of Business

  6. Business Processes MatterDifferentiation for Competitive Advantage

  7. Competitive (Core) Commodity (Context) Deploy To Scale Manage Scale Mission Critical Mission Critical Invent Offload NonMission Critical NonMission Critical

  8. Competitive (Core) Commodity (Context) Deploy To Scale Manage Scale Software Packages Mission Critical Invent Offload NonMission Critical

  9. Competitive (Core) Commodity (Context) Deploy To Scale Manage Scale Software Packages Mission Critical Invent Offload NonMission Critical

  10. Competitive (Core) Commodity (Context) Deploy To Scale Manage Scale ERP Suites Mission Critical Invent Offload NonMission Critical

  11. Competitive (Core) Commodity (Context) Deploy To Scale Manage Scale Mission Critical Invent Offload NonMission Critical

  12. The Agile Business ChallengeStable vs. Fast Changing Business Processes Stable business Fast, continuous business change Java App Web Java App Credit Java App Service CRM .Net App ESB (Optional) Mainframe Web .Net Appl Database Custom App Slow technology

  13. The Agile Business ChallengeStable vs. Fast Changing Business Processes Stable business Fast, continuous business change Slow. Difficult to change. No control or visibility. Java App Web Java App Credit Java App Service CRM .Net App ESB (Optional) Mainframe Web .Net Appl Database Custom App Slow technology

  14. “The only thing that it is a constant is change.” Heraclitus, Greek philosopher The weeping philosopher

  15. The Bring on the change!

  16. Why We Love AgileProving Agile Business Value Value Added Value for Evolving Business Expected Target Value for Business Agile Approach Minimum Accepted Value Version 1.0 Traditional Waterfall Approach Time

  17. Why We Love Agile Proving Agile Business Value Value Added Value for Evolving Business “Evergreen Applications” Expected Target Value for Business Agile Approach Minimum Accepted Value Version 1.0 Traditional Waterfall Approach Time

  18. Getting your Agile project funded

  19. The New Home Project Ground Floor 2nd Floor Kitchen WC Closet Study WC Stairs Stairs Parents Bedroom Living/Dining Room Kids Bedroom WC Stock Room Design it, fund it, forget it?

  20. My Dream House 5 Months later… You wouldn’t builda house that way!

  21. Traditional Approach v. AgileDon’t build what’s not needed! • To be Agile • Work in PriorityOrder only! • Deliver LESS,FASTER andmore OFTEN • All feedbackis Golden • Negotiate and Reprioritize • Embrace Change Since formal requirements are never right anyway, lets scope and size the project the Agile way!

  22. Less is MoreNature of Requirements Gathering • Not all requirements required • Best guess / Lump them all in • Trust issues

  23. Less is MoreNature of Requirements Gathering • Not all requirements required • Best guess / Lump them all in • Trust issues Morebecomes Less!

  24. What Agile is NOT • Agile is still often mistaken as an undisciplined way of developing software Agile actually requires MORE discipline, BETTER project management and CLOSER communication with the business and between teams

  25. Less Is MoreWe Ain’t Kidding • Scope is negotiable, time and budget are not

  26. Less Is MoreWe Ain’t Kidding • Scope is negotiable, time and budget are not • High-level basic functionality thru user stories A backoffice user will be able to manage the customer records. This includes searching, listing, selecting, viewing, and editing all associated information.

  27. Getting It Right The First TimeSizing Them Up • Scope is negotiable, time and budget are not • High-level basic functionality thru user stories • Implementation patterns • Predictable, measurable, controllable risks A backoffice user will be able to manage the customer records. This includes searching, listing, selecting, viewing, and editing all associated information.

  28. Getting It Right The First TimeSizing Them Up • Project TIMEBOX • Defined • Agreed upon

  29. Setting the Project Timebox • Less is more • Setting scope and budget is mandatory for funding • Deliver max ROI in shortest time • Win-Win for all!

