Modified by ScottAmbler
This article has been replaced by an official "Disciplined Agile Manifesto".
The text of the original article remains below.
I've recently been working with Mark Lines of UPMentors and we've had some interesting discussions around evolving the Agile Manifesto which I thought I would share here to obtain feedback. Note that this is not any sort of official position of IBM, nothing in my blog is by the way (unless explicitly stated so), nor is it some sort of devious plot to take over the agile world (although if we did have some sort of devious plot, we'd make the exact same claim). What we hope to accomplish is to put some ideas out there in the hopes of getting an interesting conversation going.
Over the past decade we’ve applied the ideas captured in the Agile Manifesto and have learned from our experiences doing so. What we’ve learned has motivated us to suggest changes to the manifesto to reflect the enterprise situations which we have applied agile and lean strategies in. We believe that the changes we’re suggesting are straightforward:
Where the original manifesto focused on software development, a term which too many people have understood to mean only software development, we suggest that it should focus on solution delivery.
Where the original focused on customers, a word that for too many people appears to imply only the end users, we suggest that it focus on the full range of stakeholders instead.
Where the original manifesto focused on development teams, we suggest that the overall IT ecosystem and its improvement be taken into consideration.
Where the original manifesto focused on the understanding of, and observations about, software development at the time there has been some very interesting work done within the lean community since then (and to be fair there was very interesting work done within that community long before the Agile Manifesto was written). We believe that the Agile Manifesto can benefit from lean principles.
Our suggested rewording of the Agile Manifesto follows, with our suggested changes in italics.
Updating the Values of the Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working solutions over comprehensive documentation
Stakeholder collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Updating the Principles behind the Agile Manifesto
Our highest priority is to satisfy the customer through early and continuous delivery of valuable solutions.
Welcome changing requirements, even late in the solution delivery lifecycle. Agile processes harness change for the stakeholder’s competitive advantage.
Deliver working solutions frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Stakeholders and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a delivery team is face-to-face conversation.
Quantified business value is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Leverage and evolve the assets within your organizational ecosystem, and collaborate with the people responsible for those assets to do so.
Visualize workflow to help achieve a smooth flow of delivery while keeping work in progress to a minimum.
The organizational ecosystem must evolve to reflect and enhance the efforts of agile teams, yet be sufficiently flexible to still support non-agile or hybrid teams.
We’re agile – things evolve, including manifestos. Looking forward to your feedback (add a comment).
Updates Since this Was First Published:
At IBM Rational we define disciplined agile delivery as:
Disciplined agile delivery is an evolutionary (iterative and incremental) approach which regularly produces high quality solutions in a cost effective and timely manner via a risk and value driven life cycle. It is performed in a highly collaborative, disciplined, and self-organizing manner within an appropriate governance framework, with active stakeholder participation to ensure that the team understands and addresses the changing needs of its stakeholders to maximize business value provided. Disciplined agile delivery teams provide repeatable results by adopting just the right amount of ceremony for the situation which they face.
Let’s explore the key points in this definition:
- Full delivery life cycle. Disciplined agile delivery processes have life cycles which are serial in the large and iterative in the small. Minimally they have a release rhythm which recognizes the need for start up/inception activities, construction activities, and deployment/transition activities. Better yet, they include explicit phases as well. It is very important to note that these are not the traditional waterfall phases – requirements, analysis, design, and so on – but instead different “seasons” of a project. The point is that we need to look beyond agile software development and consider the full complexities of solution delivery. Adopting a full delivery life cycle, not just a construction life cycle, is arguably the “zeroth” agile scaling factor.
- Evolutionary. Agile strategies are both iterative and incremental in nature. Iterative means that you are working in a non-serial manner, on any given day you may do some requirements analysis, some testing, some programming, some design, some more testing, and so on. Incremental means that you add new functionality and working code to the most recent build, until such time as the stakeholder determines there is enough value to release the product.
- Regularly produces high quality solutions. Agilists are said to be quality focused. They prefer to test often and early, and the more disciplined ones even take a test-first approach where they will write a single test and the just enough production code to fulfill that test (then they iterate). Many agile developers have adopted the practice of refactoring, which is a technique where you make simple changes to your code or schema which improves its quality without changing its semantics. Adoption of these sorts of quality techniques seems to work – it appears that agile teams are more likely to deliver high quality systems than traditional teams (according to the DDJ 2008 Project Success survey). Within IBM we take it one step further and focus on consumability, which encompasses quality and other features such as ease of deployment and system performance. Furthermore, although some agile methods promote the concept of producing “potentially shippable software” on a regular basis, disciplined agile delivery teams produce solutions: a portion of which may be software, a portion of which may be hardware, and a portion of which will be the manner in which the system is used.
- Cost effective and timely manner. Agile teams prefer to implement functionality in priority order [http://www.agilemodeling.com/essays/prioritizedRequirements.htm], with the priority being defined by their stakeholders (or a representative thereof). Working in priority order enables agile teams to maximize the return on investment (ROI) because they are working on the high-value functionality as defined by their stakeholders, thereby increasing cost effectiveness. Agile teams also prefer to produce potentially shippable solutions each iteration (an iteration is a time-box, typically 2-4 weeks in length), enabling their stakeholders to determine when they wish to have a release delivered to them and thereby improving timeliness. Short iterations reduce the feedback cycle, improving the chance that agile teams will discover problems early (they “fail fast”) and thereby enable them to address the problems when they’re still reasonably inexpensive to do so. The DDJ 2008 Project Success survey found that agile teams are in fact more likely to deliver good ROI than traditional teams and more likely to deliver in a timely manner.
- Value driven life cycle. One result of building a potentially shippable solution every iteration is that agile teams produce concrete value in a consistent and visible manner throughout the life cycle.
- Risk and value driven life cycle. Core agile processes are very clear about the need to produce visible value in the form of working software on a regular basis throughout the life cycle. Disciplined agile delivery processes take it one step further and actively mitigate risk early in the life cycle – during project start up you should come to stakeholder concurrence regarding the project’s scope, thereby reducing significant business risk, and prove the architecture by building a working skeleton of your system, thereby significantly reducing technical risk. They also help with transition to agile, allowing traditional funding models to use these milestones before moving to the finer grained iteration based funding that agile allows.
- Highly collaborative. People build systems, and the primary determinant of success on a development project is the individuals and the way that they work together. Agile teams strive to work closely together and effectively as possible. This is a characteristic that applies to both engineers on the team, as well as their leadership.
- Disciplined. Agile software development requires greater discipline on the part of practitioners that what is typically required by traditional approaches.
- Self organizing. This means that the people who do the work also plan and estimate the work.
