Achieving Agile in the Enterprise From dream to reality
- 1. Webinar Achieving Agile in the Enterprise: from dream to reality
- 2. David Binny Chief Product Officer Panaya Diego Lo Giudice Vice President, Principal Analyst serving Application Development & Delivery Professionals Forrester Today’s Speakers
- 3. Poll #1: Which teams are most agile in your organization? › Dedicated, small dev teams › Business facing IT teams › Project Management Office › Everyone › None of our teams are agile
- 4. © 2017 FORRESTER. REPRODUCTION PROHIBITED.
- 5. © 2017 FORRESTER. REPRODUCTION PROHIBITED. September, 2018 Achieving Enterprise Agility With Modern Application Delivery Diego Lo Giudice, VP & Principal Analyst, serving AD&D
- 6. 6© 2017 FORRESTER. REPRODUCTION PROHIBITED. Leading organizations make SW development their core competency! Why ? Digital matters.. Software Makes Digital successful.. Excellence in Delivering great SW IS A Must for everyone !!!..
- 7. 7© 2017 FORRESTER. REPRODUCTION PROHIBITED. End to end Agility comes with both Agile + DevOps Agile DevOps Speed, Quality and CX Common Language AGILE Infrastructure Automation Infrastructure: Grip, Security Scaled Infrastructure AGILE Development
- 8. Agile tears down the wall with business and DevOps tears down the wall with Ops and closes the loop for fast user feedback… Test ReleaseBuild MonitorIdeate/Plan Developers UsersFeedback loop Delivery Pipeline Insights Data/analytics Agile DevOps+ Continuous SW Delivery
- 9. 9© 2018 Forrester Research, Inc. Reproduction Prohibited Source: Forrester Agile Panel Survey 2017 Base: 232 Agile + DevOps is better than just Agile…. Faster Business value 41% Faster Business value 69% Improved functional quality 47% Improved Functional quality 72% Greater frequency of delivery 75% Improved technical quality 29% Greater frequency of delivery 83% Improved technical quality 72%
- 10. 10© 2017 FORRESTER. REPRODUCTION PROHIBITED. Agile Is Slowly But Steadily Scaling In Firms This is a Horizontal and Vertical scale Source: The State of Agile 2017: Agile at Scale. Agile + DevOps Slowly But Steadily Reaches Enterprise Scale 2013 2017 2013 2017 25% 75% But is there a difference between SW Technology vendors and End User companies ?
- 11. Base: 135 (2017) and 86 (2015) professionals with knowledge of their firm’s Agile practices working in government and end user companies. Source: Forrester’s Q3 2017 and 2015 Global Agile Software Online Survey “Roughly what percent of development teams in your organization are using Agile practices?” Base: 116 (2017) and 70 (2015) vendor professionals & ISVs with knowledge of their firm’s Agile practices Source: Forrester’s Q3 2017 and 2015 Global Agile Software Online Survey ISVs and Vendors Development teams Adopt more Agile than Enterprise End Users and also more proficiently 26,98% 46,82% 26,19% 22,80% 38,86% 38,34% Few (<25%) Some (25-75%) Most (>75%) Using Agile practices 2015 2017 20,91% 35,45% 43,64% 7,76% 33,62% 58,62% Few (<25%) Some (25-75%) Most (>75%) Using Agile practices 2015 2017
- 12. 12© 2017 FORRESTER. REPRODUCTION PROHIBITED. Seven scaling areas of lessons learned: Lights and Shadows But Agile Expert Firms do it all better Source: The State of Agile 2017: Agile at Scale Agile + DevOps Slowly But Steadily Reaches Enterrse Scale
- 13. 13© 2017 FORRESTER. REPRODUCTION PROHIBITED. Agile Budgeting and Funding is the 2017 Agile theme, and there is space for improvement Source: The State of Agile 2017: Agile at Scale Agile + DevOps Slowly But Steadily Reaches Enterprise Scale
- 14. 14© 2017 FORRESTER. REPRODUCTION PROHIBITED. Key Metrics that increase agility, and Agile Expert firms have higher scores… Source: The State of Agile 2017: Agile at Scale Agile + DevOps Slowly But Steadily Reaches Enterprise Scale
- 15. 15© 2017 FORRESTER. REPRODUCTION PROHIBITED. Lean at the IT strategic level: A common theme for both Agile and DevOps Minimum Viable Product Create Value Eliminate Waste Continuously Improve RespectPeople Build, Measure, and learn Maximise Flow Minimize Work in progress
- 16. 16© 2017 FORRESTER. REPRODUCTION PROHIBITED. Value Streams
- 17. 17© 2016 Forrester Research, Inc. Reproduction Prohibited Source: Forrester Agile Adoption 2017 at scale survey Describe your Agile Journey Product Level ”we prioritize on which value streams we apply Agile based on value stream mapping analysis (High Waste to eliminate, High Value to gain)” 30% 22% Portfolio Level ”we prioritize on which value streams we apply Agile based on value stream mapping analysis (High Waste to eliminate, High Value to gain)” 20% Enterprise ” We’ve taken the big bang approach across the entire organization, after having tested it successfully” 19% Ad hoc ” We try Agile in teams that volunteer to try it out, and we replicate from there” Most Agile journeys start at the Product level, while portfolio Value Stream and Enterprise lag behind..