  30. Building trust with the business

  31. WTBWIWID What The Business Wants Is What IT Delivers

  32. Agile Projects(@ OutSystems’ Customers) Scope is flexible, 2-3 week sprints, Vertically integrated solution at the end of each day, Benefit from low cost of change (automation), Daily Scrum meeting, Tuning after Launch, Highly dependent on tools for control. Gather User Feedback; add new Requirements to Project Backlog SUCCESS = On-Time + On-Budget + 100% Adoption

  33. Benefits to Business of an Agile Approach: “The only thing that it is a constant is change.” Heraclitus, Greek philosopher • Embrace change • Align with Business Needs • Constant user interaction and feedback • Increase solution value and user adoption • Deal with Open Requirements and uncertainty; • Efficiently plan, build and control Project duration and Budget

  34. Agile Key Business BenefitsThe Cost of Change Potential Gains From Agile Methods TraditionalCost of Change Agile methodologies try to change this shape Cost Potential Gains from Agile Methods & Technology Time

  35. Agile Key Differences • Keep working until the users are satisfied For enterprise Agile projects we will set a scope and budget to get project funding • Less is more Since formal requirements are never right anyway lets scope and size the project the Agile way! • Minding the Timebox A good timebox allows IT to deliver enough functionality to meet business needs while controlling scope, with continual business interaction

  36. Project Progress, VisibilityProjects Dashboard

  37. Project PlanningProjects Dashboard

  38. The Tuning SprintEnsuring High End-User Adoption • Special sprint to capture and react to end user feedback.

  39. The Tuning SprintEnsuring High End-User Adoption • Very intense release cycle • Daily deployments! (if possible) • Focus on functional and performance tuning • Implement adoption-boosting features • Use backlog as initial source • Use dynamic feedback technology and approaches to dramatically shorten feedback cycle Project Success = On Time + On Budget + 100% User Adoption

  40. Q3/2005 Q4/2006 Q1/2006 Q2/2006 CRM Physicians Time Off CRM Insurance Sales data Management Project Time Tracking Expense Tracking MSL Relationship Mng. CRM Reporting Clinical Trials Mng. Corporate Dashboard From 1 project to Software FactoryKnocking down the backlog. Great Biz+IT dynamics Version 1 v2 v3 v4 v5 v1 v1 v2 v1 v2 v1 v2 v1 v1 v1 v1 v1

  41. Example: U.S. Media Company The Recurring Project Model Success breeds the next project !

  42. What’s next for Agile? Business Process Management integrated withAgile Application Delivery

  43. BPM DistilledThe 10,000 foot view of BPM • BPM, Business Process Management • Look into an enterprise from a point of view of processes that span multiple functional units. • Drive to Automate and make the organization more Efficient. Look into inefficiencies from a top level point of view. • It’s a company organizational strategy that, typically, should be driven by the Business (not IT). • BPMS, Business Process Management Suites • Tools that support the process above.

  44. Classes of BPMS Integration Centric (e.g. TIBCO) Human Centric (e.g. Lombardi) Document Centric (e.g. EMC BPMS, Process 360) Documents as part of the process Document capture, indexing, and storing in leading repositories Support of the case management, document management • Focused on optimizing “business integration” • High-volume throughput • Integration with packaged applications • BPM layered on SOA • Focused on performing, managing, and optimizing human work • High degree of interaction between people • A lot of exception handling

  45. Process Delivery Challenge Model Process Gather Requirements Dependency Scope Integrate w/ Apps Optimize Design Develop/Test Deploy Monitor Business Activity Deploy Execute Execute

  46. BPMs are introducing extra application artifacts to remove the dependency Model Process Gather Requirements Develop UI, Biz Rules,… Scope Integrate w/ Apps Optimize Design Develop/Test Deploy Monitor Business Activity Deploy Execute Execute Do more and more in the process to remove dependency from the application development world.

  47. Unified Modeling Process + Applications Process User Interface Access Control Change Biz Logic/Rules Database Integration

  48. Extend Agile lifecycle to include business processes

  49. Unified Modeling Extend visual modeling to support business process

  50. Integrated DesignBindings between Processes, Business Logic, Database Entities, Web UI

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