I've been getting a lot of questions lately about applying the acceleration metric
in practice. So, here's some answers to frequently asked questions:
1. How do I monetize acceleration?
This is fairly straightforward to do. For example, assume your acceleration is 0.007 (0.7%), there are five people on the team, your annual burdened cost per person is $150,000, and you have two week iterations. All these numbers are made up, but you know how to calculate acceleration now and IT management had darn well better know the average burdened cost (salary plus overhead) of their staff. So, per iteration the average burdened cost per person must be $150,000/26 = $5,770. Productivity improvement per iteration for this team must be $5,770 * 5 * .007 = $202. If the acceleration stayed constant at 0.7% the overall productivity improvement for the year would be (1.007)^26 (assuming the team works all 52 weeks of the year) which would be 1.198 or 19.8%. This would be a savings of $148,500 (pretty much the equivalent of one new person). Of course a 20% productivity increase over an entire year is a really aggressive improvement, regardless of some of the claims made by the agile snake oil salesman out there, although at 10-15% increase is a reasonable expectation. What I'd really want to do is calculate the acceleration for the year by comparing the velocity from the beginning of the year to the end of the year (in Western cultures I'd want to avoid comparing iterations near to the holidays). So, if the team velocity the first week of February 2008 was 20 points, now the same team's velocity the first week of February 2009 was 23 points, that's an acceleration of (23-20)/20 = 15% over a one year period, for a savings of $112,500.
2. Is acceleration really unitless?
For the sake of comparison it is. The "units" are % change in points per iteration, or % change in points per time period depending on the way that you want to look at it. Because it's a percentage I can easily monetize it, as you see above, and use it as a basis of comparison.
3. How do I convince teams to share their data?
This can be difficult. Because acceleration is easy to calculate for agile teams, and because it's easy to use to compare teams (my team has .7% acceleration whereas other teams down the hall from mine have accelerations of .3% and -.2% of teams), people are concerned that this metric will be used against them. OK, to be fair, my team might be OK with this. ;-) Seriously though, this is a valid fear that will only be addressed by an effective governance program
based on enablement, collaboration, and trust instead of the traditional command-and-control approach. Management's track record regarding how they've used measurements in the past, and how they've governed in general, have a great effect on people's willingness to trust them with new metrics such as acceleration. The implication is that you need to build up trust, something that could take years if it's possible at all.
4. Why does this work for agile teams?
Agile teams are self organizing, and an implication of that is that they will be held accountable for their estimates. Because of this accountability, and because velocity is a vital input into their planning and estimation efforts, agile teams are motivated to calculate their velocity accurately and to track it over time. Because they're eager to get their velocity right, and because acceleration is based on velocity, there's an exceptionally good chance that it's accurate.
5. What about function points or similar productivity measures?
Function points can be calculated for projects being developed via an agile approach, or other approaches for that matter, but it's a very expensive endeavor compared to calculating acceleration (which is essentially free) and likely will be seen as a bureaucratic overhead by the development team. My rule of thumb is that if you're not being explicitly paid to count function points (for example the US DoD will often pay contracting companies to create estimates based on function point counts) then I wouldn't bother with them.
6. What about calculating acceleration for iterative project teams?
Iterative project teams, perhaps following Rational Unified Process (RUP)
, can choose to calculate and track their velocity and thereby their acceleration. The key is to allow the team to be self organizing and accountable for their estimates, which in turn motivates them to get their velocity right just like agile teams (RUP can be as agile as you want to make it, don't let anyone tell you differently).
7. What about calculating acceleration for traditional project teams?
In theory this should work, in practice it is incredibly unlikely. Traditional teams don't work in iterations where working software is produced on a regular basis, they're typically not self organizing, and therefore there really isn't any motivate to calculate velocity (even if they do, there is little motivation to get it right). Without knowing the velocity you can't calculate acceleration. If you can't trust the velocity estimate, and I certainly wouldn't trust a traditional team's velocity estimate, then you can't trust your acceleration calculation. So, my fall back position to calculate productivity improvement would be to do something like function point counting (which is expensive and difficult to compare between teams due to different fudge factors used by different FP counters) and then looking at change in FPs delivered over time.
