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]
Agility@Scale: Strategies for Scaling Agile Software Development
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ScottAmbler 120000HESD Tags:  agileexec disciplined-agile-deliver... agile agility-at-scale risk rup phases governance 6 Comments 9,598 Views
ScottAmbler 120000HESD Tags:  agility-at-scale agileadopt architecture reuse disciplined-agile-deliver... soa 2 Comments 8,821 Views
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]