I recently wrote a detailed article about Large Agile Teams that was a detailed walkthrough of how to structure agile teams of various sizes. I suspect that this is the most comprehensive online discussion of this topic. The article addressed the following topics:
Organizing Agile Teams. The article starts with a summary of the results of some industry research that I've done regarding the size of agile teams, showing that agile techniques are in fact being successfully applied on a variety of team sizes. It then goes into detail describing the organization structure of agile teams at various sizes. The article starts with a discussion of small agile teams, covering the common rhetoric of how to organize such a team and then making observations about what actually happens in practice. It then walks through two approaches to organizing medium sized teams of 15 to 50 people - a structure for a single team and a structure for a team of teams. Finally, it walks through how to organize a large agile program of 50+ people, focusing a fair bit on the need for a leadership team to coordinate the overall activities within the program. This advice is similar to what is seen in the SAFe framework although proves to be a bit more flexible and pragmatic in practice.
Supporting Large Agile Teams. The leadership structure to support a large agile team is reasonably straightforward once you understand the issues that such a team faces. In this section the article overviews the need for three important sub teams within your overall leadership team: The Product Delivery Team, The Product Management Team, and The Architecture Team. It also describes the need for an optional Independent Testing/Integration Team, something misleadingly labeled an integration team in SAFe, that reflects some of the known agile testing and quality practices that I've been writing about for several years.
Organizing subteams. The article includes a detailed discussion for how to organize the work addressed by agile sub teams within a large agile program. These strategies include feature teams, component teams, and internal open source teams. As you would expect with the Disciplined Agile Delivery (DAD) framework, the article clearly summarizes the advantages and disadvantages of each approach on provides guidance for when (not) to apply each one. I suspect you'll find this portion of the article to be one of the most coherent discussions of the Feature vs. Component team debate.
Tailoring agile practices. The article provides a detailed overview of how the various DAD process goals are tailored to address the issues faced by large teams. This advice includes: Do a bit more up-front requirements exploration; Do a bit more up-front architectural modelling; Do a bit more initial planning; Adopt more sophisticated coordination activities; Adopt more sophisticated testing strategies; and Integrate regularly. My hope is that you find this part of the article very illuminating regarding how the DAD framework provides flexible and lightweight advice for tailoring your approach to address the context of the situation that you face.
Other Resources. The article ends with a collection of links to other resources on this topic.
I welcome any feedback that you may have about Large Agile Teams.
A common misunderstanding about agile software development approaches are that they're only applicable to small, co-located teams. Yes, it's much easier to be successful with small teams, and with co-located teams, and as a result agilists being smart people prefer to work this way. After all, why take on extra risk when you don't need to do so? But, sometimes reality gets in the way and you find yourself in a situation where you need a large team, or you need to distribute your team (see previous blog postings for strategies for distributed agile development), and you would still like to be as agile as possible. The good news is that it's still possible to be agile with a large team, although you will need to go beyond some of the popular "agile in the small" strategies to succeed.
Here are some disciplined agile strategies to succeed at large-team agile:
- Question the need for a large team. Many times an organization will believe that they need a large team because their process is overly complex, because they're still organized for waterfall development, or simply because that's what they're used to. I've seen teams of 80 people doing the work of 20 as the result of over-specialization of job roles and all the bureaucracy required to organize and validate their work.
- Do some initial envisioning. In order to succeed the team must work together towards the same goals. This is true for small teams but doubly true for larger ones -- without a common vision chaos will quickly ensue. You must gain this common vision on two fronts: you need a common business vision and a common technical vision. To gain the common business vision you must do some initial, high-level requirements envisioning and to gain the common technical vision some common architecture envisioning. This isn't to say that you need to take on the risk of detailed, up-front specifications but you must at least have a high-level understanding of the scope and technical solution in order to move forward effectively. So, expect to spend the first few weeks of your project doing this initial modeling.
- Divide and conquer. You never have a team of 200 people, instead you have a collection of subteams that add up to 200 people. This is called having a team of teams.
- Align team structure with architecture. The most effective way to organize the subteams is to have each one implement one or more components, and thereby to build your overall system as a "system of systems". This reduces the coordination required because the majority of the communication will be within the subteams themselves. You'll still need to coordinate the subteams, that will never go away, but you can reduce the overhead (and the risk) by being smart about the way that you organize the people. A common mistake is to organize around job function (e.g. having architects in Toronto, developers in Raleigh, testers in Bangalore, and so on). This increases communication overhead and risk because these people need to work together closely to get something built.
- Project management coordination. Each subteam will have a team lead/coach, and these people will need to coordinate their work. There is often an overall project manager who leads this group. To coordinate the work within their subteam the team lead/coach will often have a daily meeting, in the Scrum method this is called a scrum meeting, where people share their current status and identify any problems they may be running into. To scale this effectively the team lead/coach attends a daily team coordination meeting, a scrum of scrums, where the same sort of information is shared at the overall team level.
- Product owner coordination. Similarly, each subteam has a product ownder, also referred to as an "on-site customer", who is responsible for making decisions about the requirements and for providing information to the team in a timely manner. Sometimes a single product owner will work with several subteams. The product owners will get together at the beginning of the project to do some requirements envisioning to identify the initial scope and to start portioning the requirements between the subteams. Because the requirements between the subsystems are interrelated and should be reasonably consistent, the product owners will need to meet on a regular basis to share information, to negotiate priorities, and to resolve requirements-related disputes.
