Modified by ScottAmbler
This blog posting has been replaced by the more detailed article: Full Agile Delivery Lifecycles.
Thank you for your patience.
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This article has been replaced by an official "Disciplined Agile Manifesto".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:
At IBM Rational we define disciplined agile delivery as:
Disciplined agile delivery is an evolutionary (iterative and incremental) approach which regularly produces high quality solutions in a cost effective and timely manner via a risk and value driven life cycle. It is performed in a highly collaborative, disciplined, and self-organizing manner within an appropriate governance framework, with active stakeholder participation to ensure that the team understands and addresses the changing needs of its stakeholders to maximize business value provided. Disciplined agile delivery teams provide repeatable results by adopting just the right amount of ceremony for the situation which they face.
Let’s explore the key points in this definition:
- Full delivery life cycle. Disciplined agile delivery processes have life cycles which are serial in the large and iterative in the small. Minimally they have a release rhythm which recognizes the need for start up/inception activities, construction activities, and deployment/transition activities. Better yet, they include explicit phases as well. It is very important to note that these are not the traditional waterfall phases – requirements, analysis, design, and so on – but instead different “seasons” of a project. The point is that we need to look beyond agile software development and consider the full complexities of solution delivery. Adopting a full delivery life cycle, not just a construction life cycle, is arguably the “zeroth” agile scaling factor.
- Evolutionary. Agile strategies are both iterative and incremental in nature. Iterative means that you are working in a non-serial manner, on any given day you may do some requirements analysis, some testing, some programming, some design, some more testing, and so on. Incremental means that you add new functionality and working code to the most recent build, until such time as the stakeholder determines there is enough value to release the product.
- Regularly produces high quality solutions. Agilists are said to be quality focused. They prefer to test often and early, and the more disciplined ones even take a test-first approach where they will write a single test and the just enough production code to fulfill that test (then they iterate). Many agile developers have adopted the practice of refactoring, which is a technique where you make simple changes to your code or schema which improves its quality without changing its semantics. Adoption of these sorts of quality techniques seems to work – it appears that agile teams are more likely to deliver high quality systems than traditional teams (according to the DDJ 2008 Project Success survey). Within IBM we take it one step further and focus on consumability, which encompasses quality and other features such as ease of deployment and system performance. Furthermore, although some agile methods promote the concept of producing “potentially shippable software” on a regular basis, disciplined agile delivery teams produce solutions: a portion of which may be software, a portion of which may be hardware, and a portion of which will be the manner in which the system is used.
- Cost effective and timely manner. Agile teams prefer to implement functionality in priority order [http://www.agilemodeling.com/essays/prioritizedRequirements.htm], with the priority being defined by their stakeholders (or a representative thereof). Working in priority order enables agile teams to maximize the return on investment (ROI) because they are working on the high-value functionality as defined by their stakeholders, thereby increasing cost effectiveness. Agile teams also prefer to produce potentially shippable solutions each iteration (an iteration is a time-box, typically 2-4 weeks in length), enabling their stakeholders to determine when they wish to have a release delivered to them and thereby improving timeliness. Short iterations reduce the feedback cycle, improving the chance that agile teams will discover problems early (they “fail fast”) and thereby enable them to address the problems when they’re still reasonably inexpensive to do so. The DDJ 2008 Project Success survey found that agile teams are in fact more likely to deliver good ROI than traditional teams and more likely to deliver in a timely manner.
- Value driven life cycle. One result of building a potentially shippable solution every iteration is that agile teams produce concrete value in a consistent and visible manner throughout the life cycle.
- Risk and value driven life cycle. Core agile processes are very clear about the need to produce visible value in the form of working software on a regular basis throughout the life cycle. Disciplined agile delivery processes take it one step further and actively mitigate risk early in the life cycle – during project start up you should come to stakeholder concurrence regarding the project’s scope, thereby reducing significant business risk, and prove the architecture by building a working skeleton of your system, thereby significantly reducing technical risk. They also help with transition to agile, allowing traditional funding models to use these milestones before moving to the finer grained iteration based funding that agile allows.
- Highly collaborative. People build systems, and the primary determinant of success on a development project is the individuals and the way that they work together. Agile teams strive to work closely together and effectively as possible. This is a characteristic that applies to both engineers on the team, as well as their leadership.
- Disciplined. Agile software development requires greater discipline on the part of practitioners that what is typically required by traditional approaches.
- Self organizing. This means that the people who do the work also plan and estimate the work.
