When you are first adopting agile techniques in your organization a common strategy is to run one or more pilot projects. When organizing these projects you typically do as much as you can to make them successful, such as finding:
- Projects where the stakeholders are willing to actively work with you.
- IT people who are flexible, willing to try new things, and willing to collaborate with one another.
- IT people who are generalizing specialists, or at least willing to become so.
- Finding a project which is of medium complexity (therefore it's "real" in the sense that it's significant to your organization) but not one where it can make or break your organization (therefore it's safe to experiment with).
In North America we refer to this as "cherry picking" because you're picking the cherry/best situation that you can find.
- Being agile may not have been the primary determinant of success. You set up an environment where you have a good relationship with your stakeholders, where you have good people who want to work together, and the project is challenging but not impossible. Oh, and by the way you adopted a few agile techniques as well. Sounds to me that situation you could have adopted a few not-so-agile techniques instead and still succeed. Although my various project success surveys, see my IT surveys page for details, have shown time and again that agile project teams are more successful than traditional project teams I haven't been able to tease out (yet) whether this success is attributable to agile or just attributable to improved project initiation efforts.
- When adopting agile/lean widely across your organization, you can't cherry pick any more. For the past few years I've been working with IT organizations that are in the process of adopting agile/lean strategies across their entire organization, not just across a few pilot projects. What these organizations are finding is that they need to find ways to adopt agile where the business isn't as willing to work with IT, where some of the people aren't so flexible or collaborative, where some of the people are narrowly specialized and not as willing to expand their skills, or where the project exhibits scaling factors which motivates you to tailor your agile approach. It's harder to succeed with agile in these situations because they're not as "cherry" as what you've experienced previously. Luckily, if you've been successful previously then you now have some agile experienced people, you have successes to reference, and you've likely overcome some problems even in the cherry situations which you have learned from. So, your cherry successes will hopefully improve your ability to succeed even in "non cherry" situations.
- You need to work smarter, not harder. If the source of your success was actually from improved project initiation practices and not from agile, then recognize that and act accordingly. Realistically part of your success was from that and part was from agile, and the organizations that adopt a measured improvement approach potentially have the data to determine which practices lead to success and which didn't. Without the metrics you're effectively flying blind when it comes to deciding how to improve. There is clearly a mandate for smarter work practices within IT, within your organization as a whole for that matter.
If you want to gain more insight into some of the issues that you'll face when adopting agile across your organization, I suspect that you'll find my recent paper Scaling Agile: An Executive Guide
to be interesting. I've got a more detailed paper in the works, so stay tuned to this blog.
Modified by ScottAmbler
Recently I have been asked by several customer organizations to help them to understand how to account for the expense of agile software development. In particular, incremental delivery of solutions into production or the marketplace seem to be causing confusion with the financial people within these organizations. The details of accounting rules vary between countries, but the fundamentals are common. In order to get properly account for the costs incurred by software development teams you need to keep track of the amount of work performed and the type of work performed to develop a given solution. Time tracking doesn't have to be complex: at one customer developers spend less than five minutes a week capturing such information.
Why is Time Tracking Potentially Valuable?
There are several financial issues to be aware of:
Capitalization. For public companies capital expenses (CapEx) can potentially boost book value through the increase in assets (in this case a software-based solution) and increase in net income (due to lower operating expenses that year). On the other hand, operational expenses (OpEx) are accounted for in the year that they occur and thereby reduce net income which in turn reduces your organization's taxes for that year.
Matching. One of the goals of good accounting is to accurately reflect the net income of the enterprise and to prevent income manipulation or "smoothing". As such a key tenet is the principle of matching revenues with the appropriate expenses. For software this means that we expense the cost of the software over the lifetime of the asset against the income at that time. An implication of this is that capitalizing software development, when appropriate, before the software goes into production clearly violates the matching principle since there is no benefit of the asset until such time.
Tax Credits. In some countries you can even get tax credits for forms of software development that are research and development (R&D) in nature.
The point is that the way that a software developer's work is accounted for can have a non-trivial impact upon your organization's financial position.
What Do Agilists Think of Time Tracking?
So, I thought I'd run a simple test. Last week on LinkedIn's Agile and Lean Software Development group I ran a poll to see what people thought about time tracking. The poll provided five options (a limitation of LinkedIn Polls) to choose from:
Yes, this is a valuable activity (33% of responses)
Yes, this is a waste of time (39% of responses)
No, but we're thinking about doing so (2% of responses)
No, we've never considered this (18% of responses)
I don't understand what you're asking (5% of responses, one of which was mine so that I could test the poll)
The poll results reveal that we have a long way to go. Of the people inputting their time more of them believed it was a waste of time than understood it to be a valuable activity. When you stop and think about it, the investment of five minutes a week to track your time could potentially save or even earn your organization many hundreds of dollars. Looking at it from a dollar per minute point of view, it could be the highest value activity that a developer performs in a given week.
The discussion that ensued regarding the poll was truly interesting. Although there were several positive postings, and several neutral ones, many more were negative when it came to time tracking. Some comments that stood out for me included:
It's a colossal waste of time unless you're billing a customer by the hour.
We record time spent on new development work (as distinct from other tasks such as bug fixing in legacy code and so on) as this is capitalised as an asset and depreciated.
I think the *most* pointless example was where the managers told us what we should be putting in.
One day we will move past the "just do it" mentality and have some meaningful conversations and the reasons for what we do.
In my experience time tracking is a massive waste... of time. It's a poor substitute for management.
Why do you need to know more than the info available through Sprint Backlog, Sprint burndown and the daily standup?
Some of my teams (I am SM for three teams) are skeptical about this. They do not think that keeping track of task hours this way will be any more useful than the daily standup reports. And they do not believe that Management can resist the temptation to use task hours as a measure.
I think that there are several interesting implications from this discussion:
Agilists need to become more enterprise aware. It's clear to be really effective that agile delivery teams need a better understanding of the bigger picture, including mundane things such as tax implications of what they're doing. In Disciplined Agile Delivery (DAD) this is something that we refer to as being enterprise aware. There's far more to enterprise awareness than understanding pertinent accounting principles, for interest disciplined agile teams work towards a common technology roadmap and common business roadmap, but appreciating why time tracking is a potentially valuable activity would be a good start.
Management needs to communicate better. It's also clear that management needs to communicate more effectively regarding why they're asking people to track their time. To be fair, management themselves might not be aware of the tax implications themselves so may not be making effective use of the time data they're asking for.
Management needs to govern more effectively. Several people were clearly concerned about how management was going to use the time data (by definition they are measures) which could be a symptom of both poor communication as well as poor governance (unfortunately many developers have experiences where measures have been used against them, a failure of governance, and no longer trust their management teams to do the right thing as a result).
Time tracking should be streamlined. It was obvious from the conversation that several people worked in organizations where the time tracking effort had gotten completely out of hand. Spending 5 minutes a week is ok, and to be quite blunt should be more than sufficient, but spending fifteen minutes or more a day doing so is far too much. Over the years I've helped organizations design measurement programs and I've seen a lot of well-intention efforts become incredibly onerous and expensive for the people they were inflicted upon. I suspect it's time for a reality check in some of these organizations people were alluding to. A good heuristic is that for any measurement you should be able to indicate the real cost of collecting it, the use(s) that the information is being put to, and the value resulting from those uses. If you can't quickly and coherently do that then you need to take a hard look at why you continue to collect that metric. The lament "we might need it one day" is a symptom that you're wasting time and money.
Agile rhetoric is getting in the way. Some of the team-focused agile practices, such as burndown charts (or better yet ranged burndown charts) and stand up meetings may be preventing people from becoming enterprise aware because they believe that all of their management needs are being met by them.
You may be missing out on the benefits of time tracking. Many organizations are potentially leaving money on the table by not being aware of the implications of how to expense software development.
Disciplined agilists are enterprise aware. This is important for two reasons: First, you want to optimize your organizational whole instead of sub-optimize on project-related efforts; second, you can completely miss opportunities to add real value for your organization. In the anecdote I provided it was clear that many agile developers believe that an activity such as time tracking is a waste when that clearly doesn't have to be the case. Worse yet, although someone brought up the issues around capitalizing software development expenses early in the conversation a group of very smart and very experienced people still missed this easy opportunity to see how they could add value to their organization.
Granted, time tracking on an agile project team is nowhere near as sexy as topics such as continuous integration (CI), TDD, the definition of done, continous architecture, or many more. But you know what? Although it's a mind-numbingly mundane issue it is still an important one. 'Nuff said (I hope).
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.
A recurring discussion that I have with experienced agile developers is what it means to take a disciplined agile approach. The conversation usually starts off by some saying "but it already requires discipline to do agile", something that I fully agree with, followed by "therefore 'disciplined agile' is merely a marketing term", something which I don't agree with. The challenge with the "standard" agile discipline is that it is often focused on construction activities within a single project team, clearly important but also clearly not the full picture. There's more to an agile project than construction, and there's more to most IT departments than a single development project. In short, there are many opportunities for IT professionals to up their discipline, and thereby up their effectiveness, opportunities which we make explicit in the Disciplined Agile Delivery (DAD) framework.
Let's explore the many aspects to taking a disciplined agile approach:
You adopt "standard" agile discipline
. Aspects of agile which require discipline
include adopting practices such as test-driven development (TDD), active stakeholder participation, working collaboratively, shortening the feedback cycle
, and many more. These strategies are a great start to becoming disciplined IT professionals.
You take a goal-driven approach
. When we first started working on the DAD framework I didn't want to create yet another prescriptive framework, particularly given Rational's track record with the Rational Unified Process (RUP) framework. Rational has been pilloried for years for the prescriptive nature of RUP, which is unfortunate because there are a lot of great ideas in RUP that agile teams can benefit from, some of which we adopted in DAD and many of which are being actively reinvented with the agile community even as you read this. Furthermore, there are many prescriptive elements of the Scrum method that can get teams in trouble. For example, Scrum prescribes that you hold a daily stand up meeting, often called a Scrum meeting, where everyone should answer three questions. That's a great approach for teams new to agile, but it proves problematic in many situations due to it's prescriptive nature. Do you really need to do this once a day? I've been on teams where we held coordination meetings twice a day and others only once a week. Do you really need to stand up? I've been on geographically distrubited agile teams where many of us were sitting down during coordination calls. Do you really need to answer three questions, two of which are clearly focused on status regardless of claims otherwise? I've been on lean teams where we met around our Kanban board and focused on potential blockers. The answers to these questions depends on the context of the situation you find yourself in. The challenge, at least from the point of view of a process framework, is how do you avoid falling into the trap of being overly prescriptive. The strategy we adopted in DAD is to take a goal-driven approach. The observation is that regardless of the situation you find yourself in there are common goals your team will need to fulfill. For example, at the beginning of a project common goals include developing an initial plan, initially exploring the scope, initially identifying a technical strategy, and securing initial funding (amongst others). Throughout construction you should coordinate your activities, improve the quality of your ecosystem, and produce a potentially consumable solution on a regular basis (more on this below). So, instead of prescribing a daily stand up meeting the DAD framework instead indicates you should coordinate your activities, and gives several options for doing so (one of which is a Scrum meeting). More importantly DAD describes the advantages and disadvantages of your options so that you can make the choice that's best suited for the situation your team finds itself in (see this blog posting
for a detailed example of the types of tables included in the DAD book to help you through such process tailoring decisions). In short, our experience is that it requires discipline to take a goal driven approach
to agile delivery over the prescriptive strategies in other agile processes.
You take a context-driven approach
. There are many tailoring factors, which I describe in the Software Development Context Framework (SDCF)
, which you need to consider when making process, tooling, and team structure decisions. For example, a large team will adopt a different collection of practices and tools than a small team. A geographically distributed team will adopt a different strategy than a team that is co-located. You get the idea. Other tailoring factors include compliance, team culture, organization culture, technical complexity, domain complexity, and project type. It requires discipline to recognize the context of the situation you find yourself in and then act accordingly.