- Architecture coordination. Each subteam will have an architecture owner, often a senior technical person and sometimes also in the role of the team lead/coach. These architecture owners will get together at the beginning of the project to do some initial architecture envisioning, based on the requirements envisioning efforts of the product owners. They will identify the major subsystems, and their interfaces, enabling the effective organization of the team into smaller subteams corresponding to the architecture. They will also get together regularly to evolve the architecture and to resolve any major technical issues.
- System integration team. For complex systems, which is often what large teams work on, an effective system integration effort is critical to your success. Although this may be easy at first, as the overall system evolves the need for a subteam focused solely on this quickly becomes apparent. This not only supports the development efforts of the subteams, it also supports independent investigative testing.
- Independent testing team. An independent testing team is common on mid-to-large size agile projects to enhance the testing efforts of the development subteams. This testing team will work in parallel to the developers, they get a new build on a regular basis (minimally each iteration, although more often is desirable), which they test in more advanced ways than what is typical with Test-Driven Development (TDD). For example, they often validate non-functional, quality of service (QoS) type requirements as well as technical constraints, things that often aren't captured well via user stories. They'll also do investigative testing to try to break the system by using it in ways not thought of by the product owners.
- Some specialties reappear. On larger teams it can make sense to have some people be a bit more specialized than what we normally see on small agile teams. For example, it's common to see people in the role of agile DBA, tech writer, build master, or user experience (UE) professional. More complex systems often require people in these roles, although it still behooves these poeple to not be pure specialists but instead to be generalizing specialists with a wider range of skills. Also, recognize that the reintroduction of specialists can be a slippery slope back to the bureaucracy of traditional software development.
I'm happy to announce that a revised version of the Lean Development Governance
white paper which I co-wrote with Per Kroll is now available. This version of the paper reflects our learnings over the past few years helping organizations to improve their governance strategies.
There's a more detailed description of the paper here
Contrary to popular belief, agile development teams do in fact model and yes, they even do some up front requirements and architecture modeling. Two of the best practices of Agile Modeling are Requirements Envisioning
and Architecture Envisioning
where you spend a bit of time at the beginning of the project doing enough initial modeling to get you going in the right direction. The strategy is to take advantage of modeling, which is to communicate and think things through without taking on the risks associated with detailed specifications written early in the lifecycle
. In this blog posting I will focus on requirements envisioning, in a future posting I'll cover architecture envisioning.
The goal of initial requirements envisioning is to identify the scope of your effort. You need to do just enough modeling early in the project to come to stakeholder concurrence and answer questions such as what you're going to build, roughly how long it's going to take (give a range), and roughly how much it's likely to cost (once again, give a range). If you can get the right people together in the room, which can sometimes be a logistics challenge but not one that you couldn't choose to overcome, there are very few systems (I suspect less than 5%) that you couldn't initially scope out in a few days or a week. I also suspect that most of the remaining systems could be scoped out with less than 2 weeks of modeling, and if not then I'd take that as an indication that you're taking on too large of a project. I'm not saying that you'll be able to create big detailed specifications during this period, and quite frankly given the problems associated with "Big Requirements Up Front (BRUF)
" you really don't want to, but I am saying that you could gain a pretty good understanding of what you need to do. The details, which you'll eventually need, can be elicited throughout the lifecycle when you actually need the information. A common saying in the agile community is that requirements analysis is so important for us that we do it every single day, not just during an initial phase. I'll discuss just in time (JIT) approaches to requirements modeling in a future posting.
To envision the requirements for a business application, you might want to consider creating the following models:
- High-level use cases (or user stories). The most detail that I would capture right now would be point form notes for some of the more complex use cases, but the majority just might have a name. The details are best captured on a just-in-time (JIT) basis during construction.
- User interface flow diagram. This provides an overview of screens and reports and how they're inter-related. You just need the major screens and reports for now.
- User interface sketches. You'll likely want to sketch out a few of the critical screens and reports to give your stakeholders a good gut feeling that you understand what they need. Sketches, not detailed screen specifications, are what's needed at this point in time.
- Domain model. A high-level domain model, perhaps using UML or a data modeling notation, which shows major business entities and the relationships between them, can also be incredibly valuable. Listing responsibilities, both data attributes and behaviors, can be left until later iterations.
- Process diagrams. A high-level process diagram, plus a few diagrams overviewing some of the critical processes, are likely needed to understand the business flow.
- Use-case diagram. Instead of a high-level process diagram you might want to do a high-level use case diagram instead. This is a matter of preference, I likely wouldn't do both.
- Glossary definitions. You might want to start identify key business terms now, although I wouldn't put much effort into settling on exact definitions. I've seen too many teams run aground on "analysis paralysis" because they try to define exact terminology before moving forward. Don't fall into this trap.
For small teams simple tools such as whiteboards and paper are usually sufficient for requirements envisioning. But what happens at scale? What if you're working on a large agile team, say of 50 people, 200 people (IBM has delivered software into the marketplace with agile teams of this size), or even 500 people (IBM currently has teams of this size applying agile techniques)? What if your team is distributed? Even if you have people working on different floors of the same building, let alone working from home or working in different cities or countries, then you're distributed (see my postings about distributed agile development
). Suddenly whiteboards and paper-based tools (index cards, sticky notes, ...) aren't sufficient. You're still likely to use these sorts of tools in modeling sessions with stakeholders, but because of one or more scaling factors you need to capture your requirements models electronically.