- Self-organization within an appropriate governance framework. Self-organization leads to more realistic plans and estimates which are more acceptable to the people implementing them. At the same time these self-organizing teams must work within an appropriate governance framework which reflects the needs of their overall organizational environment. An “appropriate governance framework” explicitly enables disciplined agile delivery teams to effectively leverage a common infrastructure, to follow organizational conventions, and to work towards organizational goals. The point is that project teams, regardless of the delivery paradigm they are following, need to work within the governance framework of their organization. More importantly, effective governance programs should make it desirable to do so. Our experience is that traditional, command-and-control approaches to governance where senior management explicitly tells teams what to do and how to do it don’t work very well with agile delivery teams. We’ve also found that lean development governance, an approach which is based on collaboration and enablement, is far more effective in practice. Good governance increases the chance that agile delivery teams will build systems which fit into your overall organizational environment, instead of yet another stand-alone system which increases your overall maintenance burden and data quality problems.
- Active stakeholder participation. Agile teams work closely with their stakeholders, who include end users, managers of end users, the people paying for the project, enterprise architects, support staff, operations stuff, and many more. Within IBM we distinguish between four categories of stakeholder: principles/sponsors, partners (business partners and others), end users, and insiders These stakeholders, or their representatives (product owners in Scrum, or on-site customers in Extreme Programming, or a resident stakeholder in scaling situations), are expected to provide information and make decisions in a timely manner.
- Changing needs of stakeholders. As a project progresses your stakeholders will gain a better understanding of what they want, particularly if you’re showing them working software on a regular basis, and will change their “requirements” as a result. Changes in the business environment, or changes in organization priority, will also motivate changes to the requirements. There is a clear need for agile requirements change management [http://www.agilemodeling.com/essays/changeManagement.htm] on modern IT projects.
- Repeatable results. Stakeholders are rarely interested in how you delivered a solution but instead in what you delivered. In particular, they are often interested in having a solution which meets their actual needs, in spending their money wisely, in a high-quality solution, and in something which is delivered in a timely manner. In other words, they’re interested in repeatable results, not repeatable processes.
- Right amount of ceremony for the situation. Agile approaches minimize ceremony in favor of delivering concrete value in the form of working software, but that doesn’t mean they do away with ceremony completely. Agile teams will still hold reviews, when it makes sense to do so. DDJ’s 2008 Modeling and Documentation Survey found that agile teams will still produce deliverable documentation, such as operations manuals and user manuals, and furthermore are just as likely to do so as traditional teams. The DDJ September 2009 State of the IT Union survey found that the quality of the documentation delivered by agile teams was just as good as that delivered by traditional teams, although iterative teams (e.g. RUP teams) did better than both agile and traditional.
A common goal of IT governance is to determine the productivity of various techniques, tools, and people as part of the overall effort to improve said productivity. If you can easily measure productivity you can easily identify what is working for you in given situations, or what is not working for you, and adjust accordingly. A common question that customers ask me is how do you measure productivity on agile teams. Although you could use traditional strategies such as function point (FP) counting, or another similar strategy, this can require a lot of effort in practice. Remember that we don't only want to measure productivity, we want to do so easily. Ideally it would be nice to do so using information already being generated by the team and therefore we won't add any additional bureaucratic overhead.
A common metric captured by agile teams is their velocity. Velocity is an agile measure of how much work a team can do during a given iteration. At the beginning of an iteration a team will estimate the work that they're about to do in terms of points. At the beginning of a project the team will formulate a point system, which typically takes a few iterations to stabilize, so that they can consistently estimate the work each iteration. Although the point system is arbitrary, my team might estimate that a given work item is two points worth of effort whereas your team might think that it's seven points of effort, the important thing is that it's consistent. So if there is another work item requiring similar effort, my team should estimate that it's two points and your team seven points. With a consistent point system in place, each team can accurately estimate the amount of work that they can do in the current iteration by assuming that they can achieve the same amount of work as last iteration (an XP concept called "yesterday's weather"). So, if my team delivered 27 points of functionality last iteration we would reasonably assume that we can do the same this iteration.
So, is it possible to use velocity as a measure of productivity? The answer is not directly. For example, we have two teams, A and B, each of 5 people and each working on a web site and each having two-week long iterations. Team A reports a velocity of 17 points for their current iteration and team B a velocity of 51 points. They're both comprised of 5 people, therefore team B must be three times (51/17) as productive as team A. No! You can't compare the velocity of the two teams because they're measuring in different units. Team A is reporting in their points and B in their points, so you can't compare them directly, The traditional strategy would be to ask the teams to use the same unit of points, which might be a viable strategy with two teams although likely not if you have twenty agile teams and particularly not if you have two hundred teams. Regardless of the number of teams that you have it would minimally require some coordination to normalize the units and perhaps even some training and development and support of velocity calculation guidelines. Sounds like unnecessary bureaucracy that I would prefer to avoid. Worse yet, so-called "consistent" measurements such as FPs are anything but because there's always some sort of fudge factor involved in the process which will vary by individual estimator.