You deliver potentially consumable solutions
. One of the observations that we made early in the development of the DAD framework was that disciplined agile teams produce potentially consumable solutions, not just potentially shippable 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. For example, not only are we writing software but we may also be updating the hardware on which it runs, writing supporting documentation, evolving the business processes around the usage of the system, and even evolving the organizational structure of the people working with the system. In other words, disciplined agilists focus on solutions over software
. Furthermore, "potentially shippable" isn't sufficient: not only should it be shippable but it should also be usable and should be something people want to use. In other words it should be consumable (a concept DAD adopted from IBM's Outside In Development
). 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 "
such as user interface design and process design to name just two.
The incremental delivery of potentially consumable solutions on an incremental basis requires discipline
to do successfully. DAD teams focus on repeatable results not repeatable processes
You are enterprise aware
. Whether you like it or not, as you adopt agile you will constrained by the organizational ecosystem, and you will need to act accordingly. It takes discipline to work with enterprise professionals such as enterprise architects, data admistrators, portfolio managers, or IT governance people who may not be completely agile yet, and have the patience to help them. It takes discipline to work with your operations and support staff in a DevOps
manner throughout the lifecycle, particularly when they may not be motivated to do so. It requires discipline to accept and potentially enhance existing corporate development conventions (programming guidelines, data guidelines, UI guidelines, ...). It requires discipline to accept that your organization has an existing technology roadmap that you should be leveraging, building out, and in some cases improving as you go. In short, enterprise awareness requires a level of discipline
not typically seen on many agile teams.
You adopt a full delivery lifecycle
. Empirically it is very easy to observe that at the beginning of an agile project there are some activities that you need to perform to initiate the project. Similarly at the end of the project there are activities that you need to perform to release the solution into production or the marketplace. The DAD process framework addresses the effort required for the full delivery effort, including project initiation, construction, and deployment. Our experience is that it requires discipline on the part of IT professionals to include explicit phases
for Inception/Initation, Construction, and Transition/Deployment and more importantly to focus the appropriate amount of effort on each. One danger of explicit phases is that you run the risk of taking what's known as a Water-Scrum-Fall
approach, a term coined by Dave West the person who wrote the forward for the DAD book, where you take an overly heavy/traditional approach to inception and transition in combination with a lighter agile approach to construction. Water-Scrum-Fall occurs because many organizations haven't made a full transition to agile, often because they think it's only applicable to construction. Our experience is that you can be very agile in your approach to inception and transition, experience we've built into the DAD framework. Having said that it clearly requires discipline to keep inception activities short
and similarly it requires discipline to reduce the "transition phase" to an activity
You adopt a wider range of roles
. An interesting side effect of adopting a full delivery lifecycle is that you also need to adopt a more robust set of roles. For example, the Scrum method suggests three roles - Scrum Master, Product Owner, and Team Member - a reflection of the Scrum lifecycle's construction focus. DAD suggests three primary roles - Team Lead, Product Owner, Team Member, Architecture Owner
, and Stakeholder - as well as five secondary roles which may appear at scale.
You embrace agile governance
. Governance establishes chains of responsibility, authority and communication in support of the overall enterprise’s goals and strategy. It also establishes measurements, policies, standards and control mechanisms to enable people to carry out their roles and responsibilities effectively. You do this by balancing risk versus return on investment (ROI), setting in place effective processes and practices, defining the direction and goals for the department, and defining the roles that people play with and within the department. It requires discipline to adopt an agile approach to governance
, and that's something built right into the DAD framework.
On Nov 16 2011, Kim Werner, Agile Coach from ATSC and Liz Parnell, Solution Design Manager from Blue Cross Blue Shield of North Carolina (BCBSNC), gave a webcast
sharing their experiences regarding how BCBSNC adopted a few Agile techniques, with the help of some good coaching, and adopted some IBM Rational Jazz tools
(Rational Team Concert and Rational Requirements Composer) to reduce time to market and lower development costs. BCBCNC works in the highly-regulated healthcare industry, so faced a few interesting constraints when adopting agile.
My January 2010 DDJ Agile Update, Tragic Mistakes When Adopting Test Driven Development (TDD)
, is now online. In the article I summarize what I consider to be common, and tragic, mistakes that I'm seeing organizations make when they attempt to adopt TDD.
These mistakes include:
The article also goes into potential benefits of TDD as well as potential challenges that you're face when adopting it.
During the second week of August the Agile 2011 conference was held in Salt Lake City (SLC). As you likely know the Agile Manifesto was formulated 10 years ago in SLC so it was apropos to hold it there. There was some excitement around the 10 year anniversary of the manifesto, with a panel session with the 17 authors of it. Sadly there seemed to be little excitement around the efforts of the 10th anniversay agile workshop
in February which proposed a potential path forward for the agile community. I found the conference to be an evolutionary improvement over the conferences of the past few years, which is a very good thing because the focus since 2008 has moved beyond the "cool" new programming techniques to include the issues that enterprises face.
Starting at the Agile 2008 conference I've seen an uptick in interest in what I would consider some of the more mature topics in agile development, although I'm unfortunately still seeing significant confusion out there too, in part due to over-exuberence of people new to agile. For example, there's people still asking about basic issues about agile architecture
and agile database
techniques, although I was really happy to see more coherent discussions around scaling agile
. My own presentation about the Agile Scaling Model
was well attended and I suspect I opened a few people's eyes regarding the realities that we face (yes, there's a lot more to it than holding a "scrum of scrums", yeesh). We have a long way to go until people really start to understand scaling issues, but we're clearly on the path to getting there.
The conference show floor was interesting, with a wide range of vendors offering services and products focused on agile and lean. One thing that I noticed was many vendors had large monitors showing off their ability to support lean task boards, which for the most part they all looked the same. At the IBM booth we were showing off some of the Jazz tools
, in particular Rational Team Concert (RTC)
. For a long time now we've been giving away fully functional, with no time limit, licenses of RTC for teams of up to 10 people. Something worth checking out.
The Agile 201x conferences hosted by the Agile Alliance are always a good investment of your time and money, and Agile 2011 was no exception. See you at Agile 2012 in the great state of Texas!
When you’re inside, safe in the warmth of your home watching snow fall on your driveway outside, all snowflakes look the same. But, when you look at a snowflake up close, particularly when you do so under a microscope, you quickly discover that all snowflakes are in fact unique.
It’s the same with IT projects.
When you look at them from afar, particularly
from a very high level, they all look the same.
However, when you look at them up close, you quickly discover that they too
The agile scaling factors
, which are really just general scaling factors applicable to all types of IT
project regardless of paradigm, help to make this very clear.
For example, when it comes to team size some teams
are small, less than ten people perhaps, some are medium sized, and some are very
large (with hundreds of people).
comes to distribution some teams are co-located in the same room, some teams
have team members in different cubicles in the same building, some have people
working in different buildings, and some even have people working in different
Many agile teams work in
regulatory environments, in fact the July 2009 DDJ State of the IT Union survey reports that one third of agile teams must
comply to industry regulations, although clearly many agile teams do not have
this as a concern. That’s only three
scaling factors. The point is that a
small, co-located team working in a non-regulatory environment will work much
differently than a fifty-person team working in three different locations,
which in turn works differently than a two hundred person team in the same
building working in a regulatory situation.
Different teams, facing different scaling issues will work in different
ways – unique snowflakes from a process point of view.
The SEMAT vision
has recently been posted online. SEMAT is short for Software Engineering and Method and Theory (SEMAT) and I am one of several signatories and a provider of input into the effort.
There are several reasons why I'm involved with SEMAT:
- The industry clearly needs something like this. Ivar Jacobson has been writing and speaking for awhile now about how our industry behaves in a similar manner to the fashion industry
-- we lurch from one cool idea (the fashion) to another and few of us
observe that the current fashion is often just a rehash of fashion(s) from the
- The right people are involved. The SEMAT initiative has
attracted a wide range of industry experts, including both the old
guard, the new "agile guard", and people in between. Arguably we may
be short a few people, the data community isn't well represented and
I'm not sure we have the systems community covered well, but we can
address those challenges in time.
We'll achieve something. We may not pull of the entire vision, but we
are going to produce something of value and I hope that it has a
positive impact on the industry. Time will tell.
I have several thoughts about the SEMAT vision
which I'd like to share with you:
- The vision is coherent. A lot of reasoned effort went into it's development as you can see when you read it.
- It will be a challenge to identify a non-trivial kernel. Even developing a kernel language will be hard as people will often stick to their preferred terms. For example, is it an iteration, a sprint, or a time box?
- Practitioners may not notice. It will also be a significant challenge to get practitioners interested in the SEMAT effort and more importantly to leverage the material. For example, the patterns community has a long history of producing great work which for the most part is ignored by the vast majority of practitioners, with the exception of a handful of the hundreds of patterns out there. So, although SEMAT is likely to produce some great ideas, will anyone care?
- Academics may not notice. I suspect that this will be less of a problem than practitioners not noticing, but it's still a possibility.
- Position papers from many of the signatories, including myself, will soon be published at the SEMAT site. Several non-signatories have been invited to submit papers as well.
- A workshop is being held in the third week of March in Zurich. At this workshop the people who published position papers will flesh out our ideas.
- I'll blog about these things as they occur.
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.
On Tuesday, Dec 1, 2009 Philippe Kruchten
, Bruce MacIsaac
, and myself participated on two virtual panels about the future of the Unified Process (we did two to support callers from around the globe) for the Global Rational User's Group (GRUG)
. During the panel sessions we discussed a bit of the history of the Unified Process, some of the misconceptions people have with it, some of the common mistakes people made implementing it (instantiating it to be documentation heavy and/or serial) due to those misconceptions, how it can be very agile if you choose to instantiate it that way, the OpenUP
, the AUP
, how UP relates to the IBM Practices
, and other topics.
The links to the recordings are:
Hope you find it interesting. As I've written in the past, the RUP can be as agile as you want to make it. Furthermore, there are a lot of really good ideas in the RUP that the agile community can and should choose to mine, although sadly I see far too many teams doing things the hard way and reinventing the process wheel on their own. I hope they're enjoying themselves, because it clearly isn't a very efficient way for them to go about process improvement.
Modified by ScottAmbler
When I talk to people about scaling agile techniques, or about agile software development in general, I often put describe strategies in terms of various risks. I find that this is an effective way for people to understand the trade-offs that they're making when they choose one strategy over another. The challenge with this approach is that you need to understand these risks that you're taking on, and the risks that you're mitigating, with the techniques that you adopt. Therein lies the rub, because the purveyors of the various process religions ( oops I mean methodologies) rarely seem to coherently the discuss the risks which people take on (and there's always risk) when following their dogma (oops, I mean sage advice).
For example, consider the risks associated with the various strategies for initially specifying requirements or design. At the one extreme we have the traditional strategy of writing initial detailed speculations, more on this term in a minute, and at the other extreme we have the strategy of just banging out code. In between are Agile Modeling (AM) strategies such as requirements envisioning and architecture envisioning (to name a few AM strategies). Traditionalists will often lean towards the former approach, particularly when several agile scaling factors apply, whereas disciplined agile developers will lean towards initial envisioning. There are risks with both approaches.
Let's consider the risks involved with writing detailed speculations (there's that term again):
You're speculating, not specifying. There is clearly some value with doing some up-front requirements or architecture modeling, although the data regarding the value of modeling is fairly slim (there is a lot of dogma about it though), but that value quickly drops off in practice. However, the more you write the greater the chance that you're speculating what people want (when it comes to requirements) or how you're going to build it (when it comes to architecture/design). Traditionalists will often underestimate the risks that they're taking on when they write big requirements up front (BRUF) , or create big models up front (BMUF) in general, but in the case of BRUF the average is that a large percentage of the functionality produced is never used in practice -- this is because the detailed requirements "specifications" contained many speculations as to what people wanted, many of which proved to be poor guesses in practice.
