The Disciplined Agile Consortium
recently launched a certification programme for practitioners of Disciplined Agile Delivery (DAD)
. There are three practitioner certifications
- Disciplined Agile Yellow Belt. This beginner certification indicates to colleagues and employers that you are eager to learn Disciplined Agile Delivery (DAD) strategies that enable you to increase your skills and abilities as a software professional.
- Disciplined Agile Green Belt. This intermediate certification indicates that you are experienced at DAD and are on your way to becoming a generalizing specialist. You have the potential to be a “junior coach” under the guidance of a senior coach (someone who is likely a Disciplined Agile Black Belt).
- Disciplined Agile Black Belt. This expert certification indicates that you are a trusted expert with significant proficiency at DAD. You can coach other people in disciplined agile strategies and advise organizations in the adoption and tailoring of the DAD framework.
Differentiate yourself in the marketplace. Certification in Disciplined Agile Delivery (DAD) means something to clients and employers because it needs to be earned. Certification in DAD tells the marketplace you understand how to deliver an agile solution from end-to-end with experience in enterprise-class development.
As an aside, the Disciplined Agile Consortium is proud to have IBM Rational's Richard Knaster and Carson Holmes the president of the Global Rational User Group (GRUG) on our board of advisors.
You are invited to participate in my 2010 IT Project Success survey (http://www.surveymonkey.com/s/StateOfITUnion
The goal of this survey series is to find out how we define IT project
success in practice and how successful our projects actually are. The
survey should take you about 5 minutes to complete, and your privacy will
be completely protected.
At the end of the survey you will be given
the chance to be entered into a draw for one of 10 copies of Reflections on
Management: How to Manage Your Software Projects, Your Teams, Your Boss,
and Yourself by Watts Humphrey and William R. Thomas published in April 2010
by Addison Wesley. I'm reading it right now and it's a really great
This is an open survey, so the source data (without
identifying information to protect your privacy), a summary slide deck, and
the original source questions will be posted at www.ambysoft.com/surveys/
that others may analyze the data for their own purposes. Data
from previous surveys have been used by university students and
professors for their research papers, and hopefully the same will be true of
the data from this survey. The results from several other surveys
are already posted there, so please feel free to take advantage of
Thank you very much for taking your valuable time to
fill out this survey.
Modified by ScottAmbler
I recently ran into an interesting issue at a customer organization. This customer is in the process of transitioning to Disciplined Agile Delivery (DAD) and part of that effort is to train, mentor, and coach their people in these new ideas and techniques. The challenge is that some of "their people" are full time employees (FTEs) and some are contractors/consultants. When we were planning an upcoming DAD workshop with them, part of the planning effort was to identify who should get that training, which we're delivering in a just-in-time (JIT) basis on a team-by-team basis. The only people invited to take the training were FTEs because the customer has a policy of not training contractors. I pushed back a bit on this, but they were adamant about not training contractors because their view was that contractors should either have the skills required to do their jobs or be willing to get those skills on their own time. Fair enough, but from an agile team building point of view this isn't ideal.
This situation got me thinking a bit. One issue is that not all contractors are the same. Some are short term contractors that are brought in for a specific purpose, they're paid well, and then they move on. Other contractors stay much longer, sometimes months or even years, and as a result gain deeper knowledge and understanding of your business. For these longer term contractors it seems to me that there is little difference between them and FTEs, perhaps only in the way that they're remunerated. Some countries such as the United States now have laws in place limiting how long someone is allowed to remain a contractor because these similarities lead to interesting legal questions around extending benefits to them.
Another issue is that if you intend to build teams from both FTEs and contractors, it behooves you to ensure that these people get similar training, coaching and mentoring to streamline the transition effort.
Here's the logic I would suggest to address the issue of whether or not to train a contractor:
Is the contractor going to be assigned to a key project/product for the organization? If not, don't train them.
Are they someone you want to keep long term? If not, don't train them and consider not putting them on the new agile team at all.
Does the contractor work for a large service provider? If yes, ask the service provider to cover the costs of training.
Is the contractor an independent or working for a smaller service provider? If yes, include the person in the training if there's room but don't pay their wage during the training period (so you effectively share the investment/cost of training).
