Can Agile Work for this Project?

• Cognizant 20-20 Insights

Can Agile Work for This Project?
Executive Summary given project. If we find that we are struggling
with coming up with answers for these questions,
One of the four pillars of the “Manifesto for Agile
then we probably need to spend a little more time
Software Development”1 is that “we have come
thinking through how we would apply Agile before
to value… working software over comprehensive
we move forward with the decision to use it on
documentation.” In reality, we are saying that
that given project.
we value working systems as opposed to merely
limiting ourselves to only delivering working
What Do Our User Stories Look Like?
software. Most of the very large and complex
projects we deliver are really as much about The first question we should be asking is: What
integrating systems together as they are about is our concept of a user story? Are we describing
building new bespoke software applications. But user interactions with a system; are we describing
do all of these different flavors of projects lend a feature; or are we describing a component? What
themselves towards using Agile? This is a question other types of artifacts will we need to produce
that is on the minds of many decision makers in to augment the user story? At the same time, we
the field of information technology these days. also need to keep in mind the Agile Manifesto,
and remind ourselves that we value working
Many organizations have already adopted Agile systems over comprehensive documentation. So
as the primary software development methodolo- we don’t want to go overboard, but instead find
gy for custom building new applications. However, that balance of how much documentation is the
many of the projects that are undertaken by infor- “sweet spot” for building working systems.
mation technology organizations don’t fit neatly
into the paradigm of a brand-new application. IT How Will We Sequence Our Backlog?
projects come in many sizes, shapes and flavors. The second question is: What criteria are we going
Based on our experience virtually all of them can to use to determine the order of user stories on
be successfully done using Agile, but we need the product backlog? Can we attach some sort
to be smart about it and make sure we carefully of monetary value to the user story and thereby
think through how we would adopt Agile for these order the more valuable stories to the top and
different patterns of project types. the less valuable to the bottom? Should we be
prioritizing the stories based on architectural
Before we can say definitively that a given
uncertainty or complexity, or whether they are
project can be done in Agile, we need to look at
foundational stories that later stories on the
answering four important questions. If we are
backlog are inherently dependent upon? Or in the
able to answer these four questions with well-
example of a project where the solution is more
thought-out responses then we would be fairly
about standing up a new commercial off-the-shelf
assured we could have success with Agile for a

cognizant 20-20 insights | december 2011

(COTS) application, perhaps what goes onto the immaterial when we are trying to answer the four
backlog is a sequenced set of configuration tasks big questions. Moreover, the way in which a given
that need to be done in a particular order. organization would answer those questions will
probably have the least variability from organiza-
How Will We Partition Tasks? tion to organization in this example. For the sake
The third question we should be asking is: Can of this example, let’s assume we are talking about
we partition the user stories into sets of tasks a software company that makes online banking
that the Scrum team can perform within a Sprint software using a fairly traditional implementation
to deliver some sort of “potentially shippable” of Scrum.
product that can be demonstrated to the product
owner? Perhaps these tasks are the typical set User stories will most likely look like the classic
of tasks you would expect to see in a traditional 3x5 card that describes who the actor is, what
project where you are building a new applica- they are trying to accomplish and how we will
tion: perform design, coding and unit test, build know if we have successfully accomplished it. It
and integration. Perhaps the tasks are a different would resemble something like, “As a customer, I
set of tasks due to the nature of the project we want to be able to see my last thirty days of trans-
are performing, such as configuration tasks, actions on my account so that I can reconcile my
data reengineering activities such as extract, checkbook.”
transform and load or perhaps they are tasks that
The set of user stories would most likely be ordered
would be performed while using a 3GL or CASE
numerically with an absolute ranking on the
tool to generate code.
product backlog by the product manager. It would
then be the product manager’s responsibility to
What Is Our Definition of Done?
come up with the rationale for how the ranking is
The fourth and final question is: How will we know performed. In some organizations, some sort of
we are done with the user story? That is to say, monetary value would be placed on the user story
how do we know when we have something that is (for example, some user stories might be related
“potentially shippable”? How are we going to test to a new product feature that would allow us to
what we are delivering? Are we going to use test- sell our product to new customers and create
driven development (TDD)? Are we going to have incremental revenue). Another possibility is that
a separate bifurcated testing team downstream the product manager might rank stories based on
of the Scrum team to certify the product coming how many end customers have requested a given
out of the Sprints before it is actually shipped feature or capability.
to customers? These are important questions to
consider when deciding how we are going to test Partitioning the story into tasks is also a pretty
our stories. straightforward exercise, wherein there might be
some tasks oriented around creating technical
For any given IT project, if we are able to come stories. These would be performed in the early
up with a well-reasoned set of answers to all part of the iteration/Sprint, then there would be
four of these major questions, then we can feel coding and unit testing tasks, and then finally
reasonably assured that choosing Agile for that some acceptance and validation tasks.
specific project was a good decision and that
there is not a particular nuance that prohibits the Lastly, it would most likely be a responsibility of
use of Agile. Now let’s reinforce this by looking the product manager to answer the question,
at some common examples of archetype patterns “are we done?” The user stories would likely have
of information technology projects that probably some acceptance criteria that can be used to
look pretty similar to some projects on your road make that determination, and when the product
map or portfolios. Then we’ll discuss how we manager accepts the story and it is shown in the
would answer these four questions for each of demo then the story would be considered “poten-
those patterns. tially shippable.” It would then ship during the
next scheduled release.
Custom-built/Bespoke
The green field project where we are building Package Implementation/ERP
a brand new bespoke application from scratch Package implementations and enterprise resource
is the most classic example of a project well planning (ERP) are other common patterns of IT
suited for Agile. Whether the skill set is Java, projects. But how would we go about answering
.NET or a legacy mainframe technology is almost the four big questions in this type of example?