You're effectively committing to decisions earlier than you should. A side effect of writing detailed speculations is that by putting in the work to document, validate, and then update the detailed speculations the decisions contained in the speculations become firmer and firmer. You're more likely to be willing to change the content of a two-page, high-level overview of your system requirements than you are to change the content of a 200-page requirements speculation that has been laboriously reviewed and accepted by your stakeholders. In effect the decision of what should be built gets "carved in stone" early in the process. One of the principles of lean software development is to defer decisions as late as possible, only making them when you need to, thereby maximizing your flexibility. In this case by making requirements decisions early in the process through writing detailed speculations, you reduce your ability to deliver functionality which meets the actual needs of your stakeholders, thereby increasing project risk.
You're increasing communication risk. We've known for decades that of all the means of communication that we have available to us, that sharing documentation with other people is the riskiest and least effective strategy available to us for communicating information (face-to-face communication around a shared sketching environment is the most effective). At scale, particularly when the team is large or the team geographically distributed, you will need to invest a little more time producing specifications then when the team is co-located, to reduce the inherent risks associated with those scaling factors, but that doesn't give you license to write huge tomes. Agile documentation strategies still apply at scale. Also, if you use more sophisticated tooling you'll find it easier to promote collaboration on agile teams at scale.
You're traveling heavy. Extreme Programming (XP) popularized the concept of traveling light. The basic idea is that any artifact that you create must be maintained throughout the rest of the project (why create a document if you have no intention of keeping it up to date). The implication is that the more artifacts you create the slower you work due to the increased maintenance burden.
There are also risks involved with initial envisioning:
You still need to get the details. Just because you're not documenting the details up front doesn't imply that you don't need to understand them at some point. Agile Modeling includes several strategies for exploring details throughout the agile system development life cycle (SDLC), including iteration modeling performed at the beginning of each iteration as part of your overall iteration planning activities, just in time (JIT) model storming throughout the iteration, and test-driven development (TDD) for detailed JIT executable specification.
You need access to stakeholders. One of the fundamental assumptions of agile approaches is that you'll have active stakeholder participation throughout a project. You need to be able to get information from your stakeholders in a timely manner for the previously listed AM techniques to work effectively. My experience is that this is fairly straightforward to achieve if you educate the business as to the importance of doing so and you stand up and fight for it when you need to. Unfortunately many people don't insist on access to stakeholders and put their projects at risk as a result.
You may still need some documented speculations. As noted previously you may in fact need to invest in some specifications, particularly at scale, although it's important to recognize the associated risks in doing so. For example, in regulatory compliance situations you will find that you need to invest more in documented speculations simply to ensure that you fulfill your regulatory obligations (my advice, as always, is to read the regulations and then address them in a practical manner).
The ways that you approach exploring requirements, and formulating architecture/design, are important success criteria regardless of your process religion/methodology. No strategy is risk free, and every strategy makes sense within given criteria. As an IT professional you need to understand the risks involved with the various techniques so that you can make the trade-offs best suited for your situation. One process size does not fit all.
My final advice is to take a look at the Disciplined Agile Delivery (DAD) framework as it provides a robust strategy for addressing the realities of agile software development in enterprise settings.
There is a distinct rhythm, or cadence, at different levels of the agile process. We call this the agile 3C rhythm, for coordinate, collaborate, and conclude (which is sometimes called stabilize). The agile 3C rhythm occurs at three levels in Disciplined Agile Delivery (DAD):
- Day. A typical day begins with a short coordination meeting, called a Scrum meeting in the Scrum method. After the daily coordination meeting the team collaborates throughout most of the day to perform their work. The day concludes with a working build, hopefully you had several working builds throughout the day, which depending on your situation may require a bit of stabilization work to achieve.
- Iteration. DAD construction iterations begin with an iteration planning session (coordinate) where the team identifies a detailed task list of what needs to be done that iteration. Note that iteration modeling is often part of this effort. Throughout the iteration they collaborate to perform the implementation work. They conclude the iteration by producing a potentially consumable solution, a demo of that solution to key stakeholders, and a retrospective to identify potential improvements in the way that they work.
- Release. The DAD lifecycle calls out three explicit phases - Inception, Construction, and Transition – which map directly to coordinate, collaborate, and conclude respectfully.
The agile 3C rhythm is similar conceptually to Deming’s Plan, Do, Check, Act (PDCA) cycle:
- Coordinate maps to plan
- Collaborate maps to do
- Conclude maps to check and act
Just like there are 5Ps of marketing, there are also “5 Ps” of IT:
- People. People and the way they work together have a greater effect on the outcomes of a project than the processes they’re following or the products (tools and technologies) that they’re using. People issues include having visible executive sponsorship, building an environment of trust, empowering staff, focusing on leadership as well as management, recognizing that the primary gating factor when improving processes is people’s ability to absorb change, and promoting a cross-discipline strategy at both the team and individual levels.
- Principles/philosophies. We’ve found both internally within IBM as well as with many of our customers that there is a need to define a common set of principles to provide a consistent foundation to enable effective teamwork and continuous process improvement. These principles help to guide people’s decisions when their processes and practices don’t directly address the situation which they find themselves in.
- Practices/patterns. A practice is a self-contained, deployable component of a process. You might find the IBM Practices interesting.
- Products. This includes the technologies – such as databases, application servers, networks, and client platforms – and tools such as integrated development environments, testing tools, and project planning tools used to create solutions for stakeholders.
- Processes. The previous 4Ps do not exist in a vacuum, we need some sort of glue to help piece all of this together. Minimally this glue is a lifecycle although more often than not it is a full process or method.
My experience is that to be successful at software process improvement (SPI)
across your entire IT department that you must address these 5Ps. How you address each issue, and to what extent, will vary based on your situation.
- Does the team regularly produce value for their stakeholders?
- Does the team validate its own work to the best of its ability?
- Are stakeholders actively involved?
- Is the team self organizing?
- Does the team strive to improve their process?
Some interesting results include:
94% of teams which are claiming to be agile are providing value to stakeholders on a regular basis.
87% of teams which are claiming to be agile are validating their own work.
95% of teams which are claiming to be agile are working closely with stakeholders.
56% of teams which are claiming to be agile are self organizing.
88% of teams which are claiming to be agile are improving the process that they follow throughout the lifecycle.
Teams which are claiming to be agile often aren't. 53% of "agile teams" meet the five criteria, although 72% meet all but the self-organization criteria.
Teams which are moving towards agile but aren't there yet are reasonably close. 39% of those teams meet all five criteria and 63% meet all but self-organization.
I believe that there are several important implications:
- Whenever someone claims to be on an agile team you may want to explore that claim a bit deeper.
The low level of self organization may be an indicator of cultural challenges with organizations in that their project managers aren't giving up sufficient control. The Agility at Scale survey
in November 2009 found that 59% of respondents who indicated that their organization hadn't adopted agile techniques yet that a rigid culture was hampering their efforts. The IT Governance and Project Management
survey in July 2009 discovered that "questionable behaviors", many of which were ethically questionable (I'm being polite), were far too common within IT project management.
Although "agile teams" may not be as agile as they claim, they're still doing better than traditional V-model teams, as revealed (again) by the 2010 IT Project Success
If there was some sort of consensus within the agile community as to the criteria for determining whether a team is agile, I highly suspect that the agileness ratings would increase over time. What gets measured often improves.
However, how agile you are isn't anywhere near as important as getting better at what you're doing. So perhaps I'm barking up the wrong tree on this issue. ;-)
Modified by ScottAmbler
I just wanted to round out my discussion about agile approaches to geographically distributed development (GDD) with a few important words of advice:1. Get some experience. Worry less about enterprise adoption and instead get started with a small project, or better yet a series of increasingly more complex projects. There will be learning experiences as you build a relationship with the offshore service provider. This advice is applicable whether you’re working with your own offshore division or with an independent service provider.2. Have a long-term staffing strategy. It may be great in the short term to have work done in a lower cost country, but how are you going to transfer the necessary skills to the maintenance and support team. Outsourcing that work is also an option, but it can be a risky one as you would need to build up expertise in “your” systems if you ever decide to insource that work again.3. Be concerned about intellectual property (IP). The rules are different around the world, and you may inadvertently be financing the creation of a new international competitor if you don’t have a clear division of ownership. And yes, this may mean that some components of your systems are still built internally by your own organization.4. Show off locally before you go global. GDD makes things harder to manage, so if you’re struggling to manage local teams you’re really going to struggle managing teams at a distance. Make sure you have local success first and are good at agile development in general. Furthermore, if your agile GDD projects run into trouble, don’t end your local agile adoption just because of difficulties with distributed projects.5. Let your offshore partners lead. The offshore partner likely has more experience than you at successful distributed development, and this is particularly true when you’re dealing with an established service provider.6. Do some reading. There’s a great IBM Redbook entitled “Global Development and Delivery in Practice: Experiences of the IBM Rational India Lab” which can be downloaded free of charge from http://www.redbooks.ibm.com/abstracts/sg247424.html7. Do some viewing. We recorded a Rational Chat a few months ago entitled "Being Agile in a Global Development Environment" which is posted at https://www14.software.ibm.com/webapp/iwm/web/reg/acceptSignup.do?lang=en_US&source=dw-c-wcsdpr&S_PKG=120607&S_TACT=105AGX23&S_CMP=TALKS&cp=UTF-8 . I also gave a keynote on Agile approaches to GDD at Software Development Practices 2007 held in Boston in the Autumn of 2007. The video can be downloaded free of charge from http://www.life20.net/video/scottambler.mov .[Read More
Modified by ScottAmbler
In my previous blog posting, http://www.ibm.com/developerworks/blogs/page/ambler?entry=strategies_for_distributed_agile_teams , I overviewed several strategies for improving your effectiveness at geographically distributed development (GDD). Those strategies were fairly generic and directly applicable to both traditional and agile development teams. In this posting I focus on strategies which are more agile in nature, although they could also be applied to more traditional approaches as well. These strategies are:
1. Get the whole team together at the beginning of the project. Your goals are to build rapport amongst the team, to get to know the people that you’re working with to facilitate communication later on, and to better understand the situation on the ground. The implication is that you will need to fly some people around, increasing your initial expenses, an investment that many organizations balk at. The reality is that you will eventually end up paying for travel anyway, either because you actually flew people around or because your communication costs are higher throughout the project. In short, don’t be penny wise and pound foolish.
2. Organize your team around the system architecture. The most effective way to organize a distributed team is around the architecture of the system that you are building, not around the job functions of the people involved. In other words, if your team is in Toronto, Rome, and Bangalore then each subteam should be responsible for one or more subsystems. It would be a mistake to organize the teams around job function, for example to have the architects and analysts in Toronto, the developers in Rome, and the testers in Bangalore because this structure would require significantly more documentation and other forms of communication to coordinate the teams, increasing both cost and risk. As I mentioned in my previous blog posting you will need to invest in some initial architecture envisioning at the beginning of a project to identify the subsystems and their public interfaces, and that to do that you’ll also need to do some initial requirements envisioning to drive this architecture effort. I suggest that you take an Agile Model Driven Development (AMDD) approach to this to enable you to gain the value from modeling without the costs and risks associated with up-front comprehensive modeling and documentation that get many traditional project teams in trouble.
3. Have “daily stand-up meetings”. A common practice on co-located agile teams is to have daily stand-up meetings where people share the status of what they did yesterday, what they intend to do today, and whether they’re running into any problems. These short meetings enable team coordination. Distributed teams can do this as well, the people in a given geographical location can hold local stand-up meetings and then representatives from each location can hold a shared meeting to coordinate the subteams. Whereas local stand-up meetings are held first thing in the morning, distributed daily stand-up meetings may need to be held at unusual times so as to include people at distant locations.