In January Theresa Kratschmer and I gave a webcast entitled Agile Requirements: Collaborative, Contextual, and Correct
which overviewed agile approaches to requirements elicitation and management, including requirements envisioning. We also showed how Rational Requirements Composer (RRC)
can be used to electronically capture critical requirements information, enabling you to address the needs of large and/or distributed agile teams, while still remaining lightweight and flexible. I suspect that you'll find the webcast to be very illuminating and RRC something that you want to take a look at (the link leads to a trial version). Of course RRC can be used in other situations as well, but that's not what I'm focused on right now.
Teams which find themselves in regulatory environments will likely need to do more than just use RRC, as might very large teams. Regulatory compliance often requires more complex requirements documentation, which in turn requires more sophisticated tools such as DOORS or Requisite Pro, and I would consider using those tools in the types of situations that warrant it. One of the things that people often struggle to understand about agile approaches is that you need to tailor your strategy to reflect the situation at handle. One process size does not fit all, so you will end up using different tools and creating different artifacts to different extents in different situations. Repeatable results, not repeatable processes
, is the rule of the day. Further reading:
Modified on 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:
The explicit phases of the Unified Process -- Inception, Elaboration, Construction, and Transition -- and their milestones are important strategies for scaling agile software development to meet the real-world needs of modern organizations. Yes, I realize that this is heresy for hard-core agilists who can expound upon the evils of serial development, yet these very same people also take a phased approach to development although are loathe to admit it. The issue is that the UP phases are like seasons of a project: although you'll do the same types of activities all throughout a project, the extent to which you do them and the way in which you do them change depending on your goals. For example, at the beginning of a development project if you want to be effective you need to do basic things like identify the scope of the project, identify a viable architecture strategy, start putting together your team, and obtain support for the project. Towards the end of a project your focus is on the activities surrounding the deployment of your system into production, including end-of-lifecycle testing efforts, training, cleaning up of documentation, piloting the system with a subset of users, and so on. In between you focus on building the system, including analysis, design, testing, and coding of it. Your project clearly progresses through different phases, or call them seasons if the term phase doesn't suit you, whether your team is agile or not.
The UP defines four phases, each of which address a different kind of risk:1. Inception. This phase focuses on addressing business risk by having you drive to scope concurrence amongst your stakeholders. Most projects have a wide range of stakeholdres, and if they don't agree to the scope of the project and recognize that others have conflicting or higher priority needs you project risks getting mired in political infighting. In the Eclipse Way this is called the "Warm Up" iteration and in other agile processes "Iteration 0".2. Elaboration. The goal of this phase is to address technical risk by proving the architecture through code. You do this by building and end-to-end skeleton of your system which implements the highest-risk requirements. Some people will say that this approach isn't agile, that your stakeholders should by the only ones to prioritize requirements. Yes, I agree with that, but I also recognize that there are a wide range of stakeholders, including operations people and enterprise architects who are interested in the technical viability of your approach. I've also noticed that the high-risk requirements are often the high-business-value ones anyway, so you usually need to do very little reorganization of your requirements stack.3. Construction. This phase focuses on implementation risk, addressing it through the creation of working software each iteration. This phase is where you put the flesh onto the skeleton.4. Transition. The goal of this phase is to address deployment risk. There is usually a lot more to deploying software than simply copying a few files onto a server, as I indicated above. Deployment is often a complex and difficult task, one which you often need good guidance to succeed at.
Each phase ends with a milestone review, which could be as simple as a short meeting, where you meet with prime stakeholders who will make a "go/no-go" decision regarding your project. They should consider whether the project still makes sense, perhaps the situation has changed, and that you're addressing the project risks appropriately. This is important for "agile in the small" but also for "agile in the large" because at scale your risks are often much greater. Your prime stakeholders should also verify that you have in fact met the criteria for exiting the phase. For example, if you don't have an end-to-end working skeleton of your system then you're not ready to enter the Construction phase. Holding these sorts of milestone reviews improves your IT governance efforts by giving senior management valuable visibility at the level that they actually need: when you have dozens or hundreds of projects underway, you can't attend all of the daily stand up meetings of each team, nor do you even want to read summary status reports.
These milestone reviews enable you to lower project risk. Last Autumn I ran a survey via Dr. Dobb's Journal (www.ddj.com) which explore how people actually define success for IT projects and how successful we really were. We found that when people define success in their own terms that Agile has a 71% success rate compared with 63% for traditional approaches. Although it's nice to that Agile appears to be lower risk than traditional approaches, a 71% success rate still implies a 29% failure rate. The point is that it behooves us to actively monitor development projects to determine if they're on track, and if not either help them to get back on track or cancel them as soon as we possibly can. Hence the importance of occasional milestone reviews where you make go/no-go decisions. If you're interested in the details behind the project, they can be found at http://www.ambysoft.com/surveys/success2007.html .
Done right, phases are critical to your project success, particularly at scale. Yes, the traditional community seems to have gone overboard with phase-based approaches, but that doesn't mean that we need to make the same mistakes. Let's keep the benefit without the cost of needless bureaucracy.[Read More
My new paper Scaling Agile: An Executive Guide
is now available. As the title suggests the paper overviews how to scale agile strategies to meet your organization's unique needs. The executive summary:
Agile software development is a highly collaborative, quality-focused approach to software and systems delivery, which emphasizes potentially shippable working solutions produced at regular intervals for review and course correction. Built upon the shoulders of iterative development techniques, and standing in stark contrast to traditional serial or sequential software engineering methods, agile software delivery techniques hold such promise that IBM has begun to adopt agile processes throughout its Software Group, an organization with over 25,000 developers. But how can practices originally designed for small teams (10-12) be “scaled up” for significantly larger operations? The answer is what IBM calls “agility@scale.”