- Self-organization within an appropriate governance framework. Self-organization leads to more realistic plans and estimates which are more acceptable to the people implementing them. At the same time these self-organizing teams must work within an appropriate governance framework which reflects the needs of their overall organizational environment. An “appropriate governance framework” explicitly enables disciplined agile delivery teams to effectively leverage a common infrastructure, to follow organizational conventions, and to work towards organizational goals. The point is that project teams, regardless of the delivery paradigm they are following, need to work within the governance framework of their organization. More importantly, effective governance programs should make it desirable to do so. Our experience is that traditional, command-and-control approaches to governance where senior management explicitly tells teams what to do and how to do it don’t work very well with agile delivery teams. We’ve also found that lean development governance, an approach which is based on collaboration and enablement, is far more effective in practice. Good governance increases the chance that agile delivery teams will build systems which fit into your overall organizational environment, instead of yet another stand-alone system which increases your overall maintenance burden and data quality problems.
- Active stakeholder participation. Agile teams work closely with their stakeholders, who include end users, managers of end users, the people paying for the project, enterprise architects, support staff, operations stuff, and many more. Within IBM we distinguish between four categories of stakeholder: principles/sponsors, partners (business partners and others), end users, and insiders These stakeholders, or their representatives (product owners in Scrum, or on-site customers in Extreme Programming, or a resident stakeholder in scaling situations), are expected to provide information and make decisions in a timely manner.
- Changing needs of stakeholders. As a project progresses your stakeholders will gain a better understanding of what they want, particularly if you’re showing them working software on a regular basis, and will change their “requirements” as a result. Changes in the business environment, or changes in organization priority, will also motivate changes to the requirements. There is a clear need for agile requirements change management [http://www.agilemodeling.com/essays/changeManagement.htm] on modern IT projects.
- Repeatable results. Stakeholders are rarely interested in how you delivered a solution but instead in what you delivered. In particular, they are often interested in having a solution which meets their actual needs, in spending their money wisely, in a high-quality solution, and in something which is delivered in a timely manner. In other words, they’re interested in repeatable results, not repeatable processes.
- Right amount of ceremony for the situation. Agile approaches minimize ceremony in favor of delivering concrete value in the form of working software, but that doesn’t mean they do away with ceremony completely. Agile teams will still hold reviews, when it makes sense to do so. DDJ’s 2008 Modeling and Documentation Survey found that agile teams will still produce deliverable documentation, such as operations manuals and user manuals, and furthermore are just as likely to do so as traditional teams. The DDJ September 2009 State of the IT Union survey found that the quality of the documentation delivered by agile teams was just as good as that delivered by traditional teams, although iterative teams (e.g. RUP teams) did better than both agile and traditional.
Modified by ScottAmbler
A fair question to ask is why should your organization consider adopting the Disciplined Agile Delivery (DAD) process framework. I believe that there are several clear benefits to doing so:
DAD shows how agile techniques fit together. DAD is a hybrid that adopts strategies from a variety of sources, including Scrum, Extreme Programming (XP), Agile Modeling, Kanban, Outside In Development (OID) and many more. More importantly DAD's process-goal driven approach shows how this all fits together, providing advice for when (and when not) to use each technique and the advantages and disadvantages of doing so. In doing so DAD enables you to streamline your efforts to tailor agile to reflect the context of the situation you find yourself in. Furthermore, it provides this advice in the context of a full agile delivery lifecycle, explicitly showing how to initiate a project, construct a solution, and then deploy into production. Instead of starting with a small agile method such as Scrum and doing all the work to figure out how to tailor ideas from other methods to actually make it work, why not start with a framework that's already done all that work for you?
DAD isn't prescriptive. DAD is far less prescriptive than other agile methods. For example, where Scrum prescribes a single strategy for managing changing requirements, a strategy called a Product Backlog, DAD suggests several strategies and provides advice for choosing the right one. Where other agile methods define a single lifecycle, DAD instead describes several lifecycles (an agile Scrum-based one, a lean lifecycle, and a continuous delivery lifecycle to name just three) and once again describes how to choose the right one for your situation. Your agile team is in a unique situation, and as a result needs a flexible process framework that provides coherent, easy-to-follow tailoring advice. Isn't it better to adopt strategies that reflect the context that you actually face?
DAD explicitly addresses architecture. Even after a decade of agile software development it still seems that the topic of how agile teams address architecture is a mystery for many people. As a result DAD builds agile architecture strategies right in, starting with initial architecture envisioning, to proving the architecture with working code, to evolutionary design strategies during construction.
DAD explicitly addresses DevOps. DevOps is the art of combining development and operations approaches in such a way as to streamline your overall efforts. DAD "bakes in" DevOps through explicit support for common DevOps practices as well as its robust stakeholder definition which explicitly includes operations and support people.
DAD explicitly addresses governance. Although governance is often considered a dirty word within some agile circles, the reality is that software development teams can and should be governed. Sadly, many agile teams have traditional governance strategies inflicted upon them, strategies which invariably increase schedule, cost and risk on the project. But is doesn't have to be this way. It is possible, and very desirable to adopt agile goverance strategies, strategies which are built right into the DAD framework.
DAD explicitly addresses many other important development activities. Architecture, DevOps, and governance are just the tip of the iceberg. DAD also shows how critical activities such as analysis, design, testing, quality, technical writing, and many more are addressed in an agile and streamlined manner throughout the delivery lifecycle. As described earlier, this is done in a non-prescriptive and tailorable manner, thereby removing a lot of the mystery regarding how this agile stuff all fits together into a coherent whole.
DAD is solution focused, not software focused. Although the rhetoric around "potentially shippable software" resonates well with developers it observably and empirically misses the mark. DAD promotes the more robust idea of "potentially consumable solutions". Yes, shipping is nice but shipping something that people actually want to use/buy, something that is consumable, is much nicer. Yes, software is part of the equation but that software runs on hardware, we often also need to develop supporting documentation, we often evolve the business process, and even evolve the organization structure around the usage of the system. In other words, we're really producing solutions, not just software. Isn't it better to adopt rhetoric that actually reflects what we're doing in practice?
DAD promotes enterprise awareness over team awareness. One of the great benefits of an agile approach to software development is its focus on the team. This can also be a bit of a problem, because a team-focused strategy can result in suboptimal decisions for your overall organization. DAD promotes the idea that disciplined agilists should be enterprise aware, working towards common business and technical goals while leveraging and enhancing the existing infrastructure whenever possible.
DAD provides a foundation from which to scale. The starting point for scaling agile is to understand how agile strategies fit together from project initiation to delivery into production. If you don't know how to succeed with agile in a straightforward situation then it will prove very difficult to do so in an agility @ scale situation. DAD not only provides this tailorable foundation from which to scale agile it also takes a robust view of what it means to scale agile (hint: large or distributed teams are only a start).