An easier solution exists. Instead of comparing velocities you instead calculate the acceleration of each team. For example, consider the reported velocities of each team below. Team A's velocity is increasing over time whereas team B's velocity is trending downwards. All things being equal, you can assume that team A's productivity is increasing whereas B's is decreasing. Of course it's not wise to manage simply by the numbers, so instead of assuming what is going on I would rather go and talk with the people on the two teams. Doing so I might find out that team A has adopted quality-oriented practices such as continuous integration and static code analysis which team B has not, indicating that I might want to help team B adopt these practices and hopefully increase their productivity.
Team A: 17 18 17 18 19 20 21 22 22 ...Team B: 51 49 50 47 48 45 44 44 41 ...
There are several advantages to using acceleration as an indicator of productivity over traditional techniques such as FP counting:1. It's easy to calculate
. For example, the acceleration of team A from iteration 1 to iteration 6 is (20-17)/17 = 0.176 whereas for team B it is (45-51)/51 = -.118. Of course, you don't need to calculate the acceleration over such a long period of time, you could do it iteration by iteration, although I find that doing it over several iterations gives a more accurate value. You'll need to experiment to determine what works for you.2. It is inexpensive
. Acceleration is based on information already being collected by the team, their velocity, so there is no extra work to be done by the team. 3. It is unlikely to be gamed
. Teams aren't motivated to fake their velocity because it provides them with important information required to manage themselves effectively. 4. It is easy to automate
. For example, Rational Team Concert (RTC)
calculates velocity automatically from its work item list (an extension of Scrum's product backlog) and does trend reporting via it's web-based project reporting functionality, providing a visual representation of the team's acceleration (or deceleration as the case may be).5. It offers the opportunity for more effective governance
. This approach reflects three of the practices of Lean Development Governance
: Simple and Relevant Metrics, Continuous Project Monitoring, and Integrated Lifecycle Environment.6. You can easily adjust for changing team size
. If the size of a team varies over time, and it will, this metric falls apart the way that I've described it. To address this issue you need to normalize it by dividing by the number of people on the team to get the average acceleration per team member.7. You can easily monetize this metric
. By knowing the acceleration of the project team and knowing how much they're spending each iteration, you can estimate the amount of money you're saving through process improvement. For example, if you're spending $100,000 per iteration and your acceleration is 2%, your cost savings is $2,000 per iteration.
Of course, nothing is perfect, and there are a few potential disadvantages:1. It is an indirect measure of productivity
. Truth be told velocity really is a productivity measure, it's just that because it's measured in different units it's difficult to compare between teams. Acceleration is merely an indicator of the change in productivity.2. You actually need to measure what you're interested in
. When you step back and think about it, you're not really interested in measuring your productivity, regardless of what the metrics wonks have been telling you the past few decades. In this case what you really want to know is your change in productivity because your real goal is to improve your productivity over time, which is what acceleration actually measures.3. Management must be flexible
. For this to be acceptable senior management must be willing to think outside the "traditional metrics box". Using a non-standard, simple metric to calculate productivity? Preposterous! Directly measuring what you're truly interested in instead of calculating trends over long periods of time? Doubly preposterous!4. Your existing measurement program may be questioned
. Once management learns how easy it can be to obtain metrics which enables them to truly govern software development projects they may begin to question the investment that they've made in the past in overly complex and expensive metrics schemes. This can be dangerous for the metrics professionals in your organization, particularly if your metrics group doesn't have valid measurements around the value of their own work. Ummmmm....5. The terminology sounds scientific
. Terms such as velocity and acceleration can motivate some of us to start believing that we understand the "laws of IT physics", something which I doubt very highly that as an industry we understand. All it would take is for someone to start throwing around terms like "standard theory" and "unified model" and we'd really be in trouble. Wait a minute..... ;-)
In summary, measuring the acceleration of development teams is an easy to collect, straightforward measure of team productivity. I hope that I've given you some food for thought, and would be eager to hear about your experiences applying this metric in practice.
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.
There seems to be a lot of misunderstanding around the topic of "Agile RUP", so I thought I'd put in my $0.02 on the subject. I suspect that some of the misunderstanding stems from lack of knowledge about RUP, either because the person either hasn't looked at RUP and is simply parroting the misinformation they heard from other people or because they've seen or been involved with questionable implmentations of RUP in the past. For the first problem I suggest reading "Agility and Discipline Made Easy" by Per Kroll and Bruce MacIsaac because it gives a pretty good overview of applying RUP in an Agile manner.