8. How can I apply this across a department?
It is fairly straightforward to roll up the acceleration of project teams into an overall acceleration measure for a portfolio of teams simply by taking a weighted average based on team size. However, this is only applicable to teams that are in a position to report an accurate acceleration (the agile and iterative teams) and of course are willing to do so.
9. What does a negative acceleration tell me?
If the acceleration is negative then productivity on the team is going down, likely an indicator of quality and/or team work problems. However, you don't want to manage by the numbers so you should talk to the team to see what's actually going on.
10. What does a zero acceleration tell me?
This is an indication that the team's productivity is not increasing, and that perhaps they should consider doing retrospectives at the end of each iteration and then acting on the results from those retrospectives. Better yet they can "dial up" their process improvement efforts by adopting something along the lines of IBM Rational Self Check
Modified 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
Modified by ScottAmbler
The following diagram summarizes a safe and proven strategy for scaling agile delivery strategies at the team level. There are three features of this strategy:
- Basic agile and lean methods. At the base are methods such as Scrum, Extreme Programming (XP), Agile Modeling, Kanban, Agile Data, and many others. These methods are the source of practices, principles, and strategies that are the bricks from which a team will build its process.
- Disciplined Agile Delivery (DAD). Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile software delivery. DAD provides the process mortar required to combine the process bricks, effectively doing the “heavy lifting” to describe how all of these great agile strategies fit together.
- Agility at scale. Teams operating at scale apply DAD in a context driven manner to address the scaling factors that they face. These teams may be large, they may be geographically distributed in some way, they may face compliance constraints, they may be addressing a complex domain or technical environment, or they may be organizationally distributed in some manner. And usually combinations thereof. Without the solid foundation provided by DAD, agility at scale is incredibly difficult to achieve.
To scale agile successfully you must be able to tailor your approach to reflect the context that you face. To do this you must understand what your process and organizational structure options are and what tradeoffs each of those options has. Unless you’re a process expert, this can be challenging. This is where DAD’s process goal strategy comes in. Instead of prescribing a single way to do things, as we see in methods such as Scrum and SAFe, DAD instead captures your options in terms of process goals and guides you through making the decisions that best address the situation that you find yourself in. An example of a process goal diagram, in this case for the Inception phase goal Explore Initial Scope, is shown below.
The critical thing is that with a goal-driven approach it becomes much easier to understand how to scale agile. Depending on the context of the situation that a team finds itself in you will address each goal differently. The strategy for a small, co-located team facing a fairly straightforward situation in a non-regulatory environment works well for that team, the same strategy prescribed to a team in a different situation would put that team at risk of failure. Instead of prescribing a single way of working that is optimized for a specific situation we need to instead allow, and better yet enable, teams to adopt strategies that reflect the context of the situation that they face.
We’ve found that four of the twenty-two process goals seem to take about 80% of the tailoring impact. These goals are:
- Explore Initial Scope. This is sometimes referred to as initially populating the backlog in the Scrum community, but there is far more to it than just doing that. This is an important goal for several reasons. First, your team needs to have at least a high level understanding of what they’re trying to achieve, they just don’t start coding. Second, in the vast majority of organizations IT delivery teams are asked fundamental questions such as what are you trying to achieve, how long will it take, and how much will it cost. Having an understanding of the scope of your effort is important input into answering those sorts of questions.
- Identify Initial Technical Strategy. This is sometimes referred to as initial architecture envisioning or simply initial architecture modeling. You want to address this process goal for several reasons . First, the team should think through, at least at a high level, their architecture so as to identify a viable strategy for moving forward into Construction. A little bit of up-front thinking can increase your effectiveness as a team by getting you going in a good direction early in the lifecycle. It can also help to avoid injection of unnecessary technical debt as a result. Second, the team should strive to identify the existing organizational assets, such as web services, frameworks, or legacy data sources that they can potentially leverage while producing the new solution desired by their stakeholders. By doing this you increase the chance of reuse, thereby avoiding adding technical debt into your organizational ecosystem, and more importantly you reduce the time and cost of delivering a new solution as the result of reuse. You will do this by working with your organization’s enterprise architects, if you have any. This is an aspect of DAD’s philosophy of working in an enterprise aware manner.