As always, let the context of the situation drive your strategy.
On Tuesday, Dec 1, 2009 Philippe Kruchten
, Bruce MacIsaac
, and myself participated on two virtual panels about the future of the Unified Process (we did two to support callers from around the globe) for the Global Rational User's Group (GRUG)
. During the panel sessions we discussed a bit of the history of the Unified Process, some of the misconceptions people have with it, some of the common mistakes people made implementing it (instantiating it to be documentation heavy and/or serial) due to those misconceptions, how it can be very agile if you choose to instantiate it that way, the OpenUP
, the AUP
, how UP relates to the IBM Practices
, and other topics.
The links to the recordings are:
Hope you find it interesting. As I've written in the past, the RUP can be as agile as you want to make it. Furthermore, there are a lot of really good ideas in the RUP that the agile community can and should choose to mine, although sadly I see far too many teams doing things the hard way and reinventing the process wheel on their own. I hope they're enjoying themselves, because it clearly isn't a very efficient way for them to go about process improvement.
And now for some blatant advertising. ;-)
I just wanted to point out our agile development
page to you as it contains links to a lot of interesting agile resources produced by the folks here at Rational. There's links to white paper, recorded web casts, and Rational's Agility@Scale poster. Short story is that the page is worth checking out.
- Scott[Read More
As you may know I write the agile update newsletter for Dr. Dobb's Journal (DDJ)
. One of the things that I do for DDJ is run the "State of the IT Union" surveys to find out what IT professionals are actually doing in practice. I invite you to fill out the January 2010 edition of the survey at http://www.surveymonkey.com/s/StateOfITUnion
. The survey should take you about 5-7 minutes to complete, and your privacy will be completely protected.
At the end of the survey you will be given the chance to be entered into a draw for one of ten copies of "The Art of Scalability: Scalable Web Architecture, Processes, and Organizations for the Modern Enterprise" by Martin Abbott and Michael Fisher published in December 2009 by Addison Wesley.
The results of this survey will be summarized in a forthcoming newsletter, most likely my March 2010 agile update. Furthermore, this is an open survey, so the source data (without identifying information to protect your privacy), a summary slide deck, and the original source questions will be posted at www.ambysoft.com/surveys/
so that others may analyze the data for their own purposes. Data from previous surveys have been used by university students and professors for their research papers, and hopefully the same will be true of the data from this survey. The results from several other surveys are already posted there, so please feel free to take advantage of this resource.
On Twitter one of the people that I follow recently tweeted in jest "I am waste". He had been tweeting about the problem that people will often pay consultants for their advice yet will not follow that advice once it's been provided (yet will often still keep paying for more advice). Perhaps in this situation his efforts were a waste, or perhaps the real issue was that the customer had a long learning process and hadn't yet come to the point where they were willing to act on the advice, we may never know. But I have to think that there are other situations where this person isn't a waste, regardless of his claims.
This got me thinking that something is a waste in one context yet in another context may be quite valuable. Or, as the old saying goes, one man's trash is another man's treasure.
For example, consider the following simple value stream:
[Activity A: 10 min] [Wait time: 20 min] [Activity B: 10 min]
Without considering the context, the wait time of 20 min represents 50% waste in the overall process that we should try to eliminate.
What if that wait time provides people with a much needed rest? With time to contemplate? With time to destress? Eliminating that wait time, or even reducing it, could result a degradation of performance. In this case, one person's waste (the wait time) is another person's treasure (rest time). The implication is that we need to work closely with the people intimately involved in a process if we're to help them to improve it.
As part of the Agile/Jazz event In Milwaukee on the 29th I'll be giving a talk about the realities of agile software development. The URL for the event is http://www.iconatg.com/lp/events/jazz/jazz_milwaukee.html and I hope to see you there.
- Scott[Read More
Modified by ScottAmbler
The following diagram summarizes a safe and proven strategy for scaling agile delivery strategies at the team level. There are three features of this strategy:
Basic agile and lean methods. At the base are methods such as Scrum, Extreme Programming (XP), Agile Modeling, Kanban, Agile Data, and many others. These methods are the source of practices, principles, and strategies that are the bricks from which a team will build its process.