The second problem is a bit more challenging to overcome because of the very nature of RUP. RUP isn't a software process, it's actually a software process framework from which you instantiate software processes. Big difference. You select, and tailor where appropriate, the process elements appropriate to your situation. Unfortunately many organizations appear to have struggled with this concept. A common anti-pattern which are organizations that look at the RUP and say "there's a lot of really good stuff here" (absolutely true) and then conclude "we need to do it all" (yikes). That's the equivalent of going to a buffet and trying to eat all of the food in it, very clearly a bad dietary strategy. Just like you need to pick and choose only the food that you should eat, hopefully being mature enough to choose food that is good for you, you need to pick the appropriate process elements which are good for you. This requires significant experience and process knowledge to do effectively because software development is a complex endeavor and the best approach for one situation may be completely different for another situation. A second anti-pattern is when organizations assign their existing process engineers, who are often used to document-heavy serial processes, and ask them to tailor the RUP. It isn't surprising that they often produce a document-heavy and serial version of the RUP (at that point I would argue that it's no longer RUP).
The point is that these problems are self-inflicted, that these organizations could just as easily have chosen to instantiate the RUP in a light and effective manner, and better yet in a truly agile manner. In practice the RUP can be as agile as you want it to be, but you need to choose to work this way.
Some important observations:1. RUP socialized many of the concepts that Agile was built on. Although the concept of iterative development was around long before RUP, for many organizations RUP made the concept palatable through its mature approach (particularly when compared to some of the RAD/Spiral strategies at the time). In many organizations RUP also socialized testing throughout the entire lifecycle, delivery of working software each iteration, and collaborating closely with stakeholders throughout the project (to name but a few). These ideas seem straightfoward today, and they've been taken to even greater extremes in some cases , but back in the mid-90s this was pretty heady stuff for the vast majority of practitioners within the IT community. 2. RUP has adopted many of the "new" agile techniques. RUP is a process framework containing a wealth of IT practices, including both agile and traditional practices (and a lot in between). RUP continues to evolve, capturing industry best practices from many sources. So naturally RUP has adopted many agile concepts such as test-driven development (TDD), continuous integration, embracing change, and others. Check it out and see for yourself.3. RUP is as agile, or non-agile, as you want to make it. I've said it before and I'll say it again -- the RUP is a process framework from which you instantiate processes. You've got complete control over how agile the RUP is.4. RUP contains many of critical techniques for scaling agile. In a previous blog posting I overviewed the issues around scaling, not only is team size an issue but so is geographical distribution, regulatory compliance, application complexity, legacy systems/policies, governance, and organizational distribution.
I'm sure some people are reading this and thinking to themselves "of course this is what Scott is going to say, that's his job." Well, think what you want, but I was writing about how to take an agile approach several years before joining IBM. In fact, I believe that I'm the first to do so, writing about it in print in my Software Development column back in 2001 and more importantly in my book Agile Modeling: Effective Practices for XP and UP in 2002. And, if you go poking around the web a bit, you'll see a lot other have written about this too, including Craig Larman, Ivar Jacobson, Bob Martin, Gary Evans, Doug Rosenberg and many more.
I'd like to leave you with a sound bite: "The RUP done right is Agile. The RUP done wrong is just plain wrong."[Read More
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:
I'm happy to announce that I've accepted the role of Managing Director of the Scrum Alliance
(SA), a part-time position in addition to my duties here at IBM. On the surface this must appear to be a radical and unpredictable departure for me, considering my history of being critical when it comes to some of the past activities of the Scrum Alliance. To be fair, I've actually been critical of the Certified Scrum Master (CSM) scheme
, and rightfully so. But I have also actively embraced the good ideas contained in Scrum and have incorporated them, with attribution, in my writings about Disciplined Agile Delivery (DAD)
and other agile topics. I believe that I've made this very apparent in this blog and in other sources such as the Agile Modeling
site. So, it really isn't such a radical departure for me afterall, although still arguably one that was difficult to predict. In fact, one of the reasons why the Scrum Alliance approached me to be Managing Director is the fact that I have been critical of many of the Scrum community's behaviors.
So, over the next few months you're going to see what I believe to be some welcome changes at the Scrum Alliance. Our first step at serving you better will be to apply agile strategies and principles in the way that we work. Importantly, we'll be taking a three pronged strategy based on respect, clarity, and integrity. We have dubbed this strategy "Scrum Alliance 2.0".
To be more respectful of existing and potential SA members, we will begin executing the following activities:
- Adopt respectful language on the site. We've begun a review of the SA web site to identify potentially disrespectful language. For example, on the About page we indicate that Scrum trainers pay for your first two years of SA membership fees. Who do we think we're kidding? Those fees are clearly coming out of the money that you paid to take the training and we shouldn't hide this fact. I believe that our improved clarity strategy, see below, will go a long way to increasing our respectfulness towards others.