- Move Closer to a Deployable Release. This Construction phase process goal is important for three reasons. First, it encompasses the packaging aspects of solution development (other important development aspects are addressed by its sister goal Produce a Potentially Consumable Solution). This includes artifact/asset management options such as version control and configuration management as well as your team’s deployment strategy. Second, it provides deployment planning options, from not planning at all (yikes!) to planning late in the lifecycle to the more DevOps-friendly strategies of continuous planning and active stakeholder participation. Third, this goal covers critical validation and verification (V&V) strategies, many of which push testing and quality assurance “left in the lifecycle” so that they’re performed earlier and thereby reducing the average cost of fixing any defects.
- Coordinate Activities. Although it is nice to believe that all of the coordination required by an agile team can be handled with a 15 minute stand up meeting every day the truth is far from that. This process goal addresses strategies for coordinating the work within a team, coordinating with other development teams (if needed), coordinating with IT groups such as your Enterprise Architects or data management group, and coordinating between subteams a programme or portfolio.
For a more detailed discussion of how these four process goals are the key to scaling your agile software delivery process, please refer to the whitepaper Scaling Agile Software Development: Disciplined Agile Delivery at Scale.
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
I just wanted to share with you the Manifesto for Software Craftsmanship
which extends the Agile Manifesto
. The Manifesto for Software Craftsmanship states:As aspiring Software Craftsmen we are raising the bar of professional software development by practicing it and helping others learn the craft. Through this work we have come to value:
- Not only working software, but also well-crafted software
- Not only responding to change, but also steadily adding value
- Not only individuals and interactions, but also a community of professionals
- Not only customer collaboration, but also productive partnerships
That is, in pursuit of the items on the left we have found the items on the right to be indispensable.
I view this manifesto as an important step in the maturation of software development. More on this in a future blog posting.[Read More
The SEMAT vision
has recently been posted online. SEMAT is short for Software Engineering and Method and Theory (SEMAT) and I am one of several signatories and a provider of input into the effort.
There are several reasons why I'm involved with SEMAT:
- The industry clearly needs something like this. Ivar Jacobson has been writing and speaking for awhile now about how our industry behaves in a similar manner to the fashion industry
-- we lurch from one cool idea (the fashion) to another and few of us
observe that the current fashion is often just a rehash of fashion(s) from the
- The right people are involved. The SEMAT initiative has
attracted a wide range of industry experts, including both the old
guard, the new "agile guard", and people in between. Arguably we may
be short a few people, the data community isn't well represented and
I'm not sure we have the systems community covered well, but we can
address those challenges in time.
We'll achieve something. We may not pull of the entire vision, but we
are going to produce something of value and I hope that it has a
positive impact on the industry. Time will tell.
I have several thoughts about the SEMAT vision
which I'd like to share with you:
- The vision is coherent. A lot of reasoned effort went into it's development as you can see when you read it.
- It will be a challenge to identify a non-trivial kernel. Even developing a kernel language will be hard as people will often stick to their preferred terms. For example, is it an iteration, a sprint, or a time box?
- Practitioners may not notice. It will also be a significant challenge to get practitioners interested in the SEMAT effort and more importantly to leverage the material. For example, the patterns community has a long history of producing great work which for the most part is ignored by the vast majority of practitioners, with the exception of a handful of the hundreds of patterns out there. So, although SEMAT is likely to produce some great ideas, will anyone care?
- Academics may not notice. I suspect that this will be less of a problem than practitioners not noticing, but it's still a possibility.
- Position papers from many of the signatories, including myself, will soon be published at the SEMAT site. Several non-signatories have been invited to submit papers as well.