There are two primary aspects of scaling agile techniques that you need to consider. First is scaling agile techniques at the project level to address the unique challenges individual project teams face. This is the focus of the Agile Scaling Model (ASM).
Second is scaling your agile strategy across your entire IT department, as appropriate. It is fairly straightforward to apply agile on a handful of projects, but it can be very difficult to evolve your organizational culture and structure to fully adopt the agile way of working.
The Agile Scaling Model (ASM) defines a roadmap for effective adoption and tailoring of agile strategies to meet the unique challenges faced by a software and systems delivery team. Teams must first adopt a disciplined delivery lifecycle
that scales mainstream agile construction techniques to address the full delivery process, from project initiation to deployment into production. Then teams must determine which agile scaling factors
– team size, geographical distribution, regulatory compliance, domain complexity, organizational distribution, technical complexity, organizational complexity, or enterprise discipline, if any — are applicable to a project team and then tailor their adopted strategies accordingly to address their specific range of complexities.
When scaling agile strategies across your entire IT organization you must effectively address five strategic categories — the Five Ps of IT
: People, principles, practices, process, and products (i.e., technology and tooling). Depending on your organizational environment the level of focus on each area will vary. What we are finding within many organizations, including IBM, is that the primary gating factor for scaling agile across your entire organization is your organization’s ability to absorb change.
Recently I visited a customer who had adopted Scrum. They were a few sprints, what Scrum calls iterations, into the project and were running into some difficulties. Although I was primarily brought in to educate senior management on disciplined agile software development, I was also asked to sit in on the team’s daily stand-up meeting so that I could hopefully provide some suggestions as to how to address the problems they were running into.
Their work area was fairly typical. They had some whiteboards which they were using for project planning and tracking, with sticky notes to indicate what work had been taken on by each team member. The current status of the task (not yet started, in progress, and completed) was indicated by putting each sticky note in a corresponding column for the status and corresponding column for the team member. This allowed everyone on the team to easily share their status and to see the status of everyone else. On the sides were sketches of the architecture as well as some business oriented models. In addition to Scrum the team had adopted several practices from Agile Modeling, in this case they had done some initial requirements envisioning
and architecture envisioning
, as well as practices from Extreme Programming (XP) for construction. In short, they had followed a fairly common strategy of combining practices from various agile methods.
This would have worked perfectly fine if they had tailored the practices to reflect the situation that they were in, but instead they adopted them "straight out of the book". First, the team was distributed, with most of the team in the location that I was visiting but some people located in two other distant cities. Therein was the source of most of their problems. The people at the other two locations weren’t getting much value out of the daily stand-up meetings, even though they would dial in, because they couldn’t see the project status information. Although people at this location were trying their best to represent these distant people in the daily stand-ups it wasn’t working well – their status information wasn’t being kept up to date and for some people it was a bit of mystery as to what they were actually working on at all.
This team also had 30 people in it, which isn’t a big deal although it can stretch the limits of the simple modeling and planning tools (in this case paper and whiteboards) that they were using. Because the team was larger they were investing a fair bit of time creating burn down charts at both the iteration/sprint and project levels. One of the unfortunate implications of using manual tools for project management is that any associated metric/status reporting in turn becomes manual as well. Considering how the agile community is so concerned with working efficiently, I find it comical that we have a tendency to overlook our own potentially unnecessary bureaucracy such as this.
The problem was that the team was applying strategies, in this case using sticky notes and whiteboards to capture the detailed iteration plan, applying similar strategies to capture key models, and were verbally relaying of status information between sub-teams. There are perfectly fine strategies for smaller co-located teams, but not so good for large or distributed teams. The solution was to recognize that they were in an Agility@Scale situation and needed to tailor their approach to reflect this fact. In this case they needed to forgo some of the manual tools and instead use electronic tooling such as Rational Team Concert (RTC) to share information across disparate locations, in particular the work assignment and corresponding status information. RTC also creates common agile reports such as burn-down charts based on the activities of the developers, providing accurate (nearly) real-time information while removing the burden of status reporting. The RTC project dashboard does more than just this, to see an actual example of one visit www.jazz.net
to see the dashboard for the RTC development team itself. You can also see their actual work item list too, a more advanced version of Scrum’s product and sprint backlogs.[Read More
Test-driven development (TDD) is a common agile programming technique which has both specification and validation aspects. With TDD, you specify your software in detail on a just-in-time (JIT) basis via executable tests that are run in a regression manner to confirm that the system works to your current understanding of what your stakeholders require.
TDD is the combination of test-first development (TFD) and refactoring. With TFD, you write a single test (at either the requirements level with customer/acceptance tests or the design level with developer tests) and then you write just enough software to fulfill that test. Refactoring is a technique where you make a small change to your existing code to improve its design without changing its semantics.
TDD offers several benefits:1. It enables you to take small, safe steps during development, increasing programmer productivity.2. It increases quality. Agile developers are doing more testing, and doing it more often, than ever before. We're also fixing the problems that we find right on the spot.3. It helps to push validation activities early in the lifecycle, decreasing the average cost to fix defects (which rises exponentially the longer it takes you to detect them).4. Through single sourcing information, by treating tests as both specifications and as tests, we reduce the work required, increasing productivity.5. We leave behind valuable, up-to-date, detailed specifications for the people who come after us. Have you ever met a maintenance programmer who wouldn't want a full regression test suite for the code that they're working with?