DAD provides a basis for enterprise agile. As organizations move towards a true "enterprise agile" approach they often find that they need to adopt either DAD as a foundation or invest a fair bit of effort inventing something similar. They are also starting to adopt strategies from the SAFe framework, or reinventing such, as well as ideas from sources such as Enterprise Unified Process (EUP) (sadly, poorly named in hindsight), ITIL, and even CoBIT. More on this in a future blog posting.
In short, DAD provides a lot of proven advice culled from years of experience applying agile software techniques in enterprise-class environments. Instead of figuring all of this stuff out on your own, why not jump ahead and leverage the hard-won lessons learned from other organizations that have already dealt with the challenges that you're struggling with today?
The primary shortcoming of the DAD framework is it makes it very clear that software development, oops I mean solution delivery, is quite complex in practice. As IT practitioners we inherently know this, but it seems that we need to be reminded of this fact every so often. DAD doesn't provide a simplistic, feel-good strategy that you can learn in a few hours of training. Instead it defines a coherent, tailorable strategy that reflects the realities of enterprise IT.
There is a wealth of information at DAD posted at the Disciplined Agile Delivery (DAD) web site and great discussions occuring on the DAD LinkedIn discussion forum. For those of you interested in agile certification, the Disciplined Agile Consortium site will prove valuable too, in particular the list of upcoming DAD workshops provided by several IBM partners. And of course the book Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise (IBM Press, 2012) written by Mark Lines and myself is a very good read.
The basic idea behind DevOps
is that your development strategy and operations strategy should reflect one another, that you should strive to optimize the whole IT process. This implies that development teams should work closely with your operations staff to deliver new releases smoothly into production and that your operations staff should work closely with development teams to streamline critical production issues.
DevOps has its source in agile software development, and it is an explicit aspect of the Disciplined Agile Delivery (DAD)
process framework. As a result there is a collection of agile development strategies which enable effective DevOps throughout the agile delivery lifecycle. These strategies include:
- Initial requirements envisioning. Disciplined agile teams invest time at the beginning of the project to identify the high-level scope in a light-weight, collaborative manner. This includes common operations requirements such as the need to backup and restore data sources, to instrument the solution so that it can be monitored in real time by operations staff, or to architect the solution in a modular manner to enable easier deployment.
- Initial architecture envisioning. Disciplined agile teams will also identify a viable architectural strategy which reflects the requirements of their stakeholders and your organization’s overall architectural strategy (hence the need to work closely with your enterprise architects and operations staff). One goal is to ensure that the team is building (or buying) a solution which will work well with the existing operational infrastructure and to begin negotiating any infrastructural changes (such as deploying new technologies) early in the project. Another goal is to ensure that operations-oriented requirements are addressed by the architecture from the very start.
- Initial release planning. As part of release planning the disciplined agile team works closely with their operations group to identify potential release windows to aim for, any release blackout periods to avoid, and the need for operations-oriented milestone reviews later in the lifecycle (if appropriate).
- Active stakeholder participation. Disciplined agile teams work closely with their stakeholders, including both operations and support staff, all the way through the lifecycle to ensure that their evolving needs are understood.
- Continuous integration (CI). This is a common technical agile practice where the solution is built/compiled, regression tested, and maybe even run through code analysis tools. CI promotes greater quality which in turn enables easier releases into production.
- Parallel independent testing. For enterprise-class development or at scale, particularly when the domain or technology is very complex or in regulatory environments, disciplined agile team will find they need to support their whole team testing efforts with an independent test team running in parallel to the development team. These testing issues often include validation of non-functional requirements – such as security, performance, and availability concerns – and around production system integration. All of these issues are of clear importance for operations departments.
- Continuous deployment. With this practice you automate the promotion of your working solution between environments. By automating as much of the deployment effort as possible, and by running it often, the development team increases the chance of a successful deployment and thereby reduces the risk to the operations environment. Note that deployment into production is generally not automatic, as this is an important decision to be made by your operations/release manager(s).
- Continuous documentation. With this practice supporting documentation, including operations and support documentation, is evolved throughout the lifecycle in concert with the development of new functionality.
- Production release planning. This is the subset of your release planning efforts which focuses on the activities required to deploy into production.
- Production readiness reviews. There should be at least one review, performed by the person(s) responsible for your operations environment, before the solution is deployed into production. The more critical the system, the more product readiness reviews may be required.
- End-of-lifecycle testing. Minimally you will need to run your full automated regression test suite against your baselined code once construction ends. There may also be manual acceptance reviews or testing to be performed, and any appropriate fixing and retesting required to ensure that the solution is truly ready for production.
There’s more to it though than simply adopting some good practices. Your process must also embrace several supporting philosophies. The Disciplined Agile Delivery (DAD)
process framework not only adopts the practices listed above, and more, but it also promotes several philosophies which enable DevOps:
- Delivery teams should be enterprise aware, that they should work with people such as operations staff and enterprise architects to understand and work towards a common operational infrastructure for your organization.
- Operations and support people should be recognized as key stakeholders of the solution being worked on.
- The delivery team should focus on solutions over software. Software is clearly important, but we will often provide new or upgraded hardware, supporting documentation (including operations and support procedures), change the business/operational processes that stakeholders follow, and even help change the organizational structure in which our stakeholders work.
- Your process should include an explicit governance strategy. Effective governance strategies motivate and enable development teams to leverage and enhance the existing infrastructure, follow existing organizational conventions, and work closely with enterprise teams – all of which help to streamline operations and support of the delivered solutions.
For more detail about this topic, I think that you will find the article I wrote for the December 2011 issue of Cutter IT Journal entitled “Disciplined Agile Delivery and Collaborative DevOps
” to be of value.
When it comes to testing on agile projects it is common practice for agile teams to adopt a "whole team testing
" approach where the team itself does its own testing. To accomplish this agile teams will often embed testers in the development team. Programmers will work closely with the testers, often via non-solo development
strategies such as pair programming, to pick up their valuable testing skills. The testers will in turn pick up new skills from the programmers, and in effect both groups will move away from being just specialists (testers or programmers) to being what's called generalizing specialists
. Whole team testing can be very different from traditional approaches where programmers may do some testing, often unit testing of their own code, and then throw it over the wall to testers and quality assurance (QA) professionals for verification and validation.
The types of testing that the parallel independent test team performs may include:
Pre-production system integration testing. Does the solution work within your overall organizational ecosystem? Importantly, if this is one of several teams currently developing new solutions, does this team's solution work with what will be in production (including the work in progress of other teams) when they go to release? In mid-to-large organizations the only economical way to do this sort of testing is via an independent, centralized team.
. Although it's possible to do usability testing on the development team, the reality is that usability testing is a specialized skill that few people have (although could pick up via non-solo development). Furthermore, particularly for solutions with many potential users, you may want to invest in a usability testing
lab. This is a centralized resource, or an outsourced resource these days, which is shared across many teams.