- A workshop is being held in the third week of March in Zurich. At this workshop the people who published position papers will flesh out our ideas.
- I'll blog about these things as they occur.
Modified by ScottAmbler
I recently ran into an interesting issue at a customer organization. This customer is in the process of transitioning to Disciplined Agile Delivery (DAD) and part of that effort is to train, mentor, and coach their people in these new ideas and techniques. The challenge is that some of "their people" are full time employees (FTEs) and some are contractors/consultants. When we were planning an upcoming DAD workshop with them, part of the planning effort was to identify who should get that training, which we're delivering in a just-in-time (JIT) basis on a team-by-team basis. The only people invited to take the training were FTEs because the customer has a policy of not training contractors. I pushed back a bit on this, but they were adamant about not training contractors because their view was that contractors should either have the skills required to do their jobs or be willing to get those skills on their own time. Fair enough, but from an agile team building point of view this isn't ideal.
This situation got me thinking a bit. One issue is that not all contractors are the same. Some are short term contractors that are brought in for a specific purpose, they're paid well, and then they move on. Other contractors stay much longer, sometimes months or even years, and as a result gain deeper knowledge and understanding of your business. For these longer term contractors it seems to me that there is little difference between them and FTEs, perhaps only in the way that they're remunerated. Some countries such as the United States now have laws in place limiting how long someone is allowed to remain a contractor because these similarities lead to interesting legal questions around extending benefits to them.
Another issue is that if you intend to build teams from both FTEs and contractors, it behooves you to ensure that these people get similar training, coaching and mentoring to streamline the transition effort.
Here's the logic I would suggest to address the issue of whether or not to train a contractor:
Is the contractor going to be assigned to a key project/product for the organization? If not, don't train them.
Are they someone you want to keep long term? If not, don't train them and consider not putting them on the new agile team at all.
Does the contractor work for a large service provider? If yes, ask the service provider to cover the costs of training.
Is the contractor an independent or working for a smaller service provider? If yes, include the person in the training if there's room but don't pay their wage during the training period (so you effectively share the investment/cost of training).
As always, let the context of the situation drive your strategy.
I recently wrote an "e-book" for Internet Evolution overviewing agile software development at scale. The goal of the Agility at Scale: Become as Agile as You Can Be
ebook is to get people thinking outside of the box a bit when it comes to agile development strategies and see that they really are ready for primetime.
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
It's customary to start a blog by describing the vision for it. Although this vision will undoubtedly evolve over time, it's always good to put a stake in the ground to get things started. Agile software development is clearly taking off and in my opinion is becoming the dominant development paradigm. Furthermore it appears that Agile approaches enjoy a higher success rate, providing better value for your IT investment, than do traditional approaches. Although organizations are succeeding at simpler projects with agile, many are struggling when applying Agile in more complex situations. They're finding that the "Agile rhetoric" doesn't always live up to its promises once you move into these complex situations. My goal with this blog is to share strategies for applying Agile techniques at scale.
When applying Agile strategies at scale you are likely to run into one or more of the following complexity factors:1. Geographical distribution. Is your team, including stakeholders, in different locations? Even being in different cubicles within the same building can erect barriers to communication, let alone being in different cities or even on different continents.2. Regulatory compliance. Regulations, including the Sarbanes-Oxley act, BASEL-II, and FDA statutes, to name a few, can increase the documentation and process burden on your projects. Complying to these regulations while still remaining as agile as possible can be a challenge.3. Entrenched policies, people, and processes. Most agile teams need to work within the scope of a larger organization, and that larger organization isn't always perfectly agile. Hopefully that will change in time, but we still need to get the job done right now. Your existing culture and organization can really hinder your ability to scale agile approaches, then a few "simple" changes can really help your efforts.4. Legacy systems. Although the politically correct term would be "proven assets" the reality is that it can be very difficult to leverage existing code and data sources due to quality problems. The code may not be well written, documented, or even have tests in place, yet that doesn't mean that your agile team should rewrite everything from scratch. Some legacy data sources are questionable at best, or the owners of those data sources difficult to work with, yet that doesn't given an agile team license to create yet another database.5. Organizational distribution. When your teams are made up of people working for different divisions, or if you have people from different companies (such as contractors, partners, or consultants), then your management complexity rises.6. Degree of governance. If you have one or more IT projects then you have an IT governance process in place. How formal it is, how explicit it is, and how effective it is will be up to you. IBM has been doing a lot of work in this topic over the past few years, and just recently Per Kroll and I have done some work around Lean Governance strategies. 7. Team size. Large teams will be organized differently than small teams, and they'll work differently too.8. System complexity. The more complex the system the greater the need for a viable architectural strategy. An interesting feature of the Rational Unified Process (RUP) is that it's Elaboration phase's primary goal is to prove the architecture via the creation of an end-to-end, working skeleton of the system. This risk-reduction technique is clearly a concept which Extreme Programming (XP) and Scrum teams can clearly benefit from.