cognizant 20-20 insights 2

Let’s assume we are talking about an organiza- implementation have been delivered against the
tion that is migrating from a set of home-grown acceptance criteria and are now “potentially
order management and fulfillment applications shippable.”
to a commercial off-the-shelf (COTS) package.
It’s likely that most of the user stories would Data Warehouse/Business Intelligence
resemble the types of user stories from the Data Warehousing and BI projects are an interest-
first example; they would describe interactions ing example. These projects tend to be complex,
between end users and the system, explain what very large and long in duration. They also tend to
business function they are trying to perform and be very discovery driven especially as it relates
describe some sort of acceptance criteria that to data cleansing and extract, transform and
tell us when that functionality or capability has load (ETL). In addition to having a considerable
been provided. amount of effort relating to ETL, there is usually
some sort of analytical tool or reporting package
However, the role of the product manager and that is implemented. In general, we could treat
the way in which user stories are sequenced on the standing up and configuring of the reporting
the backlog are both likely to be different in this package as being analogous to the package/
example. Instead of some sort of ranking based ERP project pattern which we have already
on value or desirability of a feature, it is more discussed. So let’s focus the discussion on how to
likely that there are certain core modules within do data conversion and data migration projects
the target package that have to be stood up and using Agile.
configured first before other parts of the ERP
package can work. For example, you need to set ETL projects can be done using a variety of
up and load the product module before you can technologies and tools, some involving custom
start setting up and configuring the order entry coding, legacy and more modern programming
applications, so the stories might get ordered languages and ETL tools. What they have in
based on these dependencies and would look common, though, is moving and synchronizing
something like a critical path schedule. data from a source to a target, and performing
transformations on the data. Sometimes we are
The tasks that the delivery team would perform going from source systems to an operational data
would also be different from the traditional store (ODS). Sometimes we are loading large data
custom application development tasks of design, warehouses, and sometimes we are extracting
coding and unit testing. A lot of the technical from data warehouses and loading data marts.
work performed is more oriented around con-
figuration as opposed to software development. User stories in this example would probably look
But all that means is that we would partition the dramatically different than user stories from
story into a different set of tasks that are more in a custom application development project. We
tune with the type of technical work that would are less likely to be describing the way an actor
be performed. Perhaps the story would be parti- interacts with a software application. Rather,
tioned into a set of tasks such as “configure hier- we are likely describing an extraction routine
archies,” “customize business rules” and “validate that needs to pull data from a source system, or
functionality in the user interface.” describing business rules that need to be applied
to data to transform it into the target schema.
It is likely that the acceptance criteria on the
stories will be similar to acceptance criteria on We may need to give some careful thought on who
user stories for projects where we are custom is going to play the role of the product manager
building. The stories would describe a working and how that person would prioritize the stories
functionality where an end user is able to perform on the backlog for the development team. One
some important business-oriented task such as approach could be that the data architect who
entering an order. The acceptance criteria would designed the target schema could play that role.
explain some sort of evaluation criteria that Also, the sequencing of the backlog could be based
would describe how we would know when we are on the chain of inheritance in the data model. That
successful. Therefore the product manager could is to say, the early stories on the backlog might be
play a similar role of formally accepting the stories related to extracting and loading the primary keys
and then having them demonstrated at the end of and identifying data of base stand-alone entities
a Sprint. So, much like in the bespoke example, such as customer, location and product. Then the
the product manager would be the gatekeeper middle priority stories might end up being about
determining which parts of the overall package ETL routines dealing with the one-to-many and