- Tone down the rhetoric. There's been a lot of rhetoric espoused over the years regarding Scrum, which is true of many other issues within the IT industry and not just Scrum. From now on any rhetoric that we do promote we're going to actually live by. For example, not only are we going to claim that Scrum increases visibility (which it can in fact do) we're going to be an examplar of that by being open ourselves. More on this below.
- Deprecate the chicken and pig analogy. Calling people chickens and pigs may be fun at first, and to be fair the analogy helps to cut through some of the politics surrounding many project teams, but the terminology is in fact disrespectful. We can and should do better.
Clarity through openness and honesty
We are also starting to execute on four activities for improving the clarity of how we operate:
- Be crystal clear about what "not-for-profit" actually means. This is a wonderfully deceptive term from the US tax system which can make organizations appear far more virtuous than they actually are, which is particularly easy in situations where the audience doesn't have a sophisticated knowledge of finance. Not that I'm implying anything. Although we have taken some steps to explain the implications of what being a "not-for-profit" organization means, we could do a lot more by being less self-serving. Yes, the SA isn't a for-profit organization. The implication of this being that we need to spend the money we rake in, but it doesn't imply that as individuals we can't make a lot of money via our SA work. I'm not taking on the position of Managing Director for free after all, and I'm sure that previous MDs have found the position lucrative.
- Publish our salaries. To live the high standards which we espouse through our rhetoric, we're going to be very clear about the way that we operate. This includes publishing the salaries of the employees of the SA and the revenue derived from Scrum training of all of our certified trainers. Part of being respectful to our membership is to be clear about how we spend their hard-earned money.
- Publish how we spend the rest of the money. After we pay ourselves, how much do we really spend on supporting user groups, education, and research as we claim? Don't you think you deserve to know? I certainly do, which is why we're going to ensure our finances are no longer opaque. With tens of thousands of members and/or "certified masters" running around out there, it's pretty clear that we making a lot of money. To guarantee that money is being spent appropriately we're going to share with our membership where it's coming from and going to.
- Publish our meeting minutes. This will be both in written form, e.g. traditional meeting minutes, as well as recorded form (ideally video but at least audio). The only way that our membership can be assured that we're working in an ethical and integral manner is through complete visibility into our operations.
The fundamental idea here is that the Scrum Alliance should have nothing to hide from our membership. We've preached open and honest communication for years, now we're going to start actually living by those words. Yes, it may be a bit painful to work to this level of clarity, but we feel that you deserve this.
Integrity through actions, not words
Finally, we're taking three actions to increase the overall integrity of the Scrum community:
- Increase investment in research. Although we've big claims about support Scrum research over the years, very little has actually come of this due to lack of funding (see discussion of salaries above) which can be seen in the serious lack of research results posted at the SA site. Of the six publications at the site tagged as research results, three were performed by Carnigie Mellon University, the home of the Software Engineering Institute, producers of the CMMI. Although I personally respect the work surrounding the CMMI, not that I agree with all of it, I'm concerned about relying on CMU for half of our Scrum research results. We can and should do a lot better, and the first step is to divert some funds away from our own pockets into research. Having actual empirical results, as opposed to espousing rhetoric about empiricism, will go a long way towards more respectful behavior via actual fact-based discussions. Until then, you may find my IT Survey Results page to be a valuable resource.
- Deprecate the Certified ScrumMaster (CSM) certification. Although I would prefer to end this embarrassment immediately, we need to be respectful of the fact that CSM courses have been scheduled several months in advance and some people have already paid for seats in them. So, as of June 30th 2011 the CSM certification will be deprecated. This should give our Certified Scrum Trainers time to rework their business models and focus on more respectable activities.
- Existing CSMs must clarify the certification. People who have previously "earned" the CSM designation will be grandfathered in until December 21st, 2012 in accordance with the Mayan Calendar. However, until that time all CSMs who choose to indicate their designation publicly (many CSMs choose not to) in email signatures, business cards and so on must now use the following wording - "Certified ScrumMaster (earned by staying awake during a two/three day training course)". This wording reflects our new desire for clear and open communication as well as for being respectful. Far too many people are fooled by the terms "certified" and "master" and we're going to do our best to reduce this problem through greater clarity.
As I hope you have guessed by now this blog is an April Fool's joke
. I have no intention of becoming the Managing Director of the Scrum Alliance and my condolences go out to anyone who would take on this position. This blog posting does however reflect what I would do to bring greater clarity, integrity, and respect to the Scrum community. The Scrum Alliance can and should choose to do a lot better. I hope it has been food for thought.
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.
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
The basic idea behind DevOps
is that your development strategy and operations strategy should reflect one another, that you should strive to optimize the whole IT process. This implies that development teams should work closely with your operations staff to deliver new releases smoothly into production and that your operations staff should work closely with development teams to streamline critical production issues.