Disciplined Agile Delivery (DAD). Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile software delivery. DAD provides the process mortar required to combine the process bricks, effectively doing the “heavy lifting” to describe how all of these great agile strategies fit together.
Agility at scale. Teams operating at scale apply DAD in a context driven manner to address the scaling factors that they face. These teams may be large, they may be geographically distributed in some way, they may face compliance constraints, they may be addressing a complex domain or technical environment, or they may be organizationally distributed in some manner. And usually combinations thereof. Without the solid foundation provided by DAD, agility at scale is incredibly difficult to achieve.
To scale agile successfully you must be able to tailor your approach to reflect the context that you face. To do this you must understand what your process and organizational structure options are and what tradeoffs each of those options has. Unless you’re a process expert, this can be challenging. This is where DAD’s process goal strategy comes in. Instead of prescribing a single way to do things, as we see in methods such as Scrum and SAFe, DAD instead captures your options in terms of process goals and guides you through making the decisions that best address the situation that you find yourself in. An example of a process goal diagram, in this case for the Inception phase goal Explore Initial Scope, is shown below.
The critical thing is that with a goal-driven approach it becomes much easier to understand how to scale agile. Depending on the context of the situation that a team finds itself in you will address each goal differently. The strategy for a small, co-located team facing a fairly straightforward situation in a non-regulatory environment works well for that team, the same strategy prescribed to a team in a different situation would put that team at risk of failure. Instead of prescribing a single way of working that is optimized for a specific situation we need to instead allow, and better yet enable, teams to adopt strategies that reflect the context of the situation that they face.
We’ve found that four of the twenty-two process goals seem to take about 80% of the tailoring impact. These goals are:
Explore Initial Scope. This is sometimes referred to as initially populating the backlog in the Scrum community, but there is far more to it than just doing that. This is an important goal for several reasons. First, your team needs to have at least a high level understanding of what they’re trying to achieve, they just don’t start coding. Second, in the vast majority of organizations IT delivery teams are asked fundamental questions such as what are you trying to achieve, how long will it take, and how much will it cost. Having an understanding of the scope of your effort is important input into answering those sorts of questions.
Identify Initial Technical Strategy. This is sometimes referred to as initial architecture envisioning or simply initial architecture modeling. You want to address this process goal for several reasons . First, the team should think through, at least at a high level, their architecture so as to identify a viable strategy for moving forward into Construction. A little bit of up-front thinking can increase your effectiveness as a team by getting you going in a good direction early in the lifecycle. It can also help to avoid injection of unnecessary technical debt as a result. Second, the team should strive to identify the existing organizational assets, such as web services, frameworks, or legacy data sources that they can potentially leverage while producing the new solution desired by their stakeholders. By doing this you increase the chance of reuse, thereby avoiding adding technical debt into your organizational ecosystem, and more importantly you reduce the time and cost of delivering a new solution as the result of reuse. You will do this by working with your organization’s enterprise architects, if you have any. This is an aspect of DAD’s philosophy of working in an enterprise aware manner.
Move Closer to a Deployable Release. This Construction phase process goal is important for three reasons. First, it encompasses the packaging aspects of solution development (other important development aspects are addressed by its sister goal Produce a Potentially Consumable Solution). This includes artifact/asset management options such as version control and configuration management as well as your team’s deployment strategy. Second, it provides deployment planning options, from not planning at all (yikes!) to planning late in the lifecycle to the more DevOps-friendly strategies of continuous planning and active stakeholder participation. Third, this goal covers critical validation and verification (V&V) strategies, many of which push testing and quality assurance “left in the lifecycle” so that they’re performed earlier and thereby reducing the average cost of fixing any defects.
Coordinate Activities. Although it is nice to believe that all of the coordination required by an agile team can be handled with a 15 minute stand up meeting every day the truth is far from that. This process goal addresses strategies for coordinating the work within a team, coordinating with other development teams (if needed), coordinating with IT groups such as your Enterprise Architects or data management group, and coordinating between subteams a programme or portfolio.
For a more detailed discussion of how these four process goals are the key to scaling your agile software delivery process, please refer to the whitepaper Scaling Agile Software Development: Disciplined Agile Delivery at Scale.