IT Symposium Agile

Editor's Notes

• #3: Story – The carpool talk of the day… the latest update of Minecraft, training the me, me, me generation to expect enhancements and fixes NOW.
• #4: 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”
• #5: 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.
• #6: 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.
• #8: 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
• #9: Provides a roadmap to become an Agile Business Ties Business Strategy to Software Innovation
• #13: 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.
• #18: Author Note: Optional Rational slide. Graphic is available in English only.
• #19: Author Note: Mandatory Rational closing slide (includes appropriate legal disclaimer). Graphic is available in English only.