4. Have Ambassadors. Ambassadors are people who travel between sites, often technically senior people or senior business experts, to share information between the subteams. Getting the team together at the beginning of the project sets the foundation for communication, but without continual investment in maintaining effective collaboration between teams you run the risk of your subteams deviating from the overall strategy. These are typically short engagements, a week or two in length, because of the pressures it puts on the people doing the actual traveling. The implication is that you’ll have several people flying between sites at any given time on a reasonable rotation schedule. Because you’ll have some people flying around, your local team rooms should accommodate visitors by having one or more desks available for them to use when they’re visiting.
5. Have Boundary Spanners. A boundary spanner is someone who is located on site who focuses on enabling communication between subteams as well as within their subteam. On large distributed teams you’ll find that you have three flavors of boundary spanners – team leaders who take on project management responsibilities on the subteam, product owners who are responsible for representing the business within the subteam, and architecture owners responsible for technical direction on the team. These boundary spanners will work closely with their peers, having regular coordination meetings across all subteams as well as impromptu one-on-one meetings to deal with specific issues between individual subteams.
6. Ensure that the global team gets the credit it deserves. In both offshoring and nearshoring environments it’s common to see small teams in North America or Europe driving the efforts of significantly larger teams in another country. Yet, at the end of the project it always seems as if the smaller team, often because they work for the direct customer, gets the lion’s share of the credit – unless of course the project failed, then the subcontracting team often seems to get virtually all of the “credit”. This clearly isn’t fair, and it clearly doesn’t promote effective teamwork between the subteams in the future.
7. Take a lean approach to development governance. As I’ve written in the past, effective governance is based on enablement and collaboration instead of the traditional approaches of management and control. Good governance measures progress through regular delivery of working software, not through status reports or delivery of detailed specifications. Good governance is based on the idea of having a living process which changes to reflect lessons learned as your project progresses. In a previous blog posting at http://www.ibm.com/developerworks/blogs/page/ambler?entry=lean_development_governance I’ve discussed lean development governance in greater detail.
The strategies that I’ve described are clearly nothing more than common sense, something that can be said of all agile strategies. Sadly, as Mark Twain lamented, common sense isn’t very common in practice.[Read More
Modified by ScottAmbler
A common misunderstanding about agile software development is that it’s only for co-located teams. Things are definitely easier for co-located teams, and as I found with both the Dr. Dobb’s 2007 and 2008 Agile Adoption surveys (www.ambysoft.com/surveys/) co-located agile teams appear to have a higher success rate than distributed teams, Having said that, many organizations are in fact succeeding at distributed agile development.
I’d like to share some strategies that I’m seeing work in practice, and in this blog posting summarizes generic strategies for distributed teams whether or not they’re agile. These strategies are:1. Do some up front planning. Distributed development is higher risk than co-located development, and one way to address that risk is to think things through. That doesn’t mean that you need to create a monolithic, 1000+ task Gantt chart, but it does mean that you should identify your major dependencies and milestone dates. Effective teams do this planning with the distributed developers actively involved (they are part of the team after all), they strive to consider all associated costs, and in particular they don’t overlook the low probability/high impact risks which often prove to be project killers.
2. Organize the team effectively. Once of the practices of Lean Development Governance (https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=swg-ldg) is to organize your team structure around either your architecture or the lines of business (LOB) supported by the programme that you’re working on. Ideally each sub-team should be responsible for one or more subsystems or modules, something that can be difficult if some of your team works alone from home, to reduce the amount of information sharing and collaboration required between disparate teams. In other words, maximize the responsibilities of the “offshore” team(s) as much as possible. A very common mistake is to organize the subteams around job specialties – for example the architects are in Toronto, the developers in Mumbai, and the testers in Singapore – because to support this team structure you have to create a phenomenal amount of documentation to support communication between the teams.
3. Do some up front modeling. The implication of organizing your team around the architecture (or LOB) is that you also need to do a bit of architecture envisioning up front. Your architecture efforts should provide guidance regarding the shared infrastructure as well as critical development conventions such as coding guidelines and data naming conventions. Architecture envisioning is also a good idea for co-located agile teams too. See http://www.agilemodeling.com/essays/initialArchitectureModeling.htm for strategies to get the benefits of architecture modeling without the costs of needless documentation.
4. Recognize that communication is critical. GDD puts many barriers to communication in place, increasing overall project risk. To overcome these risks you will first need to be aware of them and act accordingly, and second, you’ll need to write more documentation than you would likely prefer. The risks associated with long-distance communication include cultural differences, time-zone differences, and the challenges with written documentation (which is the least effective way to communicate information). I make it a habit of asking open-ended questions so that I can determine whether or not the other people understand the topic under conversation. Particularly I will never ask a yes/no style of question because the simple answer of yes can mean a range of things depending on the culture. It may mean “Yes, I heard you”, “Yes, I understand what you’re saying”, or “Yes, I understand and agree with you”. When you’re dealing with people at other locations it’s good practice to ask them to summarize the conversation in writing, in particular to identify key action items and ownership of them, to ensure that everyone agrees with what was discussed. A good approach is to have the team lead on other end to do the summary so that they own it going forward.
5. Put a good technical infrastructure in place. Automate, automate, automate. In a GDD environment you need to work with collaborative multi-site tools such as ClearCase, ClearQuest, and Jazz Rational Team Concert (www.jazz.net) which enable you to share and evolve your work products (i.e. test scripts, code, documents) effectively.
In my next posting I'll describe a collection of agile-specific strategies for distributed software development teams.[Read More
A common question that I keep running into with customers is whether you can take an agile approach to service oriented architecture (SOA). The quick answer is yes, because Agile is orthogonal to the implementation technologies used. You can take an agile approach developing COBOL applications running on mainframes, fat-client Java applications, multi-tier J2EE applications, and yes, even services. Granted, it's easier to do with some technologies than others, either because of the nature of the technology or because of the supporting tools.
The long answer is "yes, but". You don't adopt an SOA approach for the sheer joy of doing so, instead you very likely want to improve the level of reuse within your organization. To succeed at SOA-driven reuse you need an enterprise focus, something that doesn't appear to be very common on many agile teams. Therein lies the challenge. Several strategies for improving your chances with Agile SOA, and SOA in general, follows:1. Invest in some initial enterprise architecture modeling. You don't need to identify all of the details up front, that would take too long and actually put the effort at risk, but you do need to set a starting point to guide development teams. Identifying the technical architecture is critical, and identifying a few basic services which would provide immediate business value to one or more teams is critical. Involve people from several application project teams to ensure that you get a wide range of input. See http://www.agiledata.org/essays/enterpriseArchitecture.html for a streamlined approach to enterprise architecture modeling. Creating big, detailed models often proves to be a waste of time because development teams are rarely motivated to read mounds of documentation.2. Build out the initial infrastructure on a real application development project. This proves that your SOA strategy actually works and puts the technical foundation in place for future teams. During this period you'll be tempted to try to support several development teams, which is feasible but dramatically increases your risk. It's also tempting to focus simply on getting the infrastructure in place without delivering any business functionality, but this risks producing an ivory-tower architecture that nobody is interested in.3. Spread the service architects out onto application development teams. The people that formulated and then proved your SOA should be actively involved on the development teams that are working with it to ensure that the teams use it appropriately and to ensure that the architects get concrete feedback which they can use to evolve the architecture. When working on agile teams, these people will need to work in a collaborative and evolutionary approach just like other team members.4. Fund reuse separately. I've lost track of the number of organizations that I've run into that fail at reuse because their development teams never have the resources to develop reusable assets. That's simply the nature of the beast -- project teams will always be more interested in addressing their own specific requirements than they are in investing the time and effort to make something reusable. The real problem here is that you expect them to act differently. A better strategy is to have a separate reuse engineering team that has the resources to monitor existing projects to look for potentially reusable assets. When they find said assets this team does the work to harvest the asset, to reengineer it to make it reusable, and then to integrate back into the original source project. The goal is to make it as painless as possible to produce reusable assets such as services. If you expect project teams to do this work out of the goodness of their hearts then you're effectively punishing them when they do the right thing. That's not a very good governance strategy, IMHO.5. The reuse team now owns the asset. Any reusable asset, including services, will need to be maintained, evolved over time, and supported. This isn't free nor is it viable for project teams to do so.
If you're interested, I provide agile strategies for both enterprise architecture and strategic reuse in the book "Enterprise Unified Process". Although written under the assumption that you're taking a RUP-based approach to development, the reality is that the EUP can extend any evolutionary/agile software development process so that it addresses the larger-scale needs of modern IT organizations.
- Scott[Read More
As you may know I write the agile update newsletter for Dr. Dobb's Journal (DDJ)
. One of the things that I do for DDJ is run the "State of the IT Union" surveys to find out what IT professionals are actually doing in practice. I invite you to fill out the January 2010 edition of the survey at http://www.surveymonkey.com/s/StateOfITUnion
. The survey should take you about 5-7 minutes to complete, and your privacy will be completely protected.
At the end of the survey you will be given the chance to be entered into a draw for one of ten copies of "The Art of Scalability: Scalable Web Architecture, Processes, and Organizations for the Modern Enterprise" by Martin Abbott and Michael Fisher published in December 2009 by Addison Wesley.
The results of this survey will be summarized in a forthcoming newsletter, most likely my March 2010 agile update. Furthermore, this is an open survey, so the source data (without identifying information to protect your privacy), a summary slide deck, and the original source questions will be posted at www.ambysoft.com/surveys/
so that others may analyze the data for their own purposes. Data from previous surveys have been used by university students and professors for their research papers, and hopefully the same will be true of the data from this survey. The results from several other surveys are already posted there, so please feel free to take advantage of this resource.
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.
Modified by ScottAmbler
I recently ran into an interesting issue at a customer organization. This customer is in the process of transitioning to Disciplined Agile Delivery (DAD) and part of that effort is to train, mentor, and coach their people in these new ideas and techniques. The challenge is that some of "their people" are full time employees (FTEs) and some are contractors/consultants. When we were planning an upcoming DAD workshop with them, part of the planning effort was to identify who should get that training, which we're delivering in a just-in-time (JIT) basis on a team-by-team basis. The only people invited to take the training were FTEs because the customer has a policy of not training contractors. I pushed back a bit on this, but they were adamant about not training contractors because their view was that contractors should either have the skills required to do their jobs or be willing to get those skills on their own time. Fair enough, but from an agile team building point of view this isn't ideal.
This situation got me thinking a bit. One issue is that not all contractors are the same. Some are short term contractors that are brought in for a specific purpose, they're paid well, and then they move on. Other contractors stay much longer, sometimes months or even years, and as a result gain deeper knowledge and understanding of your business. For these longer term contractors it seems to me that there is little difference between them and FTEs, perhaps only in the way that they're remunerated. Some countries such as the United States now have laws in place limiting how long someone is allowed to remain a contractor because these similarities lead to interesting legal questions around extending benefits to them.
Another issue is that if you intend to build teams from both FTEs and contractors, it behooves you to ensure that these people get similar training, coaching and mentoring to streamline the transition effort.
Here's the logic I would suggest to address the issue of whether or not to train a contractor:
Is the contractor going to be assigned to a key project/product for the organization? If not, don't train them.
Are they someone you want to keep long term? If not, don't train them and consider not putting them on the new agile team at all.
Does the contractor work for a large service provider? If yes, ask the service provider to cover the costs of training.
Is the contractor an independent or working for a smaller service provider? If yes, include the person in the training if there's room but don't pay their wage during the training period (so you effectively share the investment/cost of training).
As always, let the context of the situation drive your strategy.
I'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.
Test-driven development (TDD) is a common agile programming technique which has both specification and validation aspects. With TDD, you specify your software in detail on a just-in-time (JIT) basis via executable tests that are run in a regression manner to confirm that the system works to your current understanding of what your stakeholders require.
TDD is the combination of test-first development (TFD) and refactoring. With TFD, you write a single test (at either the requirements level with customer/acceptance tests or the design level with developer tests) and then you write just enough software to fulfill that test. Refactoring is a technique where you make a small change to your existing code to improve its design without changing its semantics.
