Modified by ScottAmbler
This article has been replaced by an official "Disciplined Agile Manifesto".
The text of the original article remains below.
I've recently been working with Mark Lines of UPMentors and we've had some interesting discussions around evolving the Agile Manifesto which I thought I would share here to obtain feedback. Note that this is not any sort of official position of IBM, nothing in my blog is by the way (unless explicitly stated so), nor is it some sort of devious plot to take over the agile world (although if we did have some sort of devious plot, we'd make the exact same claim). What we hope to accomplish is to put some ideas out there in the hopes of getting an interesting conversation going.
Over the past decade we’ve applied the ideas captured in the Agile Manifesto and have learned from our experiences doing so. What we’ve learned has motivated us to suggest changes to the manifesto to reflect the enterprise situations which we have applied agile and lean strategies in. We believe that the changes we’re suggesting are straightforward:
Where the original manifesto focused on software development, a term which too many people have understood to mean only software development, we suggest that it should focus on solution delivery.
Where the original focused on customers, a word that for too many people appears to imply only the end users, we suggest that it focus on the full range of stakeholders instead.
Where the original manifesto focused on development teams, we suggest that the overall IT ecosystem and its improvement be taken into consideration.
Where the original manifesto focused on the understanding of, and observations about, software development at the time there has been some very interesting work done within the lean community since then (and to be fair there was very interesting work done within that community long before the Agile Manifesto was written). We believe that the Agile Manifesto can benefit from lean principles.
Our suggested rewording of the Agile Manifesto follows, with our suggested changes in italics.
Updating the Values of the Agile Manifesto
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
Individuals and interactions over processes and tools
Working solutions over comprehensive documentation
Stakeholder collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
Updating the Principles behind the Agile Manifesto
Our highest priority is to satisfy the customer through early and continuous delivery of valuable solutions.
Welcome changing requirements, even late in the solution delivery lifecycle. Agile processes harness change for the stakeholder’s competitive advantage.
Deliver working solutions frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Stakeholders and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a delivery team is face-to-face conversation.
Quantified business value is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Leverage and evolve the assets within your organizational ecosystem, and collaborate with the people responsible for those assets to do so.
Visualize workflow to help achieve a smooth flow of delivery while keeping work in progress to a minimum.
The organizational ecosystem must evolve to reflect and enhance the efforts of agile teams, yet be sufficiently flexible to still support non-agile or hybrid teams.
We’re agile – things evolve, including manifestos. Looking forward to your feedback (add a comment).
Updates Since this Was First Published:
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.
In the early days of agile, the applications where agile development was applied were smaller in scope and relatively straightforward. Today, the picture has changed significantly and organizations want to apply agile development to a broader set of projects. Agile hence needs to adapt to deal with the many business, organization, and technical complexities today’s software development organizations are facing. This is what Agility@Scale is all about – explicitly addressing the complexities which disciplined agile delivery teams face in the real world.These agile scaling factors which we've found to be important are:
- Team size. Mainstream agile processes work very well for smaller teams of ten to fifteen people, but what if the team is much larger? What if it’s fifty people? One hundred people? One thousand people? Paper-based, face-to-face strategies start to fall apart as the team size grows.
- Geographical distribution. What happens when the team is distributed, perhaps on floors within the same building, different locations within the same city, or even in different countries? Suddenly effective collaboration becomes more challenging and disconnects are more likely to occur.
- Compliance requirement. What if regulatory issues – such as Sarbanes Oxley, ISO 9000, or FDA CFR 21 – are applicable? These issues bring requirements of their own that may be imposed from outside your organization in addition to the customer-driven product requirements.
- Enterprise discipline. Most organizations want to leverage common infrastructure platforms to lower cost, reduce time to market, and to improve consistency. To accomplish this they need effective enterprise architecture, enterprise business modeling, strategic reuse, and portfolio management disciplines. These disciplines must work in concert with, and better yet enhance, your disciplined agile delivery processes.
- Organizational complexity. Your existing organization structure and culture may reflect traditional values, increasing the complexity of adopting and scaling agile strategies within your organization. To make matters worse different subgroups within your organization may have different visions as to how they should work. Individually the strategies can be quite effective, but as a whole they simply don’t work together effectively.
- Organization distribution. Sometimes a project team includes members from different divisions, different partner companies, or from external services firms. This lack of organizational cohesion can greatly increase the risk to your project.