. Security testing is also a specialized skill, albeit one well supported with sophisticated security testing tools such as the Rational Appscan
suite which can be included in your continuous integration (CI) strategy. Many organizations will centralize their security testing efforts.
Exploratory testing. The fundamental goal of exploratory testing is to discover where the solution breaks, as opposed to confirmatory testing which focuses on showing that the solution conforms to the requirements (this is the type of testing the development team typically focuses on). Exploratory testing is also a skill, a good one which everyone should strive to pick up, but exploratory testers are often few in number in many organizations. So, to leverage their skills effectively you may want to have some of them on the independent test team while they mentor others while doing so.
Non-functional testing. Non-functional requirements have a tendency to fall through the cracks on some development teams. Knowing this the independent test team will often "test to the risk" and focus on non-functional issues.
And much more. The above points are just exemplars, not an exact list. Please follow some of the links above for greater detail.
I'd like to leave you with several important thoughts:
The developers still do the majority of the testing. Just because there's an independent test team it doesn't imply that they are the ones doing all the testing. In fact, nothing could be further from the truth. They should be doing the minority of the testing effort, albeit the more difficult forms of it.
An independent test team will support multiple dev teams. For example, a test team of 5-6 people could support several development teams totalling 70 to 80 people. I typically look for a 15:1 or 20:1 ratio of developers to independent testers, hopefully even higher than that.
- You need to consider better tooling. Although the development team will still be using common agile testing tools such as the xUnit and FIT frameworks the independent test team (ITT) will need more sophisticated tooling. First, the ITT will need to be able to report defects back to the team easily. When the development team is using a Jazz-based tool such as Rational Team Concert (RTC) then this can easily be done using either RTC (the web interface may be sufficient) or another Jazz-enabled product such as Rational Quality Manager (RQM). Second, the ITT will likely need more sophisticated testing tools, such as Rational Appscan for static and dynamic security testing and Rational Performance Tester (RPT) for performance testing (just two of several software quality management tools you should consider).
Independent testing is economical. Although I listed several tools in my previous point (hey, I do work for a vendor after all) an "unfortunate" implication of my advice (unfortunate for IBM at least) is that you can reduce the number of licenses that you require and still get this critical testing done by centralizing their use.
It may be a bit more complicated in regulatory environments. In a strict regulatory environment the independent test team may need to repeat, or at least validate, the testing efforts of the development team. In regulatory environments my fundamental advice is always this -- Have practical people, including yourself, read and interpret the regulations. If you leave it to the bureaucrats you'll get a bureaucratic solution.
This is an important scaling technique. Parallel independent testing, when done in an agile manner, is an important technique which you should consider when scaling agile strategies to meet the uniques needs of the situation that you find yourself in.
In the early days of agile, the applications where agile development was applied were smaller in scope and relatively straightforward. Today, the picture has changed significantly and organizations want to apply agile development to a broader set of projects. Agile hence needs to adapt to deal with the many business, organization, and technical complexities today’s software development organizations are facing. This is what Agility@Scale is all about – explicitly addressing the complexities which disciplined agile delivery teams face in the real world.These agile scaling factors which we've found to be important are:
- Team size. Mainstream agile processes work very well for smaller teams of ten to fifteen people, but what if the team is much larger? What if it’s fifty people? One hundred people? One thousand people? Paper-based, face-to-face strategies start to fall apart as the team size grows.
- Geographical distribution. What happens when the team is distributed, perhaps on floors within the same building, different locations within the same city, or even in different countries? Suddenly effective collaboration becomes more challenging and disconnects are more likely to occur.
- Compliance requirement. What if regulatory issues – such as Sarbanes Oxley, ISO 9000, or FDA CFR 21 – are applicable? These issues bring requirements of their own that may be imposed from outside your organization in addition to the customer-driven product requirements.
- Enterprise discipline. Most organizations want to leverage common infrastructure platforms to lower cost, reduce time to market, and to improve consistency. To accomplish this 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, your disciplined agile delivery processes.
- Organizational complexity. Your existing organization structure and culture may reflect traditional values, increasing the complexity of adopting and scaling agile strategies within your organization. To make matters worse different subgroups within your 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.
- Organization distribution. Sometimes a project team includes members from different divisions, different partner companies, or from external services firms. This lack of organizational cohesion can greatly increase the risk to your project.
- Technical complexity. Some applications are more complex than others. It’s fairly straightforward to achieve high-levels of quality if you’re building a new system from scratch, but not so easy if you’re working with existing legacy systems and legacy data sources which are less than perfect. It’s straightforward to build a system using a single platform, not so easy if you’re building a system running on several platforms or built using several disparate technologies. Sometimes the nature of the problem that your team is trying to address is very complex in its own right.
Each factor has a range of complexities, and each team will have a different combination and therefore will need a process, team structure, and tooling environment tailored to meet their unique situation. Further reading:
For some reason, it seems as if everyone's grandfather at one point in time recommended to use the right tools for the job. That's practical wisdom from my point of view, one that is certainly an issue for agile development.
One of the primary messages, I hope, of the Agile Scaling Model (ASM)
is that context counts. Although the focus of the ASM is on describing a contextual framework for tailoring your process to meet the needs of the situation that you find yourself in, it's also applicable to your tooling selection. For example, the tool choices of a co-located team will be much different than that of a geographically distributed team. A co-located team will likely use a whiteboard
or paper for their agile modeling
efforts, whereas distributed team members may need to capture their diagrams using a more sophisticated tool such as Rational Requirements Composer (RRC)
so that their work can be shared electronically. Having said that, RRC would be overkill for a co-located team (unless they had regulatory compliance issues). Different teams, different situations, therefore different tooling choices.
One of the concerns that I run into from customers is that some of our legacy products don't support agile very well. Once again, it's a matter of context because many of our legacy products reflect the realities faced by more traditional teams. The challenge occurs when you try to take a legacy product which is well suited for traditional development, such as Rational ClearCase
, and try to apply it on agile projects. Although ClearCase makes sense in certain scaling situations, particularly very large teams that are geographically distributed, you'd be better advised to use something like Rational Team Concert (RTC)
for configuration management on most agile teams (note that RTC does far more than just SCM).
So, if you're taking an agile approach you should consider Rational tools such as RTC, RRC, Rational BuildForge
, Rational AppScan
, and others which support agile
development. Granted, some you would only use at scale -- for example Buildforge is a good option in really complex environments, but if you don't face that complexity then you'll likely find that RTC's build engine is sufficient. Similarly, if you're taking a traditional approach to development then you'll likely consider products such as ClearCase, Appscan, RTC, and Rational Software Architect (RSA)
instead. Different situations, different tooling choices.