TDD offers several benefits:1. It enables you to take small, safe steps during development, increasing programmer productivity.2. It increases quality. Agile developers are doing more testing, and doing it more often, than ever before. We're also fixing the problems that we find right on the spot.3. It helps to push validation activities early in the lifecycle, decreasing the average cost to fix defects (which rises exponentially the longer it takes you to detect them).4. Through single sourcing information, by treating tests as both specifications and as tests, we reduce the work required, increasing productivity.5. We leave behind valuable, up-to-date, detailed specifications for the people who come after us. Have you ever met a maintenance programmer who wouldn't want a full regression test suite for the code that they're working with?
But TDD isn't perfect. Although TDD is great at specifying code at a fine-grain level, tests simply don't scale to address higher level business process and architectural issues. Agile Model Driven Development (AMDD) enables you to scale TDD through initial envisioning of the requirements and architecture as well as just-in-time (JIT) modeling at the beginning and during construction iterations. To scale requirements-level TDD, you must recognize that customer tests are very good at specifying the details, but not so good at providing overall context. High-level business process models, conceptual domain models, and use cases are good at doing so, and these work products are often created as part of your initial requirements envisioning and iteration modeling activities. Similarly, to scale design-level TDD you must recognize that developer tests are very finely grained but once again do not provide overall context. High-level architecture sketches created during envisioning activities help set your initial technical direction. During each construction iteration, you'll do more detailed design modeling to think through critical issues before you implement them via TDD.
You also need to scale the validation aspects of TDD. TDD is in effect an approach to confirmatory testing where you validate the system to the level of your understanding of the requirements. The fundamental challenge with confirmatory testing, and hence TDD, is that it assumes that stakeholders actually know and can describe their requirements. Therefore you need to add investigative testing practices which explore issues that your stakeholders may not have thought of, such as usability issues, system integration issues, production performance issues, security issues, and a multitude of others.
For further reading, I suggest:1. My article "Introduction to TFD/TDD" at http://www.agiledata.org/essays/tdd.html which overviews TDD.2. My February 2008 column in Dr. Dobb's Journal entitled "Scaling TDD" at http://www.ddj.com/architect/205207998 which explores this issue in detail. 3. Andrew Glover's article "In pursuit of code quality: Adventures in behavior-driven development" at http://www.ibm.com/developerworks/java/library/j-cq09187/ which describes a new-and-improved take on TDD called BDD.[Read More
Recently I visited a customer who had adopted Scrum. They were a few sprints, what Scrum calls iterations, into the project and were running into some difficulties. Although I was primarily brought in to educate senior management on disciplined agile software development, I was also asked to sit in on the team’s daily stand-up meeting so that I could hopefully provide some suggestions as to how to address the problems they were running into.
Their work area was fairly typical. They had some whiteboards which they were using for project planning and tracking, with sticky notes to indicate what work had been taken on by each team member. The current status of the task (not yet started, in progress, and completed) was indicated by putting each sticky note in a corresponding column for the status and corresponding column for the team member. This allowed everyone on the team to easily share their status and to see the status of everyone else. On the sides were sketches of the architecture as well as some business oriented models. In addition to Scrum the team had adopted several practices from Agile Modeling, in this case they had done some initial requirements envisioning
and architecture envisioning
, as well as practices from Extreme Programming (XP) for construction. In short, they had followed a fairly common strategy of combining practices from various agile methods.
This would have worked perfectly fine if they had tailored the practices to reflect the situation that they were in, but instead they adopted them "straight out of the book". First, the team was distributed, with most of the team in the location that I was visiting but some people located in two other distant cities. Therein was the source of most of their problems. The people at the other two locations weren’t getting much value out of the daily stand-up meetings, even though they would dial in, because they couldn’t see the project status information. Although people at this location were trying their best to represent these distant people in the daily stand-ups it wasn’t working well – their status information wasn’t being kept up to date and for some people it was a bit of mystery as to what they were actually working on at all.
This team also had 30 people in it, which isn’t a big deal although it can stretch the limits of the simple modeling and planning tools (in this case paper and whiteboards) that they were using. Because the team was larger they were investing a fair bit of time creating burn down charts at both the iteration/sprint and project levels. One of the unfortunate implications of using manual tools for project management is that any associated metric/status reporting in turn becomes manual as well. Considering how the agile community is so concerned with working efficiently, I find it comical that we have a tendency to overlook our own potentially unnecessary bureaucracy such as this.
The problem was that the team was applying strategies, in this case using sticky notes and whiteboards to capture the detailed iteration plan, applying similar strategies to capture key models, and were verbally relaying of status information between sub-teams. There are perfectly fine strategies for smaller co-located teams, but not so good for large or distributed teams. The solution was to recognize that they were in an Agility@Scale situation and needed to tailor their approach to reflect this fact. In this case they needed to forgo some of the manual tools and instead use electronic tooling such as Rational Team Concert (RTC) to share information across disparate locations, in particular the work assignment and corresponding status information. RTC also creates common agile reports such as burn-down charts based on the activities of the developers, providing accurate (nearly) real-time information while removing the burden of status reporting. The RTC project dashboard does more than just this, to see an actual example of one visit www.jazz.net
to see the dashboard for the RTC development team itself. You can also see their actual work item list too, a more advanced version of Scrum’s product and sprint backlogs.[Read More
My new paper Scaling Agile: An Executive Guide
is now available. As the title suggests the paper overviews how to scale agile strategies to meet your organization's unique needs. The executive summary:
Agile software development is a highly collaborative, quality-focused approach to software and systems delivery, which emphasizes potentially shippable working solutions produced at regular intervals for review and course correction. Built upon the shoulders of iterative development techniques, and standing in stark contrast to traditional serial or sequential software engineering methods, agile software delivery techniques hold such promise that IBM has begun to adopt agile processes throughout its Software Group, an organization with over 25,000 developers. But how can practices originally designed for small teams (10-12) be “scaled up” for significantly larger operations? The answer is what IBM calls “agility@scale.”
There are two primary aspects of scaling agile techniques that you need to consider. First is scaling agile techniques at the project level to address the unique challenges individual project teams face. This is the focus of the Agile Scaling Model (ASM).
Second is scaling your agile strategy across your entire IT department, as appropriate. It is fairly straightforward to apply agile on a handful of projects, but it can be very difficult to evolve your organizational culture and structure to fully adopt the agile way of working.
The Agile Scaling Model (ASM) defines a roadmap for effective adoption and tailoring of agile strategies to meet the unique challenges faced by a software and systems delivery team. Teams must first adopt a disciplined delivery lifecycle
that scales mainstream agile construction techniques to address the full delivery process, from project initiation to deployment into production. Then teams must determine which agile scaling factors
– team size, geographical distribution, regulatory compliance, domain complexity, organizational distribution, technical complexity, organizational complexity, or enterprise discipline, if any — are applicable to a project team and then tailor their adopted strategies accordingly to address their specific range of complexities.
When scaling agile strategies across your entire IT organization you must effectively address five strategic categories — the Five Ps of IT
: People, principles, practices, process, and products (i.e., technology and tooling). Depending on your organizational environment the level of focus on each area will vary. What we are finding within many organizations, including IBM, is that the primary gating factor for scaling agile across your entire organization is your organization’s ability to absorb change.
The explicit phases of the Unified Process -- Inception, Elaboration, Construction, and Transition -- and their milestones are important strategies for scaling agile software development to meet the real-world needs of modern organizations. Yes, I realize that this is heresy for hard-core agilists who can expound upon the evils of serial development, yet these very same people also take a phased approach to development although are loathe to admit it. The issue is that the UP phases are like seasons of a project: although you'll do the same types of activities all throughout a project, the extent to which you do them and the way in which you do them change depending on your goals. For example, at the beginning of a development project if you want to be effective you need to do basic things like identify the scope of the project, identify a viable architecture strategy, start putting together your team, and obtain support for the project. Towards the end of a project your focus is on the activities surrounding the deployment of your system into production, including end-of-lifecycle testing efforts, training, cleaning up of documentation, piloting the system with a subset of users, and so on. In between you focus on building the system, including analysis, design, testing, and coding of it. Your project clearly progresses through different phases, or call them seasons if the term phase doesn't suit you, whether your team is agile or not.
The UP defines four phases, each of which address a different kind of risk:1. Inception. This phase focuses on addressing business risk by having you drive to scope concurrence amongst your stakeholders. Most projects have a wide range of stakeholdres, and if they don't agree to the scope of the project and recognize that others have conflicting or higher priority needs you project risks getting mired in political infighting. In the Eclipse Way this is called the "Warm Up" iteration and in other agile processes "Iteration 0".2. Elaboration. The goal of this phase is to address technical risk by proving the architecture through code. You do this by building and end-to-end skeleton of your system which implements the highest-risk requirements. Some people will say that this approach isn't agile, that your stakeholders should by the only ones to prioritize requirements. Yes, I agree with that, but I also recognize that there are a wide range of stakeholders, including operations people and enterprise architects who are interested in the technical viability of your approach. I've also noticed that the high-risk requirements are often the high-business-value ones anyway, so you usually need to do very little reorganization of your requirements stack.3. Construction. This phase focuses on implementation risk, addressing it through the creation of working software each iteration. This phase is where you put the flesh onto the skeleton.4. Transition. The goal of this phase is to address deployment risk. There is usually a lot more to deploying software than simply copying a few files onto a server, as I indicated above. Deployment is often a complex and difficult task, one which you often need good guidance to succeed at.
Each phase ends with a milestone review, which could be as simple as a short meeting, where you meet with prime stakeholders who will make a "go/no-go" decision regarding your project. They should consider whether the project still makes sense, perhaps the situation has changed, and that you're addressing the project risks appropriately. This is important for "agile in the small" but also for "agile in the large" because at scale your risks are often much greater. Your prime stakeholders should also verify that you have in fact met the criteria for exiting the phase. For example, if you don't have an end-to-end working skeleton of your system then you're not ready to enter the Construction phase. Holding these sorts of milestone reviews improves your IT governance efforts by giving senior management valuable visibility at the level that they actually need: when you have dozens or hundreds of projects underway, you can't attend all of the daily stand up meetings of each team, nor do you even want to read summary status reports.
These milestone reviews enable you to lower project risk. Last Autumn I ran a survey via Dr. Dobb's Journal (www.ddj.com) which explore how people actually define success for IT projects and how successful we really were. We found that when people define success in their own terms that Agile has a 71% success rate compared with 63% for traditional approaches. Although it's nice to that Agile appears to be lower risk than traditional approaches, a 71% success rate still implies a 29% failure rate. The point is that it behooves us to actively monitor development projects to determine if they're on track, and if not either help them to get back on track or cancel them as soon as we possibly can. Hence the importance of occasional milestone reviews where you make go/no-go decisions. If you're interested in the details behind the project, they can be found at http://www.ambysoft.com/surveys/success2007.html .
Done right, phases are critical to your project success, particularly at scale. Yes, the traditional community seems to have gone overboard with phase-based approaches, but that doesn't mean that we need to make the same mistakes. Let's keep the benefit without the cost of needless bureaucracy.[Read More
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:
It's been awhile since I've posted anything here, but that will soon change. I'm excited about some ideas that I have for upcoming blog postings around disciplined agile architecture and what it means to take a disciplined approach to agile solution delivery. Organizations around the world are finding that Disciplined Agile Delivery
(DAD) provides a solid foundation from which to scale agile, and I'm going to continue sharing my observations and experiences about scaling DAD here in this blog.