- Technical complexity. Some applications are more complex than others. It’s fairly straightforward to achieve high-levels of quality if you’re building a new system from scratch, but not so easy if you’re working with existing legacy systems and legacy data sources which are less than perfect. It’s straightforward to build a system using a single platform, not so easy if you’re building a system running on several platforms or built using several disparate technologies. Sometimes the nature of the problem that your team is trying to address is very complex in its own right.
Each factor has a range of complexities, and each team will have a different combination and therefore will need a process, team structure, and tooling environment tailored to meet their unique situation. Further reading:
For some reason, it seems as if everyone's grandfather at one point in time recommended to use the right tools for the job. That's practical wisdom from my point of view, one that is certainly an issue for agile development.
One of the primary messages, I hope, of the Agile Scaling Model (ASM)
is that context counts. Although the focus of the ASM is on describing a contextual framework for tailoring your process to meet the needs of the situation that you find yourself in, it's also applicable to your tooling selection. For example, the tool choices of a co-located team will be much different than that of a geographically distributed team. A co-located team will likely use a whiteboard
or paper for their agile modeling
efforts, whereas distributed team members may need to capture their diagrams using a more sophisticated tool such as Rational Requirements Composer (RRC)
so that their work can be shared electronically. Having said that, RRC would be overkill for a co-located team (unless they had regulatory compliance issues). Different teams, different situations, therefore different tooling choices.
One of the concerns that I run into from customers is that some of our legacy products don't support agile very well. Once again, it's a matter of context because many of our legacy products reflect the realities faced by more traditional teams. The challenge occurs when you try to take a legacy product which is well suited for traditional development, such as Rational ClearCase
, and try to apply it on agile projects. Although ClearCase makes sense in certain scaling situations, particularly very large teams that are geographically distributed, you'd be better advised to use something like Rational Team Concert (RTC)
for configuration management on most agile teams (note that RTC does far more than just SCM).
So, if you're taking an agile approach you should consider Rational tools such as RTC, RRC, Rational BuildForge
, Rational AppScan
, and others which support agile
development. Granted, some you would only use at scale -- for example Buildforge is a good option in really complex environments, but if you don't face that complexity then you'll likely find that RTC's build engine is sufficient. Similarly, if you're taking a traditional approach to development then you'll likely consider products such as ClearCase, Appscan, RTC, and Rational Software Architect (RSA)
instead. Different situations, different tooling choices.
What's even more confusing is that some products support a range of process paradigms. For example, RTC supports agile, lean, iterative, and traditional approaches to development. The same can be said of Appscan and several other products. Notice how I listed RTC and Appscan for both agile and traditional development above.
So, if anyone tells you that Rational tools don't support agile development don't believe them. Ask them which tools that they're talking about, and ask them if they're aware of the Rational products that do support agile development. Context counts.
When it comes to testing on agile projects it is common practice for agile teams to adopt a "whole team testing
" approach where the team itself does its own testing. To accomplish this agile teams will often embed testers in the development team. Programmers will work closely with the testers, often via non-solo development
strategies such as pair programming, to pick up their valuable testing skills. The testers will in turn pick up new skills from the programmers, and in effect both groups will move away from being just specialists (testers or programmers) to being what's called generalizing specialists
. Whole team testing can be very different from traditional approaches where programmers may do some testing, often unit testing of their own code, and then throw it over the wall to testers and quality assurance (QA) professionals for verification and validation.
The types of testing that the parallel independent test team performs may include:
Pre-production system integration testing. Does the solution work within your overall organizational ecosystem? Importantly, if this is one of several teams currently developing new solutions, does this team's solution work with what will be in production (including the work in progress of other teams) when they go to release? In mid-to-large organizations the only economical way to do this sort of testing is via an independent, centralized team.
. Although it's possible to do usability testing on the development team, the reality is that usability testing is a specialized skill that few people have (although could pick up via non-solo development). Furthermore, particularly for solutions with many potential users, you may want to invest in a usability testing
lab. This is a centralized resource, or an outsourced resource these days, which is shared across many teams.
. Security testing is also a specialized skill, albeit one well supported with sophisticated security testing tools such as the Rational Appscan
suite which can be included in your continuous integration (CI) strategy. Many organizations will centralize their security testing efforts.
Exploratory testing. The fundamental goal of exploratory testing is to discover where the solution breaks, as opposed to confirmatory testing which focuses on showing that the solution conforms to the requirements (this is the type of testing the development team typically focuses on). Exploratory testing is also a skill, a good one which everyone should strive to pick up, but exploratory testers are often few in number in many organizations. So, to leverage their skills effectively you may want to have some of them on the independent test team while they mentor others while doing so.