What's even more confusing is that some products support a range of process paradigms. For example, RTC supports agile, lean, iterative, and traditional approaches to development. The same can be said of Appscan and several other products. Notice how I listed RTC and Appscan for both agile and traditional development above.
So, if anyone tells you that Rational tools don't support agile development don't believe them. Ask them which tools that they're talking about, and ask them if they're aware of the Rational products that do support agile development. Context counts.
My new white paper, Disciplined Agile Delivery: An Introduction
, is now available free of charge from IBM.com. The paper overviews the Disciplined Agile Delivery (DAD) process framework, a hybrid comprised of strategies from Scrum, XP, Agile Modeling, and other agile methods which is people first, learning oriented, and enterprise aware. DAD is the basis from which you can scale agile.
- Context counts - The Agile Scaling Model
- People first - People, and the way they interact with each other, are the primary determinant of success for a solution delivery project.
- Learning-oriented - The DAD process framework promotes the ideas that team members should collaborate closely and learn from each other, that the team should invest effort to learn from their experiences and evolve their approach, and that individuals should do so as well.
- Hybrid - DAD adopts and tailors strategies from Scrum, XP, Agile Modeling, UP, Kanban, and many others. It addresses many of the issues Mark Kennaley discusses in SDLC 3.0.
- IT solution focused - DAD teams produce potentially consumable solutions every construction iteration. This extends Scrum's "potentially shippable" strategy to explicitly address usability/consumability plus the fact that we're really delivering full solutions not just software.
- Goal-driven delivery life cycle - The DAD lifecycle is focused on delivery, not just construction. Furthermore it is goals-driven, the DAD process framework suggests various strategies to fulfill those goals but does not prescribe specific practices.
- Risk and value driven - The DAD lifecycle is risk and value driven. It extends Scrum's value-driven lifecycle which produces potentially shippable software each sprint/iteration so that it explicitly includes light-weight milesstones such as ensuring stakeholder consensus as to the scope of the project early in the lifecycle, proving the architecture with working code early in the lifecycle, ensuring sufficient functionality exists before transition, and ensuring production readiness before actual release of the solution.
- Enterprise aware - The DAD process framework promotes the ideas that DAD teams should work closely with their enterprise architecture groups to ensure they leverage and evolve the existing infrastructure, adopt and follow corporate guidelines, and work to the overall organizational vision. DAD teams are self organizing with appropriate governance.
In November 2011 Paul Gorans, the Accelerated Solution Delivery (ASD) practice lead in IBM GBS, and I ran an agile adoption survey
. The survey explored a range of issue, including the factors that appear to be associated with the success and failure of agile project teams. Paul wrote up his thoughts in his Agile State of the Art Survey
article on ibm.com and I did the same for Dr Dobb's Journal in Agile Success Factors
. This blog posting summarizes the results of the survey.
Factors which appear to accelerate agile adoption include:
- People are assigned to a single team
- Development teams have easy access to business expertise
- Development teams are organized for agile delivery (not traditional)
- Your organization has an agile support group/community of excellence
- Your organization is explicitly addressing barriers to agility
- There is executive sponsorship for agile
- Agile teams are measured on value creation
- Your organization's IT governance strategy includes an agile path
Factors which appear to decelerate agile adoption include:
- Agile teams are measured using traditional metrics
Modified by ScottAmbler
One of the scaling factors called out in the Software Development Context Framework is “geographic distribution". As with the other scaling factors the level of geographic distribution is a range, with co-located teams at one extreme and far-located at the other. When your team is co-located the developers and the primary stakeholders are all situated in the same work room. If you have some team members in cubicles or in separate offices then you're slightly distributed, if you're working on different floors in the same building you're a bit more distributed, if you're working in different buildings within the same geographic area (perhaps your team is spread across different office buildings in the same city or some people work from home some days) then your team is more distributed, if people are working in different cities in the same country you're more distributed, and finally if people are working in different cities around the globe you're even more distributed (I call this far located).
As your team becomes more distributed your project risk increases for several reasons:
Communication challenges. The most effective means of communication between two people is face-to-face around a shared sketching space such as a whiteboard, and that requires you to be in the same room together. As you become more distributed you begin to rely on less effective communication strategies.
Temporal challenges. When people are in different time zones it becomes harder to find common working times, increasing the communication challenges. One potential benefit, however, is the opportunity to do "follow-the-sun" development where a team does some work during their workday, hands off the work to another team in a significantly different time zone, who picks up the work and continues with it. This strategy of course requires a high degree of sophistication and discipline on the part of everyone involved, but offers the potential to reduce overall calendar time.
Cultural challenges. As the team becomes more distributed the cultural challenges between sites typically increases. Different cultures have different work ethics, treat intellectual property differently, have different ideas about commitment, have different holidays, different approaches to things, and so on.
As you would imagine, because the project risk increases the more distributed your team is, the lower the average success rates of agile projects decrease as they become more distributed. The 2008 IT Project Success Survey found that co-located agile teams has an average success rate of 79%, that near located teams (members were in same geographic area) had a success rate of 73%, and that far-located agile teams had a success rate of 55%. The success rate decreases similarly for project teams following other paradigms.
The practices that you adopt, and the way that you tailor the agile practices which you follow, will vary based on the level of geographic distribution of your team. For example, a co-located team will likely do initial architecture envisioning on a whiteboard and keep it at a fairly high-level. A far-located team will hopefully choose to fly in key team members at the beginning of the project, at least the architecture owners on the various sub-teams, to do the architecture envisioning together. They will likely go into greater detail because they will want to identify, to the best of their ability, the interfaces of the various subsystems or components which they'll be building.
Interestingly, the Agility at Scale 2009 survey found that it was quite common for agile teams to be geographically distributed in some manner:
45% of respondents indicated that some of their agile teams were co-located
60% of respondents indicated that some of their agile teams had team members spread out through the same building
30% of respondents indicated that some of their agile teams were working from home
21% of respondents indicated that some of their agile teams had people working in different offices in the same city
47% of respondents indicated that some of their agile teams had team members that were far located
The bottom line is that some organizations, including IBM, have been very successful applying agile techniques on geographically distributed teams. In fact, agile GDD is far more common than mainstream agile discussion seem to let on.
A recurring discussion that I have with experienced agile developers is what it means to take a disciplined agile approach. The conversation usually starts off by some saying "but it already requires discipline to do agile", something that I fully agree with, followed by "therefore 'disciplined agile' is merely a marketing term", something which I don't agree with. The challenge with the "standard" agile discipline is that it is often focused on construction activities within a single project team, clearly important but also clearly not the full picture. There's more to an agile project than construction, and there's more to most IT departments than a single development project. In short, there are many opportunities for IT professionals to up their discipline, and thereby up their effectiveness, opportunities which we make explicit in the Disciplined Agile Delivery (DAD) framework.