As many of you may know I left IBM in June 2012, after a six-year stint as Chief Methodologist for IT within IBM Rational, to form Scott Ambler + Associates
with Mark Lines. Mark is my co-author on the IBM Press book Disciplined Agile Delivery
, a topic I've written about extensively in this blog over the years. Since I left IBM I've remained in contact with several key people within Rational and have started working with them on several fronts. For example Walker Royce, Alan Brown, and myself are co-authoring a paper about scaling agile which we hope will be accepted at a prestigious academic conference in 2013. I'm also working with IBM Rational at the upcoming Agile Development Conference East
in Orlando, November 4-9. Both Mark and I will be presenting on DAD and Rational will have a booth and be throwing a party on Wednesday night which I'm looking forward to. Rational has thrown some pretty good conference parties in the past and I'm guessing that they will do so this time too. Hope to see you there.
In short, stay tuned as there's some exciting stuff coming your way soon.
Contrary to popular belief, agile development teams do in fact model and yes, they even do some up front requirements and architecture modeling. Two of the best practices of Agile Modeling are Requirements Envisioning
and Architecture Envisioning
where you spend a bit of time at the beginning of the project doing enough initial modeling to get you going in the right direction. The strategy is to take advantage of modeling, which is to communicate and think things through without taking on the risks associated with detailed specifications written early in the lifecycle
. In this blog posting I will focus on requirements envisioning, in a future posting I'll cover architecture envisioning.
The goal of initial requirements envisioning is to identify the scope of your effort. You need to do just enough modeling early in the project to come to stakeholder concurrence and answer questions such as what you're going to build, roughly how long it's going to take (give a range), and roughly how much it's likely to cost (once again, give a range). If you can get the right people together in the room, which can sometimes be a logistics challenge but not one that you couldn't choose to overcome, there are very few systems (I suspect less than 5%) that you couldn't initially scope out in a few days or a week. I also suspect that most of the remaining systems could be scoped out with less than 2 weeks of modeling, and if not then I'd take that as an indication that you're taking on too large of a project. I'm not saying that you'll be able to create big detailed specifications during this period, and quite frankly given the problems associated with "Big Requirements Up Front (BRUF)
" you really don't want to, but I am saying that you could gain a pretty good understanding of what you need to do. The details, which you'll eventually need, can be elicited throughout the lifecycle when you actually need the information. A common saying in the agile community is that requirements analysis is so important for us that we do it every single day, not just during an initial phase. I'll discuss just in time (JIT) approaches to requirements modeling in a future posting.
To envision the requirements for a business application, you might want to consider creating the following models:
- High-level use cases (or user stories). The most detail that I would capture right now would be point form notes for some of the more complex use cases, but the majority just might have a name. The details are best captured on a just-in-time (JIT) basis during construction.
- User interface flow diagram. This provides an overview of screens and reports and how they're inter-related. You just need the major screens and reports for now.
- User interface sketches. You'll likely want to sketch out a few of the critical screens and reports to give your stakeholders a good gut feeling that you understand what they need. Sketches, not detailed screen specifications, are what's needed at this point in time.
- Domain model. A high-level domain model, perhaps using UML or a data modeling notation, which shows major business entities and the relationships between them, can also be incredibly valuable. Listing responsibilities, both data attributes and behaviors, can be left until later iterations.
- Process diagrams. A high-level process diagram, plus a few diagrams overviewing some of the critical processes, are likely needed to understand the business flow.
- Use-case diagram. Instead of a high-level process diagram you might want to do a high-level use case diagram instead. This is a matter of preference, I likely wouldn't do both.
- Glossary definitions. You might want to start identify key business terms now, although I wouldn't put much effort into settling on exact definitions. I've seen too many teams run aground on "analysis paralysis" because they try to define exact terminology before moving forward. Don't fall into this trap.
For small teams simple tools such as whiteboards and paper are usually sufficient for requirements envisioning. But what happens at scale? What if you're working on a large agile team, say of 50 people, 200 people (IBM has delivered software into the marketplace with agile teams of this size), or even 500 people (IBM currently has teams of this size applying agile techniques)? What if your team is distributed? Even if you have people working on different floors of the same building, let alone working from home or working in different cities or countries, then you're distributed (see my postings about distributed agile development
). Suddenly whiteboards and paper-based tools (index cards, sticky notes, ...) aren't sufficient. You're still likely to use these sorts of tools in modeling sessions with stakeholders, but because of one or more scaling factors you need to capture your requirements models electronically.
In January Theresa Kratschmer and I gave a webcast entitled Agile Requirements: Collaborative, Contextual, and Correct
which overviewed agile approaches to requirements elicitation and management, including requirements envisioning. We also showed how Rational Requirements Composer (RRC)
can be used to electronically capture critical requirements information, enabling you to address the needs of large and/or distributed agile teams, while still remaining lightweight and flexible. I suspect that you'll find the webcast to be very illuminating and RRC something that you want to take a look at (the link leads to a trial version). Of course RRC can be used in other situations as well, but that's not what I'm focused on right now.
Teams which find themselves in regulatory environments will likely need to do more than just use RRC, as might very large teams. Regulatory compliance often requires more complex requirements documentation, which in turn requires more sophisticated tools such as DOORS or Requisite Pro, and I would consider using those tools in the types of situations that warrant it. One of the things that people often struggle to understand about agile approaches is that you need to tailor your strategy to reflect the situation at handle. One process size does not fit all, so you will end up using different tools and creating different artifacts to different extents in different situations. Repeatable results, not repeatable processes
, is the rule of the day. Further reading:
Rolf Nelson recently recorded a short (5 min) podcast about IBM Rational
(RTC). RTC is a complete agile collaborative development
environment providing agile planning, source code management, work item
management, build management, and project health, along with integrated
reporting and process support. I've worked with RTC for a couple of years now and have been truly impressed with it. What should be of interest to many people is the Express-C version which is a free, fully-featured, 10-license version of RTC which can be easily downloaded from www.jazz.net
And now for some blatant advertising. ;-)
I just wanted to point out our agile development
page to you as it contains links to a lot of interesting agile resources produced by the folks here at Rational. There's links to white paper, recorded web casts, and Rational's Agility@Scale poster. Short story is that the page is worth checking out.
- Scott[Read More
I'm often asked by customers for case studies of successful agile adoptions or agile projects in general. This is definitely a valid request, and yes, such case studies exist. But I'm often concerned that the people making these requests don't appreciate the implications of what they're asking for. My concerns with case studies are:
- The juicy information is rarely included. The information that you really want to find out, such as what went wrong and why it went wrong, is rarely discussed. If problems, oops I mean "challenges", are discussed at all they're typically glossed over in favor of focusing in on the positives. Although many people want to write up the juicy bits this information is invariably edited out through the company's vetting process. In short, my advice is to take case studies with a grain of salt.
- Some case studies are more fiction than fact. Although this isn't a problem with IBM case studies due to the governance efforts of my good friends in IBM's legal department (we love you folks, really) it can be an issue with some case studies.
- The case study may no longer be true today. Stuff happens. Perhaps the case study was mostly true at the time it was written, but now that time has passed problems have appeared that weren't apparent earlier, thus the effort wasn't as nearly as successful as it was written up. For example, a few years ago I ran into the manager of a team that I had read about in one case study, only to find out that once the study was published the key team members left the company to become consultants in that subject area. Having lost these people, who were all very highly skilled, his system proved to be unmaintainable by the rest of his staff who weren't so highly skilled and had to be rewritten. Over time the success story turned into an abject failure.
- Waiting for case studies puts you in the position of follower. For every case study that gets written, dozens, if not hundreds of similar efforts didn't get written up. Writing case studies is hard, takes time, and the writer seldom gets much benefit from doing so. The lag time between the project completing and the case study being published can be many, many months and sometimes years. The implication is that by the time you wait for several case studies that are similar to your situation you've pretty much lost all opportunity for competitive advantage and are now merely trying to catch up to the organizations who are clearly ahead of you (the writers of the case studies).
- What has the requester given back to the community? I often hear people lament that there isn't enough case studies, or isn't something close enough to their situation. Yet, when I ask them how many case studies they've written and the answer is usually none. If you want to get you also need to give. ;-)
So, next time you think you need a case study before making a decision, recognize that you may be paying a fairly high opportunity cost for information that is questionable at best.Further reading:
Recently I spent some time in the UK with Julian Holmes of Unified Process Mentors
. In one of our conversations we deplored what we were seeing in the agile community around certification, in particular what the Scrum community was doing, and he coined the term “integrity debt” to describe the impact it was having on us as IT professionals. Integrity debt is similar to technical debt
which refers to the concept that poor quality (either in your code, your user interface, or your data) is a debt that must eventually be paid off through rework. Integrity debt refers to the concept that questionable or unprofessional behavior builds up a debt which must eventually be paid off through the rebuilding of trust with the people that we interact with.
The agile community has been actively increasing their integrity debt through the continuing popularity of Scrum Certification, in particular the program around becoming a Certified Scrum Master (CSM). To become a CSM you currently need to attend, and hopefully pay attention during, a two-day Scrum Master Certification workshop taught by a Certified Scrum Trainer (CST). That’s it. Granted, some CSTs will hold one or more quizzes which you need to pass, an optional practice which isn’t done consistently, to ensure that you pay attention in the workshop.
Scrum Masters, as you know, take the leadership position on a Scrum team. The idea that someone can master team leadership skills after two entire days of training is absurd. Don’t get me wrong, I’m a firm supporter of people increasing their skillset and have no doubt that many of the CSTs deliver really valuable training. However, there is no possible way that you can master a topic, unless it
is truly trivial, in only two days of training. From what I can tell the only thing that is being certified here is that your check didn’t bounce.
The CSM scheme increases the integrity debt of the IT industry by undermining the value of certification. When someone claims that they’re certified there’s an assumption that they had to do something meaningful to earn that certification. Attending a two-day course, and perhaps taking a few quizzes where you parrot back what you’ve heard, clearly isn’t very meaningful. The problem with the term Certified Scrum Master is two-fold: not only does the term Certified imply that the holder of the certification did something to earn it, the term Master implies that they have significant knowledge and expertise gained over years of work.
It is very clear that people are falling for the Scrum certification scheme.
A quick search of the web will find job ads requiring that candidates be CSMs, undoubtedly because they don’t realize that there’s no substance behind the certification. Whenever I run into an organization that requires people to be CSMs I walk them through the onerous process of earning the designation and suggest that they
investigate the situation themselves. Invariably, once they recognize the level of deception, the customer drops the requirement that people be CSMs.
Another quick search of the web will find people bragging about being a CSM, presumably being motivated by the employment opportunities within the organizations gullible enough to accept Scrum certification at face value. My experience is that the people claiming to be CSMs are for the most part decent, intelligent people who 99.99% of the time have far more impressive credentials to brag about than taking a two-day course. Yet, for some reason they choose to park their integrity at the door when it comes to Scrum certification. I suspect that this happens in part because they see so many other people doing it, in part because they’re a bit desperate to obtain or retain employment in these tough economic times, and in part because the IT industry doesn’t have a widely accepted code of ethical conduct. These people not only embarrass themselves when they indicate on their business cards or in their email signatures that they’re Certified Scrum Masters they also increase the integrity debt of the agile community as a whole.
Yet another search of the web will find people bragging about being Certified Scrum Trainers (CSTs), the people whom have been blessed by the Scrum Alliance to deliver Scrum master certification courses. Once again, my experience is that these are intelligent, skilled people, albeit ones who have also parked their integrity at the door in the pursuit of a quick buck. Surely these people could make a decent living via more ethical means? I know that many of them have done so in the past, so I would presume that they could do so in the future. The actions of the CSTs increase our integrity debt even further.
The group of people who have most embarrassed themselves, in my opinion, are those whom we consider thought leaders within the agile community. Leaving aside the handful who are directly involved with the Scrum certification industry, the real problem lies with those who have turned a blind eye to all of this. The Scrum certification scheme was allowed to fester within our community because few of our thought leaders had the courage to stand up and publicly state what they were talking about in private. This of course is all the more galling when you consider how much rhetoric there is around the importance of courage on software development projects. As Edmund Burke once observed, all that is necessary for evil to triumph is for good men to do nothing.