It is definitely possible to scale Agile software development to meet the real-world complexities faced by modern organizations. Based on my experiences, I believe that over the next few years we'll discover that Agile scales better than traditional approaches. Many people have already discovered this, but as an industry I believe that there isn't yet sufficient evidence to state this as more than opinion. My goal with this blog is to provide advice for scaling Agile so as to increase your chances of success.
So, it looks like I have my work cut out for me. My strategy will be to address common questions which I get when working with customers and with internal IBM development teams. I have the privilege to work with a variety of software development teams worldwide, helping them to become more agile. They're all struggling with the same basic issues although don't recognize it because they're too focused on their own situation. So hopefully I'll be able to spread the word about what's actually working in practice.
I hope that you stay tuned.
- Scott[Read More
It's been awhile since I've posted anything here, but that will soon change. I'm excited about some ideas that I have for upcoming blog postings around disciplined agile architecture and what it means to take a disciplined approach to agile solution delivery. Organizations around the world are finding that Disciplined Agile Delivery
(DAD) provides a solid foundation from which to scale agile, and I'm going to continue sharing my observations and experiences about scaling DAD here in this blog.
As many of you may know I left IBM in June 2012, after a six-year stint as Chief Methodologist for IT within IBM Rational, to form Scott Ambler + Associates
with Mark Lines. Mark is my co-author on the IBM Press book Disciplined Agile Delivery
, a topic I've written about extensively in this blog over the years. Since I left IBM I've remained in contact with several key people within Rational and have started working with them on several fronts. For example Walker Royce, Alan Brown, and myself are co-authoring a paper about scaling agile which we hope will be accepted at a prestigious academic conference in 2013. I'm also working with IBM Rational at the upcoming Agile Development Conference East
in Orlando, November 4-9. Both Mark and I will be presenting on DAD and Rational will have a booth and be throwing a party on Wednesday night which I'm looking forward to. Rational has thrown some pretty good conference parties in the past and I'm guessing that they will do so this time too. Hope to see you there.
In short, stay tuned as there's some exciting stuff coming your way soon.
Yesterday I was involved with a workshop around agile development at scale. At one point in the conversation we started talking about the relationship between cost and quality. Some of the people in the workshop were relatively new to agile and still believed the traditional theory that to build in high quality it costs more, sometimes substantially more. This does appear to be true on traditional waterfall projects, but some people were making the mistake that this was an "natural law of IT" which also must apply to agile project teams. I naturally jumped on that idea and described how agile developers have found that writing high quality code leads to lower development costs and shorter time to value, in direct contradiction to traditional theory. A few people struggled with the idea for a bit, and one was pretty adamant that in some cases the need for very high quality does in fact lead to greater cost and time. He talked about his experiences on large-scale Rational Unified Process(RUP)
projects and in particular how some URPS (usability, reliability, performance, and supportability) requirements can increase your cost. At this point Per Kroll, co-author of Agility and Discipline Made Easy: Practices from OpenUP and RUP
, jumped into the conversation and pointed out although higher quality does lead to lower cost in most cases, using Toyota's lean approach to manufacturing as an example, that the agile community didn't completely have the relationship between quality and cost completely correct. My spidey sense told me that a learning opportunity was coming my way.