Let's explore the many aspects to taking a disciplined agile approach:
You adopt "standard" agile discipline
. Aspects of agile which require discipline
include adopting practices such as test-driven development (TDD), active stakeholder participation, working collaboratively, shortening the feedback cycle
, and many more. These strategies are a great start to becoming disciplined IT professionals.
You take a goal-driven approach
. When we first started working on the DAD framework I didn't want to create yet another prescriptive framework, particularly given Rational's track record with the Rational Unified Process (RUP) framework. Rational has been pilloried for years for the prescriptive nature of RUP, which is unfortunate because there are a lot of great ideas in RUP that agile teams can benefit from, some of which we adopted in DAD and many of which are being actively reinvented with the agile community even as you read this. Furthermore, there are many prescriptive elements of the Scrum method that can get teams in trouble. For example, Scrum prescribes that you hold a daily stand up meeting, often called a Scrum meeting, where everyone should answer three questions. That's a great approach for teams new to agile, but it proves problematic in many situations due to it's prescriptive nature. Do you really need to do this once a day? I've been on teams where we held coordination meetings twice a day and others only once a week. Do you really need to stand up? I've been on geographically distrubited agile teams where many of us were sitting down during coordination calls. Do you really need to answer three questions, two of which are clearly focused on status regardless of claims otherwise? I've been on lean teams where we met around our Kanban board and focused on potential blockers. The answers to these questions depends on the context of the situation you find yourself in. The challenge, at least from the point of view of a process framework, is how do you avoid falling into the trap of being overly prescriptive. The strategy we adopted in DAD is to take a goal-driven approach. The observation is that regardless of the situation you find yourself in there are common goals your team will need to fulfill. For example, at the beginning of a project common goals include developing an initial plan, initially exploring the scope, initially identifying a technical strategy, and securing initial funding (amongst others). Throughout construction you should coordinate your activities, improve the quality of your ecosystem, and produce a potentially consumable solution on a regular basis (more on this below). So, instead of prescribing a daily stand up meeting the DAD framework instead indicates you should coordinate your activities, and gives several options for doing so (one of which is a Scrum meeting). More importantly DAD describes the advantages and disadvantages of your options so that you can make the choice that's best suited for the situation your team finds itself in (see this blog posting
for a detailed example of the types of tables included in the DAD book to help you through such process tailoring decisions). In short, our experience is that it requires discipline to take a goal driven approach
to agile delivery over the prescriptive strategies in other agile processes.
You take a context-driven approach
. There are many tailoring factors, which I describe in the Software Development Context Framework (SDCF)
, which you need to consider when making process, tooling, and team structure decisions. For example, a large team will adopt a different collection of practices and tools than a small team. A geographically distributed team will adopt a different strategy than a team that is co-located. You get the idea. Other tailoring factors include compliance, team culture, organization culture, technical complexity, domain complexity, and project type. It requires discipline to recognize the context of the situation you find yourself in and then act accordingly.
You deliver potentially consumable solutions
. One of the observations that we made early in the development of the DAD framework was that disciplined agile teams produce potentially consumable solutions, not just potentially shippable software. Although delivery of high-quality, working software is important it is even more important that we deliver high-quality working solutions to our stakeholders. For example, not only are we writing software but we may also be updating the hardware on which it runs, writing supporting documentation, evolving the business processes around the usage of the system, and even evolving the organizational structure of the people working with the system. In other words, disciplined agilists focus on solutions over software
. Furthermore, "potentially shippable" isn't sufficient: not only should it be shippable but it should also be usable and should be something people want to use. In other words it should be consumable (a concept DAD adopted from IBM's Outside In Development
). Minimally IT professionals should have the skills and desire to produce good software, but what they really need are the skills and desire to provide good solutions. We need strong technical skills, but we also need strong "
such as user interface design and process design to name just two.
The incremental delivery of potentially consumable solutions on an incremental basis requires discipline
to do successfully. DAD teams focus on repeatable results not repeatable processes
You are enterprise aware
. Whether you like it or not, as you adopt agile you will constrained by the organizational ecosystem, and you will need to act accordingly. It takes discipline to work with enterprise professionals such as enterprise architects, data admistrators, portfolio managers, or IT governance people who may not be completely agile yet, and have the patience to help them. It takes discipline to work with your operations and support staff in a DevOps
manner throughout the lifecycle, particularly when they may not be motivated to do so. It requires discipline to accept and potentially enhance existing corporate development conventions (programming guidelines, data guidelines, UI guidelines, ...). It requires discipline to accept that your organization has an existing technology roadmap that you should be leveraging, building out, and in some cases improving as you go. In short, enterprise awareness requires a level of discipline
not typically seen on many agile teams.
You adopt a full delivery lifecycle
. Empirically it is very easy to observe that at the beginning of an agile project there are some activities that you need to perform to initiate the project. Similarly at the end of the project there are activities that you need to perform to release the solution into production or the marketplace. The DAD process framework addresses the effort required for the full delivery effort, including project initiation, construction, and deployment. Our experience is that it requires discipline on the part of IT professionals to include explicit phases
for Inception/Initation, Construction, and Transition/Deployment and more importantly to focus the appropriate amount of effort on each. One danger of explicit phases is that you run the risk of taking what's known as a Water-Scrum-Fall
approach, a term coined by Dave West the person who wrote the forward for the DAD book, where you take an overly heavy/traditional approach to inception and transition in combination with a lighter agile approach to construction. Water-Scrum-Fall occurs because many organizations haven't made a full transition to agile, often because they think it's only applicable to construction. Our experience is that you can be very agile in your approach to inception and transition, experience we've built into the DAD framework. Having said that it clearly requires discipline to keep inception activities short
and similarly it requires discipline to reduce the "transition phase" to an activity
You adopt a wider range of roles
. An interesting side effect of adopting a full delivery lifecycle is that you also need to adopt a more robust set of roles. For example, the Scrum method suggests three roles - Scrum Master, Product Owner, and Team Member - a reflection of the Scrum lifecycle's construction focus. DAD suggests three primary roles - Team Lead, Product Owner, Team Member, Architecture Owner
, and Stakeholder - as well as five secondary roles which may appear at scale.
You embrace agile governance
. Governance establishes chains of responsibility, authority and communication in support of the overall enterprise’s goals and strategy. It also establishes measurements, policies, standards and control mechanisms to enable people to carry out their roles and responsibilities effectively. You do this by balancing risk versus return on investment (ROI), setting in place effective processes and practices, defining the direction and goals for the department, and defining the roles that people play with and within the department. It requires discipline to adopt an agile approach to governance
, and that's something built right into the DAD framework.