There are several things that we can do today to start paying off some of our integrity debt:
- Be discerning, not deceptive. If you’re going to list credentials on your email signature or business card then only choose to list the ones that actually mean something.
- Educate human resources people. Make them aware of what “Certified Scrum Master” really means and let them think for themselves. I highly suspect that if HR people realized what was going on the demand for CSMs would plummet, and in turn people wouldn’t be tempted by Scrum certification.
- Act professional, don’t just claim to be certified. Instead of signing up for every easy certification that comes your way why not simply do a good job and let the people you work with be your claim to fame? The good news is that for the past few years the agile community has tried to pay down some of the IT industry’s integrity debt that we have with our stakeholders by providing better return on investment (ROI), delivering systems which are more effective at addressing the needs of your stakeholders, by working in a more timely manner, and by producing greater quality work. All of these claims are borne out by the 2008 Software Development Project Success Rate Survey by the way.
- Recognize that adding a test doesn’t address the underlying problems. For the past year there’s been a move afoot to have people pass a test as part of earning their CSM (apparently it’s been a challenge to create a non-trivial test to validate your understanding of a topic that you can master by taking a two-day training course). This is something that should have been done from the very beginning, along with some sort of peer review, not years later when the damage has been done. Adding a test at this late date isn’t going to remove the stink that’s built up over the years, but sadly it will fool a few people into believing that they’ve covered it up.
- Recognize that there is a demand for certification. The agile community needs to put together a decent certification program, something that the Scrum Alliance has clearly failed at doing. My article Coming Soon: Agile Certification provides some thoughts as to what we need to do. The good news is that people such as Ron Jeffries and Chet Hendrickson, and others, are putting together a developer certification program. The really good news is that these are the right people to do this. The really bad news is that they’re doing it under the aegis of the Scrum Alliance, so whatever they accomplish will unfortunately be tainted by the fallout of the CSM debacle.
If we're going to scale agile software development strategies to meet the range of challenges faced by modern organizations, we need to be trustworthy. Is claiming to be a certified master after taking a two-day course an act which engenders trust? I don't think so. As individuals we can choose to do better. As a community we need to.Suggested Reading
- Agile Certification -- A humorous look at certification.
- IT Surveys -- A great resource for statistics about what IT people are actually doing in practice.
Modified by ScottAmbler
Over the past few months I've had several people ask me whether it makes sense to offshore agile testing, and more importantly when it makes sense to do so. So I thought I would share my thoughts on the subject:
Focus on whole team testing. The basic strategy is that agile teams should strive to do as much, if not all, of the testing themselves. We call this whole team testing. For organizations new to agile this can be daunting because they may be organized in such a way that programmers write code and then hand it over to testers for validation and verification. The implication is that organizations will need to invest in their staff so that the programmers become more well rounded and pick up testing skills (we refer this as moving from being a specialist to a generalizing specialist).
Offshore entire development teams. A common strategy for organizing geographically distributed agile teams is to have whole teams at each location. For example, if your larger team is spread across three locations - Toronto, London, and Bangalore - then each team is responsible for implementing end to end functionality. With a component-based approach the Toronto team should be fully responsible for one or more subsystems, the London team responsible for one or more subsystems, and the Bangalore team responsible for one or more subsystems. With a feature-team approach the Toronto team would implement all of the functionality, end-to-end, for a feature regardless of which subsystems that functionality affects. Agile teams typically aren't organized by job function (e.g. analysis is done in London, design and coding in Toronto, testing in Bangalore) due to the overhead of handoffs between sites, the increased risk of miscommunication due to less effective ways of communicating information, and the increased complexity of managing the work.
Adopt independent testing at scale. You may choose, or be forced to have, an independent test team that focuses on some of the more complex forms of testing. The general idea is that this team works in parallel to other subteams and tests their working builds on a regular basis. Having said that, the vast majority of the testing effort should still be done in a whole team fashion. If your team is experiencing agile scaling factors such as domain complexity or technical complexity then you may find that it makes economic sense to have an independent test team focus on forms of testing that are difficult for the subteams to address, in particular pre-production system integration testing. If your team is in a regulatory domain where independent testing is required, then you're better off to "shift left" this effort with an independent test team to reduce both cost and risk.
Offshore independent testing carefully. I would offshore independent testing only to organizations that I have a very good, long-term relationship with that have proven that they can work in a disciplined agile manner. I would also want to ensure that they have actual experience with agile independent testing AND are staffing the team with people that have that experience. A clear sign that they don't understand what is required is if the independent testing team is asking for a detailed requirements specification, an indication that they're planning on doing confirmatory testing which is better suited for whole team testing. Furthermore, I would only do this if I don't have adequate staff to do so myself AND do not have time to build up my own independent test team.
I suspect that you're going to find yourself in serious trouble if:
You do not have successful experiences with agile delivery in simpler (e.g. non-offshoring) situations first. Walk before you try to run.
You think you can save money by having agile programming done in one location and agile testing in another (the coordination costs are going to be much larger than you think)
You're offshoring testing because you're new to agile (in this situation you don't have the experience to organize let alone govern the offshored activities)
You work with a service provider where you don't have a proven track record with them when it comes to agile development (a proven track record with traditional approaches is a good start but still very risky)
In short, it can make sense to offshore agile testing in a very narrow range of situations. Be very careful.
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.
Modified by ScottAmbler
I was recently involved in an online discussion about how to calculate the benefits realized by software development teams. As with most online discussions it quickly devolved into camps and the conversation didn’t progress much after that. In this case there was what I would characterize as a traditional project camp and a much smaller agile/lean product camp. Although each camp had interesting points, the important thing for me in the conversation was the wide cultural and experience gap between the people involved in the conversation.
The following diagram summarizes the main viewpoints and the differences between them. The traditional project camp promoted a strategy where the potential return on investment (ROI) for a project would be calculated, a decision would be made to finance the project based (partly) on that ROI, the project would run, the solution delivered into production, and then at some point in the future the actual ROI would be calculated. Everyone was a bit vague on how the actual ROI would be calculated, but they agreed that it could be done although would be driven by the context of the situation. Of course several people pointed out that it rarely works that way. Even if the potential ROI was initially calculated it would likely be based on wishful thinking and it would be incredibly unlikely that the actual ROI would be calculated once the solution was in production. This is because few organizations are actually interested in investing the time to do so and some would even be afraid to do so. Hence the planned and actual versions of the traditional strategy in the diagram.
The agile/lean camp had a very different vision. Instead of investing in upfront ROI calculation, which would have required a fair bit of upfront requirements modelling and architectural modelling to get the information, the idea was that we should instead focus on a single feature or small change. If this change made sense to the stakeholders then it would be implemented, typically on the order of days or weeks instead of months, and put quickly into production. If your application is properly instrumented, which is becoming more and more common given the growing adoption of DevOps strategies, you can easily determine whether the addition of the new feature/change adds real value.
Cultural differences get in your way
The traditional project camp certainly believed in their process. In theory it sounded good, and I’m sure you could make it work, but in practice it was very fragile. The long feedback cycle, potentially months if not years, pretty much doomed the traditional approach to measuring benefits of software development to failure. The initial ROI guesstimate was often a work of fiction and rarely would it be compared to actuals. The cultural belief in bureaucracy motivated the traditional project camp to ignore the obvious challenges with their chosen approach.
The agile/lean camp also believed in their strategy. In theory it works very well, and more and more organizations are clearly pulling this off in practice, but it does require great discipline and investment in your environment. In particular, you need investment in modern development practices such as continuous integration (CI), continuous deployment (CD), and instrumented solutions (all important aspects of a disciplined agile DevOps strategy). These are very good things to do anyway, it just so happens that they have an interesting side effect of making it easy (and inexpensive) to measure the actual benefits of changes to your software-based solutions. The cultural belief in short feedback cycles, in taking a series of smaller steps instead of one large one, and in their ability to automate some potentially complex processes motivated the agile/lean camp to see the traditional camp as hopeless and part of the problem.
Several people in the traditional project camp struggled to understand the agile/lean approach, which is certainly understandable given how different that vision is compared with traditional software development environments. Sadly a few of the traditionalists chose to malign the agile/lean strategy instead of respectfully considering it. They missed an excellent opportunity to learn and potentially improve their game. Similarly the agilists started to tune out, dropping out of the conversation and forgoing the opportunity to help others see their point of view. In short, each camp suffered from cultural challenges that prevented them from coherently discussing how to measure the benefits of software development efforts.
How Should You Measure the Effectiveness of Software Development?
Your measurement strategy should meet the following criteria:
Measurements should be actioned. Both the traditional and agile/lean strategies described above meet this criteria in theory. However, because few organizations appear willing to calculate ROI after deployment as the traditional approach recommends, in practice the traditional strategy rarely meets this criteria. It is important to note that I used the word actioned, not actionable. Key difference.
There must be positive value. The total cost of taking a measure must be less than the total value of the improvement in decision making you gain. I think that the traditional strategy falls down dramatically here, which is likely why most organizations don’t actually follow it in practice. The agile/lean strategy can also fall down WRT this criterion but is much less likely to because the feedback cycle between creating the feature and measuring it is so short (and thus it is easier to identify the change in results to the actual change itself).
The measures must reflect the situation you face. There are many things you can measure that can give you insight into the ROI of your software development efforts. Changes in sales levels, how often given screen or function is invoked, savings incurred from a new way of working, improved timeliness of information (and thereby potentially better decision making), customer retention, customer return rate, and many others. What questions are important to you right now? What measures can help provide insight into those questions? It depends on the situation that you face, there are no hard and fast rules. For a better understanding of complexity factors faced by teams, see The Software Development Context Framework.
The measures should be difficult to game. Once again, traditional falls down here. ROI estimates are notoriously flakey because they require people to make guesses about costs, revenues, time frames, and other issues. The measurements coming out of your instrumented applications are very difficult to game because they’re being generated as the result of doing your day-to-day business.
The strategy must be compatible with your organization. Once again, this is a “it depends” type of situation. Can you imagine trying to convince an agile team to adopt the traditional strategy, or vice versa? Yes, you can choose to improve over time.
Not surprisingly, I put a lot more faith in the agile/lean approach to measuring value. Having said that, I do respect the traditional strategy as there are some situations where it may in fact work. Just not as many as traditional protagonists may believe.
The Scrum community has adopted a different set of terms than the other agile methodologies. This is done on purpose to help people realize that Agile approaches are different than traditional approaches, which can help in their adoption, but it can also hinder people's understanding because some of the terminology is not only non-standard it really doesn't make much sense. Because of this I'm often asked by people that I'm coaching to convert back and forth between terms, and recently wrote a detailed article on the subject. The following summarizes the mapping:
- Daily Scrum Meeting ==> Daily Stand-up Meeting
- Product Backlog ==> Work Item List
- Scrum Master ==> Team Lead or Team Coach
- Sprint ==> Iteration or Time Box
For more details read my article Translating Scrum Terminology
which includes explanations of a wider range of Scrum terms and discussions of why some of them really are questionable. Further reading:
I just wanted to share with you the Manifesto for Software Craftsmanship
which extends the Agile Manifesto
. The Manifesto for Software Craftsmanship states:As aspiring Software Craftsmen we are raising the bar of professional software development by practicing it and helping others learn the craft. Through this work we have come to value:
- Not only working software, but also well-crafted software
- Not only responding to change, but also steadily adding value
- Not only individuals and interactions, but also a community of professionals
- Not only customer collaboration, but also productive partnerships
That is, in pursuit of the items on the left we have found the items on the right to be indispensable.
I view this manifesto as an important step in the maturation of software development. More on this in a future blog posting.[Read More
During 2007 Per Kroll and myself invested a significant amount of time development a framework for lean development governance. This effort resulted in a series of three articles that were published in Rational Edge and a recently published white paper. The articles go into the various practices in detail whereas the paper provides an overview aimed at executives. I also recently did a webcast which is now available online. The URLs are at the bottom of this blog posting.