Non-functional testing. Non-functional requirements have a tendency to fall through the cracks on some development teams. Knowing this the independent test team will often "test to the risk" and focus on non-functional issues.
And much more. The above points are just exemplars, not an exact list. Please follow some of the links above for greater detail.
I'd like to leave you with several important thoughts:
The developers still do the majority of the testing. Just because there's an independent test team it doesn't imply that they are the ones doing all the testing. In fact, nothing could be further from the truth. They should be doing the minority of the testing effort, albeit the more difficult forms of it.
An independent test team will support multiple dev teams. For example, a test team of 5-6 people could support several development teams totalling 70 to 80 people. I typically look for a 15:1 or 20:1 ratio of developers to independent testers, hopefully even higher than that.
- You need to consider better tooling. Although the development team will still be using common agile testing tools such as the xUnit and FIT frameworks the independent test team (ITT) will need more sophisticated tooling. First, the ITT will need to be able to report defects back to the team easily. When the development team is using a Jazz-based tool such as Rational Team Concert (RTC) then this can easily be done using either RTC (the web interface may be sufficient) or another Jazz-enabled product such as Rational Quality Manager (RQM). Second, the ITT will likely need more sophisticated testing tools, such as Rational Appscan for static and dynamic security testing and Rational Performance Tester (RPT) for performance testing (just two of several software quality management tools you should consider).
Independent testing is economical. Although I listed several tools in my previous point (hey, I do work for a vendor after all) an "unfortunate" implication of my advice (unfortunate for IBM at least) is that you can reduce the number of licenses that you require and still get this critical testing done by centralizing their use.
It may be a bit more complicated in regulatory environments. In a strict regulatory environment the independent test team may need to repeat, or at least validate, the testing efforts of the development team. In regulatory environments my fundamental advice is always this -- Have practical people, including yourself, read and interpret the regulations. If you leave it to the bureaucrats you'll get a bureaucratic solution.
This is an important scaling technique. Parallel independent testing, when done in an agile manner, is an important technique which you should consider when scaling agile strategies to meet the uniques needs of the situation that you find yourself in.
My new white paper, Disciplined Agile Delivery: An Introduction
, is now available free of charge from IBM.com. The paper overviews the Disciplined Agile Delivery (DAD) process framework, a hybrid comprised of strategies from Scrum, XP, Agile Modeling, and other agile methods which is people first, learning oriented, and enterprise aware. DAD is the basis from which you can scale agile.
- Context counts - The Agile Scaling Model
- People first - People, and the way they interact with each other, are the primary determinant of success for a solution delivery project.
- Learning-oriented - The DAD process framework promotes the ideas that team members should collaborate closely and learn from each other, that the team should invest effort to learn from their experiences and evolve their approach, and that individuals should do so as well.
- Hybrid - DAD adopts and tailors strategies from Scrum, XP, Agile Modeling, UP, Kanban, and many others. It addresses many of the issues Mark Kennaley discusses in SDLC 3.0.
- IT solution focused - DAD teams produce potentially consumable solutions every construction iteration. This extends Scrum's "potentially shippable" strategy to explicitly address usability/consumability plus the fact that we're really delivering full solutions not just software.
- Goal-driven delivery life cycle - The DAD lifecycle is focused on delivery, not just construction. Furthermore it is goals-driven, the DAD process framework suggests various strategies to fulfill those goals but does not prescribe specific practices.
- Risk and value driven - The DAD lifecycle is risk and value driven. It extends Scrum's value-driven lifecycle which produces potentially shippable software each sprint/iteration so that it explicitly includes light-weight milesstones such as ensuring stakeholder consensus as to the scope of the project early in the lifecycle, proving the architecture with working code early in the lifecycle, ensuring sufficient functionality exists before transition, and ensuring production readiness before actual release of the solution.
- Enterprise aware - The DAD process framework promotes the ideas that DAD teams should work closely with their enterprise architecture groups to ensure they leverage and evolve the existing infrastructure, adopt and follow corporate guidelines, and work to the overall organizational vision. DAD teams are self organizing with appropriate governance.