Per and I had an offline discussion about this to explore what he'd been observing in practice. In most situation it appears to be the case that higher quality does in fact lead to lower costs and shorter time for delivery, something that Per and I had observed numerous times. This happens because high quality code is much easier to understand and evolve than low quality code -- the agile community has found that it is very inexpensive to write high quality code by following practices such as continuous integration
, developer regression testing [or better yet test-driven development(TDD)
], static code analysis
, following common development conventions, and agile modeling strategies
. When you "bake in" quality from the start through applying these techniques, instead of apply traditional techniques such as reviews
and end-of-lifecycle testing (which is still valid for agile projects, but should not be your primary approach to testing) which have long feedback cycles
and therefore prove costly in practice. But, as we've learned time and again, when you find yourself in more complex situations of Agility@Scale sometimes the mainstream agile strategies fall down. For example, in situations where the regulatory compliance scaling factor is applicable, particularly regulations around protecting human life (i.e. the FDA's CFR 21 Part 11), you find that some of the URPS requirements require a greater investment in quality which can increase overall development cost and time. This is particularly true when you need to start meeting 4-nines requirements (i.e. the system needs to be available 99.99% of the time) let alone 5-nines requirements or more. The cost of thorough testing and inspection can rise substantially in these sorts of situations.
In conclusion, it does seem to be true in the majority of situations, which is what the level 1 rhetoric focuses on, that higher quality leads to lower development costs. But at scale this doesn't always seem to hold true.
PS -- Sorry for the corny title, but a couple of days ago at the Rational Software Conference I had the pleasure of interviewing Jamie Hyneman and Adam Savage from the Discovery Channel's Mythbuster's show as part of the conference keynote. They're great guys, BTW, who have had a really positive impact on motivating children to be interested in science (apparently kids like to see stuff get blown up, go figure).[Read More
The Scrum community has adopted a different set of terms than the other agile methodologies. This is done on purpose to help people realize that Agile approaches are different than traditional approaches, which can help in their adoption, but it can also hinder people's understanding because some of the terminology is not only non-standard it really doesn't make much sense. Because of this I'm often asked by people that I'm coaching to convert back and forth between terms, and recently wrote a detailed article on the subject. The following summarizes the mapping:
- Daily Scrum Meeting ==> Daily Stand-up Meeting
- Product Backlog ==> Work Item List
- Scrum Master ==> Team Lead or Team Coach
- Sprint ==> Iteration or Time Box
For more details read my article Translating Scrum Terminology
which includes explanations of a wider range of Scrum terms and discussions of why some of them really are questionable. Further reading:
Just like there are 5Ps of marketing, there are also “5 Ps” of IT:
- People. People and the way they work together have a greater effect on the outcomes of a project than the processes they’re following or the products (tools and technologies) that they’re using. People issues include having visible executive sponsorship, building an environment of trust, empowering staff, focusing on leadership as well as management, recognizing that the primary gating factor when improving processes is people’s ability to absorb change, and promoting a cross-discipline strategy at both the team and individual levels.
- Principles/philosophies. We’ve found both internally within IBM as well as with many of our customers that there is a need to define a common set of principles to provide a consistent foundation to enable effective teamwork and continuous process improvement. These principles help to guide people’s decisions when their processes and practices don’t directly address the situation which they find themselves in.
- Practices/patterns. A practice is a self-contained, deployable component of a process. You might find the IBM Practices interesting.
- Products. This includes the technologies – such as databases, application servers, networks, and client platforms – and tools such as integrated development environments, testing tools, and project planning tools used to create solutions for stakeholders.
- Processes. The previous 4Ps do not exist in a vacuum, we need some sort of glue to help piece all of this together. Minimally this glue is a lifecycle although more often than not it is a full process or method.
My experience is that to be successful at software process improvement (SPI)
across your entire IT department that you must address these 5Ps. How you address each issue, and to what extent, will vary based on your situation.
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