DevOps has its source in agile software development, and it is an explicit aspect of the Disciplined Agile Delivery (DAD)
process framework. As a result there is a collection of agile development strategies which enable effective DevOps throughout the agile delivery lifecycle. These strategies include:
- Initial requirements envisioning. Disciplined agile teams invest time at the beginning of the project to identify the high-level scope in a light-weight, collaborative manner. This includes common operations requirements such as the need to backup and restore data sources, to instrument the solution so that it can be monitored in real time by operations staff, or to architect the solution in a modular manner to enable easier deployment.
- Initial architecture envisioning. Disciplined agile teams will also identify a viable architectural strategy which reflects the requirements of their stakeholders and your organization’s overall architectural strategy (hence the need to work closely with your enterprise architects and operations staff). One goal is to ensure that the team is building (or buying) a solution which will work well with the existing operational infrastructure and to begin negotiating any infrastructural changes (such as deploying new technologies) early in the project. Another goal is to ensure that operations-oriented requirements are addressed by the architecture from the very start.
- Initial release planning. As part of release planning the disciplined agile team works closely with their operations group to identify potential release windows to aim for, any release blackout periods to avoid, and the need for operations-oriented milestone reviews later in the lifecycle (if appropriate).
- Active stakeholder participation. Disciplined agile teams work closely with their stakeholders, including both operations and support staff, all the way through the lifecycle to ensure that their evolving needs are understood.
- Continuous integration (CI). This is a common technical agile practice where the solution is built/compiled, regression tested, and maybe even run through code analysis tools. CI promotes greater quality which in turn enables easier releases into production.
- Parallel independent testing. For enterprise-class development or at scale, particularly when the domain or technology is very complex or in regulatory environments, disciplined agile team will find they need to support their whole team testing efforts with an independent test team running in parallel to the development team. These testing issues often include validation of non-functional requirements – such as security, performance, and availability concerns – and around production system integration. All of these issues are of clear importance for operations departments.
- Continuous deployment. With this practice you automate the promotion of your working solution between environments. By automating as much of the deployment effort as possible, and by running it often, the development team increases the chance of a successful deployment and thereby reduces the risk to the operations environment. Note that deployment into production is generally not automatic, as this is an important decision to be made by your operations/release manager(s).
- Continuous documentation. With this practice supporting documentation, including operations and support documentation, is evolved throughout the lifecycle in concert with the development of new functionality.
- Production release planning. This is the subset of your release planning efforts which focuses on the activities required to deploy into production.
- Production readiness reviews. There should be at least one review, performed by the person(s) responsible for your operations environment, before the solution is deployed into production. The more critical the system, the more product readiness reviews may be required.
- End-of-lifecycle testing. Minimally you will need to run your full automated regression test suite against your baselined code once construction ends. There may also be manual acceptance reviews or testing to be performed, and any appropriate fixing and retesting required to ensure that the solution is truly ready for production.
There’s more to it though than simply adopting some good practices. Your process must also embrace several supporting philosophies. The Disciplined Agile Delivery (DAD)
process framework not only adopts the practices listed above, and more, but it also promotes several philosophies which enable DevOps:
- Delivery teams should be enterprise aware, that they should work with people such as operations staff and enterprise architects to understand and work towards a common operational infrastructure for your organization.
- Operations and support people should be recognized as key stakeholders of the solution being worked on.
- The delivery team should focus on solutions over software. Software is clearly important, but we will often provide new or upgraded hardware, supporting documentation (including operations and support procedures), change the business/operational processes that stakeholders follow, and even help change the organizational structure in which our stakeholders work.
- Your process should include an explicit governance strategy. Effective governance strategies motivate and enable development teams to leverage and enhance the existing infrastructure, follow existing organizational conventions, and work closely with enterprise teams – all of which help to streamline operations and support of the delivered solutions.
For more detail about this topic, I think that you will find the article I wrote for the December 2011 issue of Cutter IT Journal entitled “Disciplined Agile Delivery and Collaborative DevOps
” to be of value.
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.
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.
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.
I have a young daughter and she's at the age where she wants to dress herself. The problem is that if we pick a single outfit and try to get her to wear it she refuses (I've lost count of the times I've heard "I don't want that"). At the other extreme if we let her pick her own outfit from the closet she'll be there for hours trying everything on. As experienced parents advise what we need to do is present her with two or three choices and ask her to pick what she wants.