Modified by ScottAmbler
For several years now I've written various articles and newsletters on the topics of estimating and funding strategies for software development projects, and in particular for agile software development projects. Whenever I talk to people about agile software development, or coach them in how to succeed at it, some of the very first questions that I'll be asked, particularly by anyone in a management role, is how to fund agile software development projects. Apparently a lot of people think that you can only apply agile strategies on small, straightforward projects where it makes sense to do a time and materials (T&M) approach. In fact you can apply agile strategies in a much greater range of situations, as the various surveys
that myself and others are showing time and again. My goal with this blog posting is to summarize the various strategies for, and issues surrounding, the funding of agile software development projects.
There are three basic strategies for funding projects, although several variations
clearly exist. These strategies are:
- "Fixed price". At the beginning of the project develop, and then commit to, an initial estimate based on your up-front requirements and architecture modeling efforts. Hopefully this estimate is given as a range, studies have shown that up-front estimating techniques such as COCOMO II or function points are accurate within +/- 30% most of the time although my July 2009 State of the IT Union survey found that on average organizations are shooting for +/- 11% (their actuals come in at +/- 19% on average, but only after doing things such as dropping scope, changing the estimate, or changing the schedule). Fixed-price funding strategies are very risky in practice because they promote poor behavior on the part of development teams to overcome the risks foisted upon them as the result of this poor business decision. It is possible to do agile on a fixed budget but I really wouldn't recommend it (nor would I recommend it for traditional projects). If you're forced to take a fixed-price approach, and many teams are because the business hopes to reduce their financial risk via this approach not realizing that it actually increases their risk, then adopt strategies that reduce the risk.
- Stage gate. Estimate and then fund the project for given periods of time. For example, fund the project for a 3-month period then evaluate it's viability, providing funding for another period of time only to the extent that it makes sense. Note that stages don't have to be based on specific time periods, they could instead be based on goals such as to intiate the project, prove the architecture with working code, or to build a portion of the system. Disciplined agile methods such as Open Unified Process have built in stage-gate decision points which enable this sort of strategy. When the estimation technique is pragmatic, the best approaches are to have either the team itself provide an estimate for the next stage or to have an expert provide a good gut feel estimate (or better yet have the expert work with the team to develop the estimate). Complex approaches such as COCOMO II or SLIM are often little more than a process facade covering up the fact that software estimating is more of an art or a science, and prove to be costly and time consuming in practice.
- Time and materials (T&M). With this approach you pay as you go, requiring your management team to actually govern the project effectively. Many organizations believe a T&M strategy to be very risky, which it is when your IT governance strategy isn't very effective. An interesting variation, particularly in a situation where a service provider is doing the development, is an approach where a low rate is paid for their time which covers their basic costs, the cost of materials is paid out directly, and delivery bonuses are paid for working software. This spreads the risk between the customer/stakeholder and the service provider. The service provider has their costs covered but won't make a profit unless they consistently deliver quality software.
The point is that there are several strategies for funding agile software development projects, just like there are several strategies for funding traditional software development projects. My experience is that fixed-price funding strategies are incredibly poor practice which increases the risk of your software development projects dramatically. I recognize how hard it can be to change this desire on the part of our business stakeholders, but have also had success changing their minds. If you choose to perservere, which is a difficult decision to make, you can help your organization's decision makers to adopt more effective strategies. Like you they want to improve the effectiveness of your IT efforts.Further reading: (In recommended order)
- Something's Gotta Give: Argues for a flexibly approach to funding, schedule, and/or scope.
- Agile on a Fixed Budget: Describes in detail how to take a fixed-price approach on agile projects.
- The Dire Consequences of Fixed-Price IT Projects: Describes in detail the questionable behavior exhibited by IT teams when forced to take a fixed-price approach.
- Is Fixed-Price Software Development Unethical?: Questions the entire concept of fixed-price IT projects, overviewing some of the overwhelming evidence against this really poor practice.
- Reducing the Risk of Fixed-Price Projects: Describes viable strategies for addressing some of the problems resulting from the decision of fixed-price projects.
- Strategies for Funding Software Development Projects: Describes several variations on the strategies described above.
- Lies, Great Lies, and Software Development Project Plans: Summarizes some results from the July 2009 State of the IT Union survey which explored issues related to project funding (among many).
Modified by ScottAmbler
An imporant step in scaling your agile strategy is to adopt a Disciplined Agile Delivery (DAD)
approach instead of one which is just focused on agile construction. One aspect of adopting a DAD approach it to mature your focus from just producing software to instead providing a solution which meets the needs of its stakeholders within the appropriate economic, cultural, and technical constraints. The fundamental observation is that as IT professionals we do far more than just develop software. Yes, this is clearly important, but in addressing the needs of our stakeholders we will often:
Provide new or upgraded hardware
Change the business/operational processes which stakeholders follow
Change the organizational structure in which our stakeholders work
Update supporting documentation
And yes, develop high-quality software
Although delivery of high-quality, working software is important it is even more important that we deliver high-quality working solutions to our stakeholders. Minimally IT professionals should have the skills and desire to produce good software, but what they really need are the skills and desire to provide good solutions. We need strong technical skills, but we also need strong "soft skills" such as user interface design and process design to name just two.
The shift to a solution-oriented focus from a software-oriented focus requires your agile teams to address some of the software-oriented prejudices which crept into the Agile Manifesto
. The people who wrote the manifesto (which I fully endorse) were for the most part software developers, consultants, and in many cases both. It is little wonder that this group would allow a bias towards software development creep into the language of their manifesto.
Modified by ScottAmbler
I was recently involved in an online discussion about how to calculate the benefits realized by software development teams. As with most online discussions it quickly devolved into camps and the conversation didn’t progress much after that. In this case there was what I would characterize as a traditional project camp and a much smaller agile/lean product camp. Although each camp had interesting points, the important thing for me in the conversation was the wide cultural and experience gap between the people involved in the conversation.
The following diagram summarizes the main viewpoints and the differences between them. The traditional project camp promoted a strategy where the potential return on investment (ROI) for a project would be calculated, a decision would be made to finance the project based (partly) on that ROI, the project would run, the solution delivered into production, and then at some point in the future the actual ROI would be calculated. Everyone was a bit vague on how the actual ROI would be calculated, but they agreed that it could be done although would be driven by the context of the situation. Of course several people pointed out that it rarely works that way. Even if the potential ROI was initially calculated it would likely be based on wishful thinking and it would be incredibly unlikely that the actual ROI would be calculated once the solution was in production. This is because few organizations are actually interested in investing the time to do so and some would even be afraid to do so. Hence the planned and actual versions of the traditional strategy in the diagram.