But TDD isn't perfect. Although TDD is great at specifying code at a fine-grain level, tests simply don't scale to address higher level business process and architectural issues. Agile Model Driven Development (AMDD) enables you to scale TDD through initial envisioning of the requirements and architecture as well as just-in-time (JIT) modeling at the beginning and during construction iterations. To scale requirements-level TDD, you must recognize that customer tests are very good at specifying the details, but not so good at providing overall context. High-level business process models, conceptual domain models, and use cases are good at doing so, and these work products are often created as part of your initial requirements envisioning and iteration modeling activities. Similarly, to scale design-level TDD you must recognize that developer tests are very finely grained but once again do not provide overall context. High-level architecture sketches created during envisioning activities help set your initial technical direction. During each construction iteration, you'll do more detailed design modeling to think through critical issues before you implement them via TDD.
You also need to scale the validation aspects of TDD. TDD is in effect an approach to confirmatory testing where you validate the system to the level of your understanding of the requirements. The fundamental challenge with confirmatory testing, and hence TDD, is that it assumes that stakeholders actually know and can describe their requirements. Therefore you need to add investigative testing practices which explore issues that your stakeholders may not have thought of, such as usability issues, system integration issues, production performance issues, security issues, and a multitude of others.
For further reading, I suggest:1. My article "Introduction to TFD/TDD" at http://www.agiledata.org/essays/tdd.html which overviews TDD.2. My February 2008 column in Dr. Dobb's Journal entitled "Scaling TDD" at http://www.ddj.com/architect/205207998 which explores this issue in detail. 3. Andrew Glover's article "In pursuit of code quality: Adventures in behavior-driven development" at http://www.ibm.com/developerworks/java/library/j-cq09187/ which describes a new-and-improved take on TDD called BDD.[Read More
Modified on 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.
A common question that I keep running into with customers is whether you can take an agile approach to service oriented architecture (SOA). The quick answer is yes, because Agile is orthogonal to the implementation technologies used. You can take an agile approach developing COBOL applications running on mainframes, fat-client Java applications, multi-tier J2EE applications, and yes, even services. Granted, it's easier to do with some technologies than others, either because of the nature of the technology or because of the supporting tools.
The long answer is "yes, but". You don't adopt an SOA approach for the sheer joy of doing so, instead you very likely want to improve the level of reuse within your organization. To succeed at SOA-driven reuse you need an enterprise focus, something that doesn't appear to be very common on many agile teams. Therein lies the challenge. Several strategies for improving your chances with Agile SOA, and SOA in general, follows:1. Invest in some initial enterprise architecture modeling. You don't need to identify all of the details up front, that would take too long and actually put the effort at risk, but you do need to set a starting point to guide development teams. Identifying the technical architecture is critical, and identifying a few basic services which would provide immediate business value to one or more teams is critical. Involve people from several application project teams to ensure that you get a wide range of input. See http://www.agiledata.org/essays/enterpriseArchitecture.html for a streamlined approach to enterprise architecture modeling. Creating big, detailed models often proves to be a waste of time because development teams are rarely motivated to read mounds of documentation.2. Build out the initial infrastructure on a real application development project. This proves that your SOA strategy actually works and puts the technical foundation in place for future teams. During this period you'll be tempted to try to support several development teams, which is feasible but dramatically increases your risk. It's also tempting to focus simply on getting the infrastructure in place without delivering any business functionality, but this risks producing an ivory-tower architecture that nobody is interested in.3. Spread the service architects out onto application development teams. The people that formulated and then proved your SOA should be actively involved on the development teams that are working with it to ensure that the teams use it appropriately and to ensure that the architects get concrete feedback which they can use to evolve the architecture. When working on agile teams, these people will need to work in a collaborative and evolutionary approach just like other team members.4. Fund reuse separately. I've lost track of the number of organizations that I've run into that fail at reuse because their development teams never have the resources to develop reusable assets. That's simply the nature of the beast -- project teams will always be more interested in addressing their own specific requirements than they are in investing the time and effort to make something reusable. The real problem here is that you expect them to act differently. A better strategy is to have a separate reuse engineering team that has the resources to monitor existing projects to look for potentially reusable assets. When they find said assets this team does the work to harvest the asset, to reengineer it to make it reusable, and then to integrate back into the original source project. The goal is to make it as painless as possible to produce reusable assets such as services. If you expect project teams to do this work out of the goodness of their hearts then you're effectively punishing them when they do the right thing. That's not a very good governance strategy, IMHO.5. The reuse team now owns the asset. Any reusable asset, including services, will need to be maintained, evolved over time, and supported. This isn't free nor is it viable for project teams to do so.
If you're interested, I provide agile strategies for both enterprise architecture and strategic reuse in the book "Enterprise Unified Process". Although written under the assumption that you're taking a RUP-based approach to development, the reality is that the EUP can extend any evolutionary/agile software development process so that it addresses the larger-scale needs of modern IT organizations.
- Scott[Read More
Modified on by ScottAmbler
A common misunderstanding about agile software development is that it’s only for co-located teams. Things are definitely easier for co-located teams, and as I found with both the Dr. Dobb’s 2007 and 2008 Agile Adoption surveys (www.ambysoft.com/surveys/) co-located agile teams appear to have a higher success rate than distributed teams, Having said that, many organizations are in fact succeeding at distributed agile development.