So how does this relate to software development? Once again, let's look at extremes. First, consider Scrum's approach of prescribing a single way of doing things. For example, Scrum prescribes that you hold a daily meeting, called a Scrum, where everyone stands up and answers the same 3 questions. Scrum also prescribes a single change management strategy where you have a stack of requirements prioritized by business value. Scrum prescribes three roles - ScrumMaster, Product Owner, and Team Member - as well as other things. Don't get me wrong, these strategies are all great in certain circumstances but not for all. Prescribing one way of doing things is an extreme, so perhaps we shouldn't be surprised when people refuse to do it that way or struggle to make it work given the situation that they face.
At the other extreme consider RUP's approach where it presents repository of techniques from which to select the ones appropriate for you. The problem is that now we have an overwhelming way of doing things from which to choose, all of them good options in certain situations. So why are we surprised when teams struggle to identify a coherent tailoring of RUP?
Now let's consider the middle ground. The Disciplined Agile Delivery (DAD) process decision framework takes a goals-driven approach. So, instead of saying "hold a daily stand up meeting and answer these three questions" it says to regularly coordinate within the team and there are several ways of doing so (hold a Scrum meeting, hold a Kanban-style meeting, and so on). Yes, DAD does provide a large number of techniques to choose from (as does the agile community in general) but it also provides a straightforward way to choose between them. DAD does this by describing the advantages and disadvantages of each technique and suggests when, and when not, to use each approach. When people are presented with viable options, and the trade-offs associated with each, it's much more likely that they'll choose an approach that is better suited for their situation.
Scrum's single prescribed strategy works well only when that strategy is appropriate for the situation at hand. Similarly, telling my daughter exactly what to wear works well only when she's in the mood to wear that outfit. RUP's cafeteria approach to software process works well when you have the expertise, and time, to choose what's best for you. Similarly, asking my daughter to pick out her outfit from all the choices in her closet only works well when I've got a lot of time to wait for her. In both situations a better strategy is to present options, describe the trade offs, and then let people pick what's right for them given the context of the situation that they face. This is exactly what the DAD framework promotes.
I believe the goals-based approach of Disciplined Agile Delivery (DAD) represents an important step forward in the software process realm. It's time to recognize the extremes for what they are and move to a more viable middle ground.
Modified by ScottAmbler
An imporant step in scaling your agile strategy is to adopt a Disciplined Agile Delivery (DAD)
approach instead of one which is just focused on agile construction. One aspect of adopting a DAD approach it to mature your focus from just producing software to instead providing a solution which meets the needs of its stakeholders within the appropriate economic, cultural, and technical constraints. The fundamental observation is that as IT professionals we do far more than just develop software. Yes, this is clearly important, but in addressing the needs of our stakeholders we will often:
Provide new or upgraded hardware
Change the business/operational processes which stakeholders follow
Change the organizational structure in which our stakeholders work
Update supporting documentation
And yes, develop high-quality software
Although delivery of high-quality, working software is important it is even more important that we deliver high-quality working solutions to our stakeholders. Minimally IT professionals should have the skills and desire to produce good software, but what they really need are the skills and desire to provide good solutions. We need strong technical skills, but we also need strong "soft skills" such as user interface design and process design to name just two.
The shift to a solution-oriented focus from a software-oriented focus requires your agile teams to address some of the software-oriented prejudices which crept into the Agile Manifesto
. The people who wrote the manifesto (which I fully endorse) were for the most part software developers, consultants, and in many cases both. It is little wonder that this group would allow a bias towards software development creep into the language of their manifesto.
I recently recorded an audio podcast
about Collaborative Development and Operations (DevOps) and how it relates to Disciplined Agile Delivery (DAD)
. The podcast is 17 minutes long and covers a range of topics including:
- What are the challenges typically faced by Disciplined Agile Development teams as they begin to transition their working solutions into production?
- How best could this gap between Development and Operations be closed so that they worked collaboratively rather than in silos?
- If this DevOps gap was decreased or even closed, what would the measurable value be to Agile projects and their business stakeholders?
On a related note, IBM's Collaborative Development and Operations
landing page has some great resources if you're interested in how to implement.
Modified by ScottAmbler
For several years now I've written various articles and newsletters on the topics of estimating and funding strategies for software development projects, and in particular for agile software development projects. Whenever I talk to people about agile software development, or coach them in how to succeed at it, some of the very first questions that I'll be asked, particularly by anyone in a management role, is how to fund agile software development projects. Apparently a lot of people think that you can only apply agile strategies on small, straightforward projects where it makes sense to do a time and materials (T&M) approach. In fact you can apply agile strategies in a much greater range of situations, as the various surveys
that myself and others are showing time and again. My goal with this blog posting is to summarize the various strategies for, and issues surrounding, the funding of agile software development projects.