The agile/lean camp had a very different vision. Instead of investing in upfront ROI calculation, which would have required a fair bit of upfront requirements modelling and architectural modelling to get the information, the idea was that we should instead focus on a single feature or small change. If this change made sense to the stakeholders then it would be implemented, typically on the order of days or weeks instead of months, and put quickly into production. If your application is properly instrumented, which is becoming more and more common given the growing adoption of DevOps strategies, you can easily determine whether the addition of the new feature/change adds real value.
Cultural differences get in your way
The traditional project camp certainly believed in their process. In theory it sounded good, and I’m sure you could make it work, but in practice it was very fragile. The long feedback cycle, potentially months if not years, pretty much doomed the traditional approach to measuring benefits of software development to failure. The initial ROI guesstimate was often a work of fiction and rarely would it be compared to actuals. The cultural belief in bureaucracy motivated the traditional project camp to ignore the obvious challenges with their chosen approach.
The agile/lean camp also believed in their strategy. In theory it works very well, and more and more organizations are clearly pulling this off in practice, but it does require great discipline and investment in your environment. In particular, you need investment in modern development practices such as continuous integration (CI), continuous deployment (CD), and instrumented solutions (all important aspects of a disciplined agile DevOps strategy). These are very good things to do anyway, it just so happens that they have an interesting side effect of making it easy (and inexpensive) to measure the actual benefits of changes to your software-based solutions. The cultural belief in short feedback cycles, in taking a series of smaller steps instead of one large one, and in their ability to automate some potentially complex processes motivated the agile/lean camp to see the traditional camp as hopeless and part of the problem.
Several people in the traditional project camp struggled to understand the agile/lean approach, which is certainly understandable given how different that vision is compared with traditional software development environments. Sadly a few of the traditionalists chose to malign the agile/lean strategy instead of respectfully considering it. They missed an excellent opportunity to learn and potentially improve their game. Similarly the agilists started to tune out, dropping out of the conversation and forgoing the opportunity to help others see their point of view. In short, each camp suffered from cultural challenges that prevented them from coherently discussing how to measure the benefits of software development efforts.
How Should You Measure the Effectiveness of Software Development?
Your measurement strategy should meet the following criteria:
Measurements should be actioned. Both the traditional and agile/lean strategies described above meet this criteria in theory. However, because few organizations appear willing to calculate ROI after deployment as the traditional approach recommends, in practice the traditional strategy rarely meets this criteria. It is important to note that I used the word actioned, not actionable. Key difference.
There must be positive value. The total cost of taking a measure must be less than the total value of the improvement in decision making you gain. I think that the traditional strategy falls down dramatically here, which is likely why most organizations don’t actually follow it in practice. The agile/lean strategy can also fall down WRT this criterion but is much less likely to because the feedback cycle between creating the feature and measuring it is so short (and thus it is easier to identify the change in results to the actual change itself).
The measures must reflect the situation you face. There are many things you can measure that can give you insight into the ROI of your software development efforts. Changes in sales levels, how often given screen or function is invoked, savings incurred from a new way of working, improved timeliness of information (and thereby potentially better decision making), customer retention, customer return rate, and many others. What questions are important to you right now? What measures can help provide insight into those questions? It depends on the situation that you face, there are no hard and fast rules. For a better understanding of complexity factors faced by teams, see The Software Development Context Framework.
The measures should be difficult to game. Once again, traditional falls down here. ROI estimates are notoriously flakey because they require people to make guesses about costs, revenues, time frames, and other issues. The measurements coming out of your instrumented applications are very difficult to game because they’re being generated as the result of doing your day-to-day business.
The strategy must be compatible with your organization. Once again, this is a “it depends” type of situation. Can you imagine trying to convince an agile team to adopt the traditional strategy, or vice versa? Yes, you can choose to improve over time.
Not surprisingly, I put a lot more faith in the agile/lean approach to measuring value. Having said that, I do respect the traditional strategy as there are some situations where it may in fact work. Just not as many as traditional protagonists may believe.
One of the scaling factors
called out in the Agile Scaling Model (ASM)
is “regulatory compliance”. This name is a bit of a misnomer because this scaling factor really addresses two issues: complying to regulations imposed upon you from external sources and choosing to adhere to internal regulations willingly adopted by your organization. It is relatively common for agile teams to find themselves in such situations. For example, in the 2009 Agile Practices Survey
one third of respondents said that they were applying agile on projects where one or more industry regulations applied.
First let’s consider external regulatory compliance. In these situations you may face the need to undergo an audit by an external regulatory body with consequences for non-compliance ranging from anywhere to a warning to a fine or even to legal action. Sometimes even a warning may be a grave thing. A few years ago I was working with a pharmaceutical company which had discovered that a warning from the FDA for non-compliance with their CFR 21 Part 11 regulation, when reported in major newspapers, resulted on average in a half-billion dollar loss to their market capitalization as the result of a dip in their stock price. There are financial regulations such as Sarbanes-Oxley and Basel II, informational regulations such as HIPAA which focuses on health information privacy, technical regulations such as ISO 27002 for security practices, and even life-critical regulations such as some of the FDA regulations.
External regulations are typically managed by a government organization or industry watchdog will range in complexity and can have a myriad of effects on project teams. For example, you may need to be able to prove that you had a documented process and that you followed it appropriately; you may need to produce extra artifacts, or more detailed artifacts, than you normally would; you may need to add extra features to your solution, such as tracking financial information, that you wouldn’t have normally implemented; you may need to produce specific reports to be submitted to the regulatory body; or you may even need to submit your team to audits, sometimes scheduled and sometimes not, to ensure regulatory compliance. Interestingly, even though many of those requirements go against the agile grain, the 2009 Agility at Scale Survey
found that organizations were successfully applying agile techniques while still conforming to external regulations. So yes, it is possible to scale your agile strategy to address regulatory compliance.
Second, let’s consider compliance to internally adopted, or sometimes even developed, “regulations” which you will be potentially evaluated/appraised against. Perfect examples of these are process improvement frameworks such as CMMI and ISO 900x. Similar to external regulations, the 2009 Agility at Scale Survey
found that some agile teams are succeeding in situations where they have chosen to adopt such frameworks. It’s important to note that frameworks such as CMMI aren’t primarily about ensuring the compliance of development teams to a standard process, regardless of what CMMI detractors may claim, but instead about process improvement. Process improvement at the IT department (or beyond) is an enterprise discipline issue from the point of view of ASM, implying that frameworks such as CMMI affect more than one scaling factor.
When you find yourself in a regulatory situation, whether those regulations are imposed or willingly adopted, the best advice that I can give is to read the regulations and develop a strategy to conform to them in the most agile manner possible. If you let bureaucrats interpret the regulations you’ll likely end up with a bureaucratic strategy, but if you instead choose to take a pragmatic approach you will very likely end up with a very practical strategy. Part of that strategy is to treat the regulatory representative(s) within your organization as important stakeholders whom you interact with regularly throughout the project.