I’d like to share some strategies that I’m seeing work in practice, and in this blog posting summarizes generic strategies for distributed teams whether or not they’re agile. These strategies are:1. Do some up front planning. Distributed development is higher risk than co-located development, and one way to address that risk is to think things through. That doesn’t mean that you need to create a monolithic, 1000+ task Gantt chart, but it does mean that you should identify your major dependencies and milestone dates. Effective teams do this planning with the distributed developers actively involved (they are part of the team after all), they strive to consider all associated costs, and in particular they don’t overlook the low probability/high impact risks which often prove to be project killers.
2. Organize the team effectively. Once of the practices of Lean Development Governance (https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=swg-ldg) is to organize your team structure around either your architecture or the lines of business (LOB) supported by the programme that you’re working on. Ideally each sub-team should be responsible for one or more subsystems or modules, something that can be difficult if some of your team works alone from home, to reduce the amount of information sharing and collaboration required between disparate teams. In other words, maximize the responsibilities of the “offshore” team(s) as much as possible. A very common mistake is to organize the subteams around job specialties – for example the architects are in Toronto, the developers in Mumbai, and the testers in Singapore – because to support this team structure you have to create a phenomenal amount of documentation to support communication between the teams.
3. Do some up front modeling. The implication of organizing your team around the architecture (or LOB) is that you also need to do a bit of architecture envisioning up front. Your architecture efforts should provide guidance regarding the shared infrastructure as well as critical development conventions such as coding guidelines and data naming conventions. Architecture envisioning is also a good idea for co-located agile teams too. See http://www.agilemodeling.com/essays/initialArchitectureModeling.htm for strategies to get the benefits of architecture modeling without the costs of needless documentation.
4. Recognize that communication is critical. GDD puts many barriers to communication in place, increasing overall project risk. To overcome these risks you will first need to be aware of them and act accordingly, and second, you’ll need to write more documentation than you would likely prefer. The risks associated with long-distance communication include cultural differences, time-zone differences, and the challenges with written documentation (which is the least effective way to communicate information). I make it a habit of asking open-ended questions so that I can determine whether or not the other people understand the topic under conversation. Particularly I will never ask a yes/no style of question because the simple answer of yes can mean a range of things depending on the culture. It may mean “Yes, I heard you”, “Yes, I understand what you’re saying”, or “Yes, I understand and agree with you”. When you’re dealing with people at other locations it’s good practice to ask them to summarize the conversation in writing, in particular to identify key action items and ownership of them, to ensure that everyone agrees with what was discussed. A good approach is to have the team lead on other end to do the summary so that they own it going forward.
5. Put a good technical infrastructure in place. Automate, automate, automate. In a GDD environment you need to work with collaborative multi-site tools such as ClearCase, ClearQuest, and Jazz Rational Team Concert (www.jazz.net) which enable you to share and evolve your work products (i.e. test scripts, code, documents) effectively.
In my next posting I'll describe a collection of agile-specific strategies for distributed software development teams.[Read More
Modified on by ScottAmbler
In my previous blog posting, http://www.ibm.com/developerworks/blogs/page/ambler?entry=strategies_for_distributed_agile_teams , I overviewed several strategies for improving your effectiveness at geographically distributed development (GDD). Those strategies were fairly generic and directly applicable to both traditional and agile development teams. In this posting I focus on strategies which are more agile in nature, although they could also be applied to more traditional approaches as well. These strategies are:
1. Get the whole team together at the beginning of the project. Your goals are to build rapport amongst the team, to get to know the people that you’re working with to facilitate communication later on, and to better understand the situation on the ground. The implication is that you will need to fly some people around, increasing your initial expenses, an investment that many organizations balk at. The reality is that you will eventually end up paying for travel anyway, either because you actually flew people around or because your communication costs are higher throughout the project. In short, don’t be penny wise and pound foolish.
2. Organize your team around the system architecture. The most effective way to organize a distributed team is around the architecture of the system that you are building, not around the job functions of the people involved. In other words, if your team is in Toronto, Rome, and Bangalore then each subteam should be responsible for one or more subsystems. It would be a mistake to organize the teams around job function, for example to have the architects and analysts in Toronto, the developers in Rome, and the testers in Bangalore because this structure would require significantly more documentation and other forms of communication to coordinate the teams, increasing both cost and risk. As I mentioned in my previous blog posting you will need to invest in some initial architecture envisioning at the beginning of a project to identify the subsystems and their public interfaces, and that to do that you’ll also need to do some initial requirements envisioning to drive this architecture effort. I suggest that you take an Agile Model Driven Development (AMDD) approach to this to enable you to gain the value from modeling without the costs and risks associated with up-front comprehensive modeling and documentation that get many traditional project teams in trouble.
3. Have “daily stand-up meetings”. A common practice on co-located agile teams is to have daily stand-up meetings where people share the status of what they did yesterday, what they intend to do today, and whether they’re running into any problems. These short meetings enable team coordination. Distributed teams can do this as well, the people in a given geographical location can hold local stand-up meetings and then representatives from each location can hold a shared meeting to coordinate the subteams. Whereas local stand-up meetings are held first thing in the morning, distributed daily stand-up meetings may need to be held at unusual times so as to include people at distant locations.