- 18. 18© 2017 FORRESTER. REPRODUCTION PROHIBITED. Why Value Stream Management (VSM) ? Visualization of waste and value Source: Faster Software Delivery Will Accelerate Digital Transformation Forrester report
- 19. 19 As Agile+DevOps journeys mature…Enterprise Users want to › Map or connect customer journey maps to value streams › Uncover hard data on the value or tangible truth of their transformation to an Agile+DevOps organization › Realize an industry shift towards systems thinking. Hits the C-suite, creating demand for cooler metrics › Deliver products faster but staying compliant › Provide end to end financial visibility, initiatives, teams working on them, value delivered.
- 20. 20 Definition of Value Stream Management › A combination of people, process, and technology that maps, optimizes, visualizes, and governs business value flow (including epics, stories, work items) through heterogeneous enterprise software delivery pipelines. Value stream management tools are the technology underpinnings of VSM practice.
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- 22. FORRESTER.COM Thank you © 2017 FORRESTER. REPRODUCTION PROHIBITED. Diego Lo Giudice +39 340 7710775 dlogiudice@forrester.com @dlogiudice
- 23. Poll #2: In which stage are you when it comes to applying VSM within your organization? › We currently use VSM to align IT activity › We plan to apply this strategy in the future › No plans to integrate VSM in our Agile activities
- 24. Proven Success with over 2000 Customers Established 2006 Acquired by Infosys - 2014 Bringing Agility to Enterprise Applications Powered by: › Change analytics › Enterprise applications domain expertise › Machine learning & crowd wisdom technology › Over 9,000 projects (5,000 business process implementations) › Over 16000 requirements and 150 releases › Over 5,000,000 test scripts › Over 50 Traditional ALM solution replacements Enterprise Agile Delivery Platform: › Continuous Delivery and ALM › Test Acceleration and Defect Management › Impact Analysis and Risk Mitigation
- 25. Why Transition to a Modern ALM solution: Deliver business value faster Designed for Enterprise IT See Everything Sync Everyone Be proactive Ease of use
- 26. The only tool designed for Enterprise Agile Delivery Release Dynamix provides real time insights into risk & quality, and automatically generates corrective actions for safe release into production.
- 27. Product Owners Are we delivering the right value? Developers How can we reduce cycle time? How well is our code performing? QA What is our test coverage? How is feedback from production? Business What’s the cost of the feature? Is customer experience improving? OPS Is flow efficient? Which KPIs should we monitor? Understanding Stakeholder Needs:
- 28. Developers QA Addressed by traditional tools Product Owners Business OPS Not addressed by traditional tools Supplier Customer Value stream Process ProcessProcess A B C VSM - Give each stakeholder visibility into delivery pipeline
- 29. Panaya Release Dynamix Product OwnersBusiness QADevelopers OPS “Both business and software delivery teams need visibility on where their product, application, epic, feature, or user story is in the delivery pipeline. Visibility enables better decisions on prioritization and investments.” VSM - Give each stakeholder visibility into delivery pipeline
- 30. Case Study: Release Dynamix Replacing HP-ALM Large, publicly listed food and beverage company in Southeast Asia 17,000 employees , Revenue - $14B › Running 100s changes every year on SAP & SFDC & IT apps › Looking to accelerate their release cadence › Looking to stop leakage of defects to production › Missing E2E visibility on budget investments With Panaya: SaaS solution designed for Enterprise IT; Replace HP-ALM E2E visibility into delivery pipeline for all stakeholders Real time risk analysis for every SAP, SFDC and IT application change Support hybrid approach (waterfall & agile) 3rd party integrations support
- 31. Value Stream Management The Panaya Vision To help dev teams bring greater value to the business with: • Visibility for all stakeholders into the requirements needed to support strategic business investments and their shared objectives • Transparency to the full delivery pipeline with a real-time understanding of the impact on the business • Greater efficiency in the delivery process, by removing waste (cost of delays, functional defects, etc.) and greater resource allocation
- 33. VSM in Release Dynamix Budget Consumption 2018
- 39. Panaya, Release Dynamix The Enterprise Approach to modern ALM See the status and risk across the delivery of your demand streams Continuously and intelligently factor scope, time and quality Sync complex, dispersed IT organizations around shared objectives See Release Dynamix working for you, get a demo
- 40. Poll #3: Would you be interested in a personalized demo of Panaya’s Release Dynamix? › Yes › No