Agility@Scale: Strategies for Scaling Agile Software Development
ScottAmbler 120000HESD Tags:  disciplined-agile-deliver... agileexec agile agility-at-scale risk rup phases governance 6 Comments 8,903 Views
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]
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:
Material for this blog posting was adapted from Chapter 21 of Disciplined Agile Delivery: A Practitioner's Guide to Agile Software Delivery in the Enterprise, published by IBM Press in June 2012.
ScottAmbler 120000HESD Tags:  agility-at-scale agileadopt architecture reuse disciplined-agile-deliver... soa 2 Comments 8,149 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]
When adopting agile software development techniques across a large number of teams within your organization it is important to provide a definition for what agile software development is, in addition to criteria for what it means to be agile. Many people will point to the four values of the Agile Manifesto and claim that's a good definition. Well... it might be a good definition for the visionaries and early adopters among us, but for people on the right-hand side of the technology adoption chasm (the early majority, late majority and the laggards) this isn't enough. Don't get me wrong, I'm a firm believer in the agile values but I like to cast them as philosophies instead of as a definition.
At IBM Software Group, the definition of disciplined agile software delivery which we have been sharing with our customers is:Disciplined agile software delivery is an evolutionary (iterative and incremental) approach to delivery which regularly produces high quality software in a cost effective and timely manner. It is performed in a highly collaborative and self-organizing manner, with active stakeholder participation to ensure that the team understand and addresses the changing needs of its stakeholders. Disciplined agile delivery teams provide repeatable results by adopting just the right amount of ceremony for the situation which they face.
I think that this is a pretty good definition, although I have no doubt that we'll evolve it over time.
I also suspect that the agile community will never settle on a common definition for what agile is and more than likely are smart enough not to even try. ;-)
ScottAmbler 120000HESD Tags:  agility-at-scale outside-in-development xp modeling scrum disciplined-agile-deliver... agileadopt amdd analysis agile 3 Comments 7,504 Views
The popular Agile literature can often seam naive when it comes to how Agilists work with project stakeholders:- Extreme Programming (XP) has a practice called On-Site Customer where one or more people work closely with your team to provide information and to make decisions in a timely manner.- Scrum has the role of Product Owner who is the one single person that the development team goes to for decisions about requirements. - Agile Modeling (AM) has the practice of Active Stakeholder Participation which extends On-Site Customer to get the stakeholder(s) actively involved with the modeling effort through the use of inclusive tools and techniques.
These are great strategies for small, co-located teams doing straightforward development, but they quickly fall apart at scale. This occurs for several reasons:1. Stakeholders are a diverse group. Your stakeholders include end users, business management, project funders, enterprise architects, operations staff, support staff, other system development teams, and many others. Different people have different, and often contradictory, requirements and they certainly have different priorities. It's questionable whether a single person, or a handful of persons, can adequately represent this diverse group.2. One person becomes a bottleneck. Even with a small co-located team this is a problem, let alone one that is geographically distributed or one that is very large. There's no way that a single person can be available 24/7 in a responsive manner to support distributed teams.3. It's a difficult role. The Product Owner/Customer (POC) is responsible for representing the business to the development team. They're making important decisions on a regular basis, decisions which they'll be held accountable for.4. One person becomes a serious project risk. Not only is it questionable whether a single person can fairly represent all stakeholders, even if they could what happens if you lose that person? They effectively become a single point of failure for your team.
To scale this role, consider the following strategies:1. Recognize the true scope of the POC role. Not only are they stakeholder proxies they also are a development team representative to the stakeholder community as a whole. As stakeholder proxies they'll make decisions and prioritize the work, they'll run requirements elicitation sessions, they'll negotiate priorities, and they'll put the development team in contact with stakeholders who have expertise in specific aspects of the domain. As team representatives they'll often demo the current version of the system to other stakeholders, communicate the status of the project to people, and respond to various requests for information from the stakeholders.2. Have multiple people in it. A single POC works well for small, co-located teams developing simple software. At scale you'll soon discover that you need multiple people in this role so that they don't become a bottleneck. For distributed teams it's common to see each subteam have one or more POCs who are managed by a primary/chief POC. The primary POC typically works on the coordinating team with the chief architect (I'll talk about this role in a future blog posting) and the program manager (also a topic for a future blog posting).3. Train them in business analysis skills. The person(s) in the POC role need good business analysis skills. If fact, it's common for people who were formerly BAs for traditional teams to step into the POC role, particularly with BAs who originally come from the business side of your organization. This strategy has its advantages and disadvantages. As a BA they've likely got solid business knowledge but their instincts may motivate them to take a documentation-driven approach to providing information to the development team instead of a collaboration-based approach. Be careful.4. Consider the full system development lifecycle. There's far more to the POC role than supporting the development team during Construction iterations. During "Iteration 0", the Inception phase for an Agile RUP project or the warm-up phase for an Eclipse Way project, the POC(s) will often lead the initial requirements envisioning efforts. The product backlog, or better yet your work item list, needs to come from somewhere after all. During the release iteration(s), the Transition phase for RUP or the End-Game phase for Eclipse Way, the POC(s) will focus on communicating the upcoming release to the stakeholder community, will be actively involved with any final user acceptance testing (UAT), and may even be involved with training end users.
In my January 2008 column in Dr Dobb's Journal, posted at http://www.ddj.com/architect/204801134 , I provide detailed advice about how to scale the way that you work with stakeholders on Agile projects by applying the practices of Agile Model Driven Development (AMDD). There's no magic solution, you just need to choose to organize yourself effectively. The good news is that you can easily work with stakeholders at scale.[Read More]
ScottAmbler 120000HESD Tags:  enterprise agile disciplined-agile-deliver... 1 Comment 4,914 Views
On April 25, 2013 I gave a webcast for the Global Rational User Community entitled Disciplined Agile Delivery: Going beyond Scrum . During the webcast a large number of questions were asked but unfortunately I couldn’t get to all of them. So I’ve taken the opportunity to write up the answers in this blog posting.
The Disciplined Agile Consortium recently launched a certification programme for practitioners of Disciplined Agile Delivery (DAD). There are three practitioner certifications:
Differentiate yourself in the marketplace. Certification in Disciplined Agile Delivery (DAD) means something to clients and employers because it needs to be earned. Certification in DAD tells the marketplace you understand how to deliver an agile solution from end-to-end with experience in enterprise-class development.
As an aside, the Disciplined Agile Consortium is proud to have IBM Rational's Richard Knaster and Carson Holmes the president of the Global Rational User Group (GRUG) on our board of advisors.