4. Have Ambassadors. Ambassadors are people who travel between sites, often technically senior people or senior business experts, to share information between the subteams. Getting the team together at the beginning of the project sets the foundation for communication, but without continual investment in maintaining effective collaboration between teams you run the risk of your subteams deviating from the overall strategy. These are typically short engagements, a week or two in length, because of the pressures it puts on the people doing the actual traveling. The implication is that you’ll have several people flying between sites at any given time on a reasonable rotation schedule. Because you’ll have some people flying around, your local team rooms should accommodate visitors by having one or more desks available for them to use when they’re visiting.
5. Have Boundary Spanners. A boundary spanner is someone who is located on site who focuses on enabling communication between subteams as well as within their subteam. On large distributed teams you’ll find that you have three flavors of boundary spanners – team leaders who take on project management responsibilities on the subteam, product owners who are responsible for representing the business within the subteam, and architecture owners responsible for technical direction on the team. These boundary spanners will work closely with their peers, having regular coordination meetings across all subteams as well as impromptu one-on-one meetings to deal with specific issues between individual subteams.
6. Ensure that the global team gets the credit it deserves. In both offshoring and nearshoring environments it’s common to see small teams in North America or Europe driving the efforts of significantly larger teams in another country. Yet, at the end of the project it always seems as if the smaller team, often because they work for the direct customer, gets the lion’s share of the credit – unless of course the project failed, then the subcontracting team often seems to get virtually all of the “credit”. This clearly isn’t fair, and it clearly doesn’t promote effective teamwork between the subteams in the future.
7. Take a lean approach to development governance. As I’ve written in the past, effective governance is based on enablement and collaboration instead of the traditional approaches of management and control. Good governance measures progress through regular delivery of working software, not through status reports or delivery of detailed specifications. Good governance is based on the idea of having a living process which changes to reflect lessons learned as your project progresses. In a previous blog posting at http://www.ibm.com/developerworks/blogs/page/ambler?entry=lean_development_governance I’ve discussed lean development governance in greater detail.
The strategies that I’ve described are clearly nothing more than common sense, something that can be said of all agile strategies. Sadly, as Mark Twain lamented, common sense isn’t very common in practice.[Read More
Modified on by ScottAmbler
I just wanted to round out my discussion about agile approaches to geographically distributed development (GDD) with a few important words of advice:1. Get some experience. Worry less about enterprise adoption and instead get started with a small project, or better yet a series of increasingly more complex projects. There will be learning experiences as you build a relationship with the offshore service provider. This advice is applicable whether you’re working with your own offshore division or with an independent service provider.2. Have a long-term staffing strategy. It may be great in the short term to have work done in a lower cost country, but how are you going to transfer the necessary skills to the maintenance and support team. Outsourcing that work is also an option, but it can be a risky one as you would need to build up expertise in “your” systems if you ever decide to insource that work again.3. Be concerned about intellectual property (IP). The rules are different around the world, and you may inadvertently be financing the creation of a new international competitor if you don’t have a clear division of ownership. And yes, this may mean that some components of your systems are still built internally by your own organization.4. Show off locally before you go global. GDD makes things harder to manage, so if you’re struggling to manage local teams you’re really going to struggle managing teams at a distance. Make sure you have local success first and are good at agile development in general. Furthermore, if your agile GDD projects run into trouble, don’t end your local agile adoption just because of difficulties with distributed projects.5. Let your offshore partners lead. The offshore partner likely has more experience than you at successful distributed development, and this is particularly true when you’re dealing with an established service provider.6. Do some reading. There’s a great IBM Redbook entitled “Global Development and Delivery in Practice: Experiences of the IBM Rational India Lab” which can be downloaded free of charge from http://www.redbooks.ibm.com/abstracts/sg247424.html7. Do some viewing. We recorded a Rational Chat a few months ago entitled "Being Agile in a Global Development Environment" which is posted at https://www14.software.ibm.com/webapp/iwm/web/reg/acceptSignup.do?lang=en_US&source=dw-c-wcsdpr&S_PKG=120607&S_TACT=105AGX23&S_CMP=TALKS&cp=UTF-8 . I also gave a keynote on Agile approaches to GDD at Software Development Practices 2007 held in Boston in the Autumn of 2007. The video can be downloaded free of charge from http://www.life20.net/video/scottambler.mov .[Read More
In Implementing Lean Software Development
, Mary and Tom
Poppendieck show how the seven principles of lean manufacturing can be applied
to optimize the whole IT value stream. These principles are:
- Eliminate waste. Lean thinking advocates regard any activity
that does not directly add value to the finished product as waste. The three
biggest sources of waste in software development are the addition of unrequired
features, project churn and crossing organizational boundaries (particularly
between stakeholders and development teams). To reduce waste it is critical
that development teams be allowed to self organize and operate in a manner that
reflects the work they’re trying to accomplish. Walker Royce argues in “Improving Software Economics” that the primary benefit of modern iterative/agile
techniques is the reduction of scrap and rework late in the lifecycle.
- Build in quality. Your process should not allow defects to
occur in the first place, but when this isn’t possible you should work in such
a way that you do a bit of work, validate it, fix any issues that you find, and
then iterate. Inspecting after the fact,
and queuing up defects to be fixed at some time in the future, isn’t as
effective. Agile practices which build
quality into your process include test driven development (TDD) and non-solo
development practices such as pair programming and modeling with others.
- Create knowledge. Planning is useful, but learning is essential.
You want to promote strategies, such as iterative development, that help teams
discover what stakeholders really want and act on that knowledge. It’s also
important for a team to regularly reflect on what they’re doing and then act to
improve their approach.