many-to-many relationships like sale and sale Application Value Maintenance
item. And then the latest stories might be about
Application value maintenance (AVM) projects
populating important but ancillary data elements
are usually ongoing and about making minor
on the tables in the data warehouse.
enhancements and making rapid break-fixes to a
Also, if the project is about both loading a data mature application on the right hand side of the
warehouse and data marts, the early sets of product lifecycle.
stories would likely be about going from source
The user stories are likely to be very simple,
systems to the warehouse and the later stories
sometimes being as straightforward as a defect
might be about populating downstream data
or customer issue logged in a quality tool.
marts used by analytical tools.
Some sort of algorithm based on priority and
Partitioning user stories into development tasks
severity is probably going to be used to determine
will also be a challenge. Many times in these types
the sequence of the issues on the defect backlog.
of projects the work that is done is very discovery
Sometimes when it’s about customer issues
driven. Frequently, the quality of the data itself is
we could use a first in first out (FIFO) approach
an unknown. One approach to try would be to have
to sequencing. Or perhaps depending on the
one story about doing the 80% of the customer
particular customer there are different service
records and then having developers use ETL tools
level agreements (SLA) that dictate the priority.
in an early Sprint to do the 80% accepting the
fact that the first time through the gate we might Because time is usually of the essence, we may
have a considerable amount of data that is fallout want to have the partitioning of stories be as
because of unexpected data issues. Then in a simple as possible — basically, just get it done.
second trailing Sprint the developers would tackle Whatever developer is now free takes the next
the 20% that required separate special treatment item off the backlog, works it to completion, marks
because of more complex business rules that it ready for test and then immediately moves to
would need to be identified in other user stories. the next item. No Sprints, no demos. In fact, this
sounds a bit like Kanban, as lean as we can be.
Answering the questions about when we are done
is also a challenge. One way to look at it would be Then it would usually be up to some quality orga-
to have two levels of “doneness.” One early grade nization to make the call on whether the issue
when the data in the warehouse is now usable and has been resolved and can be moved to a closed
complete enough that we can make good business status, or whether the issue persists and needs to
decisions based on how the data is flowing into go back to the top of the backlog.
the data marts. Perhaps after 80% of the sales
data is flowing cleanly we can use that incomplete Deciding on Agile
set to still make pretty reliable product marketing Coming up with thoughtful well reasoned answers
decisions. Then when the data quality hits the to these questions is certainly not a guarantee
higher grade later on we can strive closer towards that we will have success with Agile. There are
99% to 100% quality. This may be a challenge many other dimensions we need to assess, such
based on what types of business decisions are as learning and maturity, organizational cultural
being made with the information coming out of fit, availability of resources, etc.
the warehouse and data marts.

Footnote
1
http://agilemanifesto.org/

About the Author
Dan Fuller is an Associate Director in Cognizant’s Advanced Solutions Group. He is an experienced Agile
practitioner who has led some of Cognizant’s largest and most complex deliveries for clients using Agile.
His background includes 20 years of information technology consulting for some of the largest and most
respected IT consulting firms. He received a master’s degree in technology in education from Harvard
University and a bachelor’s degree in accounting and information technology from the University of
Massachusetts, Amherst. He can be reached at Dan.Fuller@cognizant.com.


About Cognizant
Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-
sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in
Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry
and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50
delivery centers worldwide and approximately 130,000 employees as of September 30, 2011, Cognizant is a member of
the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing
and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.

World Headquarters European Headquarters India Operations Headquarters
500 Frank W. Burr Blvd. 1 Kingdom Street #5/535, Old Mahabalipuram Road
Teaneck, NJ 07666 USA Paddington Central Okkiyam Pettai, Thoraipakkam
Phone: +1 201 801 0233 London W2 6BD Chennai, 600 096 India
Fax: +1 201 801 0243 Phone: +44 (0) 20 7297 7600 Phone: +91 (0) 44 4209 6000
Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7121 0102 Fax: +91 (0) 44 4209 6060
Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com

© Copyright 2011, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is
subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.

Can Agile Work for this Project?

More Related Content

What's hot (20)

Similar to Can Agile Work for this Project? (20)

More from Cognizant (20)

Recently uploaded (20)

Can Agile Work for this Project?