There are three basic strategies for funding projects, although several variations
clearly exist. These strategies are:
- "Fixed price". At the beginning of the project develop, and then commit to, an initial estimate based on your up-front requirements and architecture modeling efforts. Hopefully this estimate is given as a range, studies have shown that up-front estimating techniques such as COCOMO II or function points are accurate within +/- 30% most of the time although my July 2009 State of the IT Union survey found that on average organizations are shooting for +/- 11% (their actuals come in at +/- 19% on average, but only after doing things such as dropping scope, changing the estimate, or changing the schedule). Fixed-price funding strategies are very risky in practice because they promote poor behavior on the part of development teams to overcome the risks foisted upon them as the result of this poor business decision. It is possible to do agile on a fixed budget but I really wouldn't recommend it (nor would I recommend it for traditional projects). If you're forced to take a fixed-price approach, and many teams are because the business hopes to reduce their financial risk via this approach not realizing that it actually increases their risk, then adopt strategies that reduce the risk.
- Stage gate. Estimate and then fund the project for given periods of time. For example, fund the project for a 3-month period then evaluate it's viability, providing funding for another period of time only to the extent that it makes sense. Note that stages don't have to be based on specific time periods, they could instead be based on goals such as to intiate the project, prove the architecture with working code, or to build a portion of the system. Disciplined agile methods such as Open Unified Process have built in stage-gate decision points which enable this sort of strategy. When the estimation technique is pragmatic, the best approaches are to have either the team itself provide an estimate for the next stage or to have an expert provide a good gut feel estimate (or better yet have the expert work with the team to develop the estimate). Complex approaches such as COCOMO II or SLIM are often little more than a process facade covering up the fact that software estimating is more of an art or a science, and prove to be costly and time consuming in practice.
- Time and materials (T&M). With this approach you pay as you go, requiring your management team to actually govern the project effectively. Many organizations believe a T&M strategy to be very risky, which it is when your IT governance strategy isn't very effective. An interesting variation, particularly in a situation where a service provider is doing the development, is an approach where a low rate is paid for their time which covers their basic costs, the cost of materials is paid out directly, and delivery bonuses are paid for working software. This spreads the risk between the customer/stakeholder and the service provider. The service provider has their costs covered but won't make a profit unless they consistently deliver quality software.
The point is that there are several strategies for funding agile software development projects, just like there are several strategies for funding traditional software development projects. My experience is that fixed-price funding strategies are incredibly poor practice which increases the risk of your software development projects dramatically. I recognize how hard it can be to change this desire on the part of our business stakeholders, but have also had success changing their minds. If you choose to perservere, which is a difficult decision to make, you can help your organization's decision makers to adopt more effective strategies. Like you they want to improve the effectiveness of your IT efforts.Further reading: (In recommended order)
- Something's Gotta Give: Argues for a flexibly approach to funding, schedule, and/or scope.
- Agile on a Fixed Budget: Describes in detail how to take a fixed-price approach on agile projects.
- The Dire Consequences of Fixed-Price IT Projects: Describes in detail the questionable behavior exhibited by IT teams when forced to take a fixed-price approach.
- Is Fixed-Price Software Development Unethical?: Questions the entire concept of fixed-price IT projects, overviewing some of the overwhelming evidence against this really poor practice.
- Reducing the Risk of Fixed-Price Projects: Describes viable strategies for addressing some of the problems resulting from the decision of fixed-price projects.
- Strategies for Funding Software Development Projects: Describes several variations on the strategies described above.
- Lies, Great Lies, and Software Development Project Plans: Summarizes some results from the July 2009 State of the IT Union survey which explored issues related to project funding (among many).
Modified by ScottAmbler
In 2009 I wrote a white paper entitled The Agile Scaling Model (ASM): Adapting Agile Methods for Complex Environments for IBM Rational. Apparently it's been taken down, which I think is unfortunate as it contains some interesting ideas that your organization may be able to benefit from.
The original white paper addresses several key issues:
It provides and explains a definition for disciplined agile delivery. A more up to date discussion of DAD can be found on the Disciplined Agile Delivery site.
It describes criteria to determine is a team is agile. I've explored this issue via several surveys over the years since then. See the January 2013 How Agile Are You? results.
It describes the ASM, which distinguishes between core agile development techniques, disciplined agile delivery strategies, and agility at scale. The ASM was superceded in early 2013 by the Software Development Context Framework (SDCF). Perhaps this is why the ASM paper was taken down??
It overviews the eight scaling factors which a delivery team may face, scaling factors which motivate changes in the process that you will follow and the tools that you will adopt. The SDCF provides my recent thoughts regarding scaling factors. I have also run various IT Surveys over the years exploring how well organizations fare at scaling agile.
It describes the implications of the ASM. My blog posting Scaling Agile: Start with a Disciplined Foundation covers this very well.
It argues that you should strive to be as agile as you need to be, and that will be driven by the situation that you face.