- Defer commitment. It’s not necessary to start software
development by defining a complete specification, and in fact that appears to
be a questionable strategy at best. You can support the business effectively
through flexible architectures that are change tolerant and by scheduling
irreversible decisions to the last possible moment. Frequently, deferring
commitment requires the ability to closely couple end-to-end business scenarios
to capabilities developed in multiple applications by multiple projects.
- Deliver quickly. It is possible to deliver high-quality
systems quickly. By limiting the work of a team to its capacity, which is
reflected by the team’s velocity (this is the number of “points” of
functionality which a team delivers each iteration), you can establish a
reliable and repeatable flow of work. An effective organization doesn’t demand
teams do more than they are capable of, but instead asks them to self-organize
and determine what they can accomplish. Constraining these teams to delivering potentially
shippable solutions on a regular basis motivates them to stay focused on
continuously adding value.
- Respect people.
The Poppendiecks also observe that sustainable advantage is gained from
engaged, thinking people. The implication is that you need a lean governance
strategy that focuses on motivating and enabling IT teams—not on controlling
- Optimize the whole. If you want to be effective at a solution you
must look at the bigger picture. You need to understand the high-level business
processes that individual projects support—processes that often cross multiple
systems. You need to manage programs of interrelated systems so you can deliver
a complete product to your stakeholders. Measurements should address how well
you’re delivering business value, because that is the sole reason for your IT
Lean thinking is important for scaling agile in several ways:
- Lean provides an explanation for why many of the agile
practices work. For example, Agile
Modeling’s practices of light weight, initial requirements envisioning followed
by iteration modeling and just-in-time (JIT) model storming work because they
reflect deferment of commitment regarding what needs to be built until it’s
actually needed, and the practices help eliminate waste because you’re only modeling
what needs to be built.
Lean offers insight into strategies for improving your
software process. For example, by
understanding the source of waste in IT you can begin to identify it and then
Lean principles provide a philosophical foundation for
scaling agile approaches.
- It provides techniques for identifying waste. Value stream mapping, a technique common within the lean
community whereby you model a process and then identify how much time is spent
on value-added work versus wait time, helps calculate overall time efficiency
of what you’re doing. Value stream maps are
a straightforward way to illuminate your IT processes, providing insight into
where significant problems exist. I’ve
created value stream maps with several customers around the world where we
analyzed their existing processes which some of their more traditional staff
believed worked well only to discover they had efficiency ratings of
20-30%. You can’t fix problems which you
are blind to.
On Nov 16 2011, Kim Werner, Agile Coach from ATSC and Liz Parnell, Solution Design Manager from Blue Cross Blue Shield of North Carolina (BCBSNC), gave a webcast
sharing their experiences regarding how BCBSNC adopted a few Agile techniques, with the help of some good coaching, and adopted some IBM Rational Jazz tools
(Rational Team Concert and Rational Requirements Composer) to reduce time to market and lower development costs. BCBCNC works in the highly-regulated healthcare industry, so faced a few interesting constraints when adopting agile.
When you are first adopting agile techniques in your organization a common strategy is to run one or more pilot projects. When organizing these projects you typically do as much as you can to make them successful, such as finding:
- Projects where the stakeholders are willing to actively work with you.
- IT people who are flexible, willing to try new things, and willing to collaborate with one another.
- IT people who are generalizing specialists, or at least willing to become so.
- Finding a project which is of medium complexity (therefore it's "real" in the sense that it's significant to your organization) but not one where it can make or break your organization (therefore it's safe to experiment with).
In North America we refer to this as "cherry picking" because you're picking the cherry/best situation that you can find.
- Being agile may not have been the primary determinant of success. You set up an environment where you have a good relationship with your stakeholders, where you have good people who want to work together, and the project is challenging but not impossible. Oh, and by the way you adopted a few agile techniques as well. Sounds to me that situation you could have adopted a few not-so-agile techniques instead and still succeed. Although my various project success surveys, see my IT surveys page for details, have shown time and again that agile project teams are more successful than traditional project teams I haven't been able to tease out (yet) whether this success is attributable to agile or just attributable to improved project initiation efforts.
- When adopting agile/lean widely across your organization, you can't cherry pick any more. For the past few years I've been working with IT organizations that are in the process of adopting agile/lean strategies across their entire organization, not just across a few pilot projects. What these organizations are finding is that they need to find ways to adopt agile where the business isn't as willing to work with IT, where some of the people aren't so flexible or collaborative, where some of the people are narrowly specialized and not as willing to expand their skills, or where the project exhibits scaling factors which motivates you to tailor your agile approach. It's harder to succeed with agile in these situations because they're not as "cherry" as what you've experienced previously. Luckily, if you've been successful previously then you now have some agile experienced people, you have successes to reference, and you've likely overcome some problems even in the cherry situations which you have learned from. So, your cherry successes will hopefully improve your ability to succeed even in "non cherry" situations.
- You need to work smarter, not harder. If the source of your success was actually from improved project initiation practices and not from agile, then recognize that and act accordingly. Realistically part of your success was from that and part was from agile, and the organizations that adopt a measured improvement approach potentially have the data to determine which practices lead to success and which didn't. Without the metrics you're effectively flying blind when it comes to deciding how to improve. There is clearly a mandate for smarter work practices within IT, within your organization as a whole for that matter.
If you want to gain more insight into some of the issues that you'll face when adopting agile across your organization, I suspect that you'll find my recent paper Scaling Agile: An Executive Guide
to be interesting. I've got a more detailed paper in the works, so stay tuned to this blog.