Modified by ScottAmbler
One of the scaling factors called out in the Software Development Context Framework is “geographic distribution". As with the other scaling factors the level of geographic distribution is a range, with co-located teams at one extreme and far-located at the other. When your team is co-located the developers and the primary stakeholders are all situated in the same work room. If you have some team members in cubicles or in separate offices then you're slightly distributed, if you're working on different floors in the same building you're a bit more distributed, if you're working in different buildings within the same geographic area (perhaps your team is spread across different office buildings in the same city or some people work from home some days) then your team is more distributed, if people are working in different cities in the same country you're more distributed, and finally if people are working in different cities around the globe you're even more distributed (I call this far located).
As your team becomes more distributed your project risk increases for several reasons:
Communication challenges. The most effective means of communication between two people is face-to-face around a shared sketching space such as a whiteboard, and that requires you to be in the same room together. As you become more distributed you begin to rely on less effective communication strategies.
Temporal challenges. When people are in different time zones it becomes harder to find common working times, increasing the communication challenges. One potential benefit, however, is the opportunity to do "follow-the-sun" development where a team does some work during their workday, hands off the work to another team in a significantly different time zone, who picks up the work and continues with it. This strategy of course requires a high degree of sophistication and discipline on the part of everyone involved, but offers the potential to reduce overall calendar time.
Cultural challenges. As the team becomes more distributed the cultural challenges between sites typically increases. Different cultures have different work ethics, treat intellectual property differently, have different ideas about commitment, have different holidays, different approaches to things, and so on.
As you would imagine, because the project risk increases the more distributed your team is, the lower the average success rates of agile projects decrease as they become more distributed. The 2008 IT Project Success Survey found that co-located agile teams has an average success rate of 79%, that near located teams (members were in same geographic area) had a success rate of 73%, and that far-located agile teams had a success rate of 55%. The success rate decreases similarly for project teams following other paradigms.
The practices that you adopt, and the way that you tailor the agile practices which you follow, will vary based on the level of geographic distribution of your team. For example, a co-located team will likely do initial architecture envisioning on a whiteboard and keep it at a fairly high-level. A far-located team will hopefully choose to fly in key team members at the beginning of the project, at least the architecture owners on the various sub-teams, to do the architecture envisioning together. They will likely go into greater detail because they will want to identify, to the best of their ability, the interfaces of the various subsystems or components which they'll be building.
Interestingly, the Agility at Scale 2009 survey found that it was quite common for agile teams to be geographically distributed in some manner:
45% of respondents indicated that some of their agile teams were co-located
60% of respondents indicated that some of their agile teams had team members spread out through the same building
30% of respondents indicated that some of their agile teams were working from home
21% of respondents indicated that some of their agile teams had people working in different offices in the same city
47% of respondents indicated that some of their agile teams had team members that were far located
The bottom line is that some organizations, including IBM, have been very successful applying agile techniques on geographically distributed teams. In fact, agile GDD is far more common than mainstream agile discussion seem to let on.
A 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 recently did the voice over for our Rational.Everyware Agility@Scale whiteboard video
, which is a bit less than 4 minutes in length. As I narrate a whiteboard sketch evolves, sometimes using sticky-notes and index cards, to help explain what I'm talking about.
In the video, I describe:
- The history of agile
- Some of the challenges surrounding traditional development
- Some of the basics of agile, such as increased collaboration with stakeholders and on delivery of consumable solutions
- The benefits of agile, including increased quality, time to value, stakeholder satisfaction, and ROI
- Domains where agile is being applied successfully
- What IBM agility@scale is all about
- How some of the scaling factors change the way that you'll work and approach tooling
- Rational Team Concert (RTC), what it is and why you'd be interested in it
- Benefits that customers are seeing with RTC
- How you can download a fully-functional version of RTC for a team of up to 10, with no time limit, free of charge
So, it's basically a cool marketing video for a bunch of free stuff.
In November 2011 Paul Gorans, the Accelerated Solution Delivery (ASD) practice lead in IBM GBS, and I ran an agile adoption survey
. The survey explored a range of issue, including the factors that appear to be associated with the success and failure of agile project teams. Paul wrote up his thoughts in his Agile State of the Art Survey
article on ibm.com and I did the same for Dr Dobb's Journal in Agile Success Factors
. This blog posting summarizes the results of the survey.
Factors which appear to accelerate agile adoption include:
- People are assigned to a single team
- Development teams have easy access to business expertise
- Development teams are organized for agile delivery (not traditional)
- Your organization has an agile support group/community of excellence
- Your organization is explicitly addressing barriers to agility
- There is executive sponsorship for agile
- Agile teams are measured on value creation
- Your organization's IT governance strategy includes an agile path
Factors which appear to decelerate agile adoption include:
- Agile teams are measured using traditional metrics