Development governance isn’t a sexy topic, but it critical to the success of any IT department. I like to compare traditional, command-and-control approaches to governance to herding cats – you do a bunch of busy work which seems like a great idea in theory, but in the end the cats will ignore your efforts and stay in the room. Yet getting cats out of a room is easy to accomplish, as long as you know what motivates cats. Simply wave some fish in front of their noses and you’ll find that you can lead them out of the room with no effort at all. Effective governance for lean development isn’t about command and control. Instead, the focus is on enabling the right behaviors and practices through collaborative and supportive techniques. It is far more effective to motivate people to do the right thing than it is to try to force them to do so.
This framework is based on the philosophical foundation provided by the 7 principles proposed in the book “Lean Software Development” by Mary and Tom Poppendieck. The 7 principles are:1. Eliminate Waste. The three biggest sources of waste in software development are the addition of extra features, churn, and crossing organizational boundaries. Crossing organizational boundaries can increase costs by 25% or more because they create buffers which slow down response time and interfere with communication. It is critical that development teams are allowed to organize themselves, and run themselves, in a manner which reflects the work that they’re trying to accomplish. 2. Build Quality In. If you routinely find problems with your verification process then your process must be defective. When it comes to governance, if you regularly find that developers are doing things that you don’t want them to do or are not doing things that they should be then your approach to governance must be at fault. The strategy is not to make governance yet another set of activities that you layer on top of your software process but instead should embed into your process to make it as easy as possible for developers to do the right thing. 3. Create Knowledge. Planning is useful, but learning is essential. 4. Defer Commitment. You do not need to start software development by defining a complete specification, but instead work iteratively. You can support the business effectively through flexible architectures that are change tolerant and by scheduling irreversible decisions to the last possible moment. This also requires the ability to closely couple end-to-end business scenarios to capabilities developed in potentially several different applications by different projects. 5. Deliver Fast. It is possible to deliver high-quality systems fast and in a timely manner. By limiting the work of a team to their capacity, by not trying to force them to do more than they are capable but instead ask them to self-organize and thereby determine what they can accomplish, you can establish a reliable and repeatable flow of work. 6. Respect People. Sustainable advantage is gained from engaged, thinking people. The implication is that you need a human resources strategy which is specific to IT, that you need to focus on enabling teams not on controlling them. 7. Optimize the Whole. If you want to govern your development efforts effectively you must look at the bigger picture, not just individual project teams. You need to understand the high-level business process which the individual systems support, processes which often cross multiple systems. You need to manage programs of interrelated systems so that you can deliver a complete product to your stakeholders. Measurements should address how well you’re delivering business value, because that is the raison d’etre of your IT department.
Based on our experiences, and guided by the 7 principles, Per Kroll and I identified 18 practices of lean development governance. We've organized these practices into 6 categories:1. The Roles & Responsibilities category: - Promote Self-Organizing Teams. The best people for planning work are the ones who are going to do it. - Align Team Structure With Architecture. The organization of your project team should reflect the desired architectural structure of the system you are building to streamline the activities of the team.
2. The Organization category: - Align HR Policies With IT Values. Hiring, retaining, and promoting technical staff requires different strategies compared to non-technical staff. - Align Stakeholder Policies With IT Values. Your stakeholders may not understand the implications of the decisions that they make, for example that requiring an “accurate” estimate at the beginning of a project can dramatically increase project risk instead of decrease it as intended.
3. The Processes category: - Adapt the Process. Because teams vary in size, distribution, purpose, criticality, need for oversight, and member skillset you must tailor the process to meet a team’s exact needs. - Continuous Improvement. You should strive to identify and act on lessons learned throughout the project, not just at the end. - Embedded Compliance. It is better to build compliance into your day-to-day process, instead of having a separate compliance process that often results in unnecessary overhead. - Iterative Development. An iterative approach to software delivery allows progressive development and disclosure of software components, with a reduction of overall failure risk, and provides an ability to make fine-grained adjustment and correction with minimal lost time for rework. - Risk-Based Milestones. You want to mitigate the risks of your project, in particular business and technical risks, early in the lifecycle. You do this by having throughout your project several milestones that teams work toward.
4. The Measures category: - Simple and Relevant Metrics. You should automate metrics collection as much as possible, minimize the number of metrics collected, and know why you’re collecting them. - Continuous Project Monitoring. Automated metrics gathering enables you to monitor projects and thereby identify potential issues so that you can collaborate closely with the project team to resolve problems early.
5. The Mission & Principles category: - Business-Driven Project Pipeline. You should invest in the projects that are well-aligned to the business direction, return definable value, and match well with the priorities of the enterprise. - Pragmatic Governance Body. Effective governance bodies focus on enabling development teams in a cost-effective and timely manner. They typically have a small core staff with a majority of members being representatives from the governed organizations. - Staged Program Delivery. Programs, which are collections of related projects, should be rolled out in increments over time. Instead of holding back a release to wait for a subproject, each individual subprojects must sign up to predetermined release date. If the subproject misses it skips to the next release, minimizing the impact to the customers of the program. - Scenario-Driven Development. By taking a scenario-driven approach, you can understand how people will actually use your system, thereby enabling you to build something that meets their actual needs. The whole cannot be defined without understanding the parts, and the parts cannot be defined in detail without understanding the whole.
6. The Polices & Standards category: - Valued Corporate Assets. Guidance, such as programming guidelines or database design conventions, and reusable assets such as frameworks and components, will be adopted if they are perceived to add value to developers. You want to make it as easy as possible for developers to comply to, and more importantly take advantage of, your corporate IT infrastructure. - Flexible Architectures. Architectures that are service-oriented, component-based, or object-oriented and implement common architectural and design patterns lend themselves to greater levels of consistency, reuse, enhanceability, and adaptability. - Integrated Lifecycle Environment. Automate as much of the “drudge work”, such as metrics gathering and system build, as possible. Your tools and processes should fit together effectively throughout the lifecycle.
The URLs for the 3 articles:Principles and Organizations: http://www.ibm.com/developerworks/rational/library/jun07/kroll/Processes and Measures: http://www.ibm.com/developerworks/rational/library/jul07/kroll_ambler/Roles and Policies: http://www.ibm.com/developerworks/rational/library/aug07/ambler_kroll/
The URL for the white paper:https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=swg-ldg
The URL for the webcast:https://www14.software.ibm.com/webapp/iwm/web/preLogin.do?lang=en_US&source=dw-c-wcsdpr&S_PKG=112907C[Read More
I'm happy to announce that a revised version of the Lean Development Governance
white paper which I co-wrote with Per Kroll is now available. This version of the paper reflects our learnings over the past few years helping organizations to improve their governance strategies.
There's a more detailed description of the paper here
At Agile 2009 in August Sue McKinney, VP of Development Transformation with IBM Software Group, was interviewed by DZone's Nitin Bharti about IBM's experiences adopting agile techniques. There are over 25,000 developers within IBM Software Group alone. Follow the link to the interview
to view it online (there is also a text transcript posted there. There's some great insights into the realities of scaling agile in large teams, in distributed agile development, and in particular how to transform a large organization's development staff.
I recently wrote a detailed article about Large Agile Teams that was a detailed walkthrough of how to structure agile teams of various sizes. I suspect that this is the most comprehensive online discussion of this topic. The article addressed the following topics:
Organizing Agile Teams. The article starts with a summary of the results of some industry research that I've done regarding the size of agile teams, showing that agile techniques are in fact being successfully applied on a variety of team sizes. It then goes into detail describing the organization structure of agile teams at various sizes. The article starts with a discussion of small agile teams, covering the common rhetoric of how to organize such a team and then making observations about what actually happens in practice. It then walks through two approaches to organizing medium sized teams of 15 to 50 people - a structure for a single team and a structure for a team of teams. Finally, it walks through how to organize a large agile program of 50+ people, focusing a fair bit on the need for a leadership team to coordinate the overall activities within the program. This advice is similar to what is seen in the SAFe framework although proves to be a bit more flexible and pragmatic in practice.
Supporting Large Agile Teams. The leadership structure to support a large agile team is reasonably straightforward once you understand the issues that such a team faces. In this section the article overviews the need for three important sub teams within your overall leadership team: The Product Delivery Team, The Product Management Team, and The Architecture Team. It also describes the need for an optional Independent Testing/Integration Team, something misleadingly labeled an integration team in SAFe, that reflects some of the known agile testing and quality practices that I've been writing about for several years.
Organizing subteams. The article includes a detailed discussion for how to organize the work addressed by agile sub teams within a large agile program. These strategies include feature teams, component teams, and internal open source teams. As you would expect with the Disciplined Agile Delivery (DAD) framework, the article clearly summarizes the advantages and disadvantages of each approach on provides guidance for when (not) to apply each one. I suspect you'll find this portion of the article to be one of the most coherent discussions of the Feature vs. Component team debate.
Tailoring agile practices. The article provides a detailed overview of how the various DAD process goals are tailored to address the issues faced by large teams. This advice includes: Do a bit more up-front requirements exploration; Do a bit more up-front architectural modelling; Do a bit more initial planning; Adopt more sophisticated coordination activities; Adopt more sophisticated testing strategies; and Integrate regularly. My hope is that you find this part of the article very illuminating regarding how the DAD framework provides flexible and lightweight advice for tailoring your approach to address the context of the situation that you face.
Other Resources. The article ends with a collection of links to other resources on this topic.
I welcome any feedback that you may have about Large Agile Teams.
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 was recently in Bangalore speaking at the Rational Software Conference, which was really well done this year, and visiting customers. In addition to discussing how to scale agile software development approaches, particularly when the team is distributed geographically and organizationally, I was also asked about what I thought about a software factory approach to development. My instinctual reaction was negative, software factories can result in lower overall productivity as the result of over specialization of staff (I prefer generalizing specialists
), too many hand-offs between these specialists (I find close collaboration to be far more effective), and too much bureaucratic overhead to coordinate these activities. I initially chalked it up to these people still believing that software development was mostly a science, or perhaps an engineering domain, whereas my experiences had made me come to believe that software development is really more art than it is a science. Yet, the consistent belief in this strategy by very smart and experienced people started me thinking about my position.
Just let me begin by saying that this blog posting isn't meant to be yet another round in the age old, and relatively inane, "art vs. science" debate within the software development community. That debate is a symptom of versusitis
, a dread disease which particularly plagues the IT industry and which can any of us at any time. There is no known cure, although the combination of experience, open-mindedness, and critical thought are the best inoculation against versusitis that we have so far. In that vein, let me explore the issues as I see them and I will let you think for yourself.
On the one hand software development has aspects of being an art for several reasons. First, the problem definition is never precise, nor accurate, and even when we have detailed specifications the requirements invariably evolve
anyway. The lack of defined, firm requirements requires us to be flexible and to adjust to the situation that we find ourselves in. Second, teams typically find themselves in unique situations, necessitating a unique process and tool environment to reflect this (assuming that you want to be effective, otherwise there's nothing stopping you from having a "repeatable process" and consistent tool environment). Third, software is built by people for people, requiring that the development team have the ability to build a system with a user interface which meets the unique needs of their end users. One has only to look at the myriad UI designs out there to see that surely there is a bit of art going on. Fourth, if software development wasn't at least partially art then why hasn't anyone succeeded at building tools which take requirements as inputs and produce a viable solution that we can easily deploy? It's been over four decades now, so there's been sufficient time and resources available to build such tooling. Fifth, regardless of how much of a scientific/business facade we put over it, our success rate at producing up front detailed cost estimates and schedules speak for itself (see Funding Agile Projects
for links to articles).
On the other hand software development has aspects of being a science for several reasons. First, some aspects of software development have in fact been automated to a significant extent. Second, there is some mathematical basis to certain aspects of software development (although in the case of data-oriented activities the importance of relational theory
often gets blown way out of proportion and I have yet to see a situation where formal methods proved to be of practical value).
What does this have to do with Agility@Scale. As you know, one of the agile scaling factors
is Organizational Complexity, and cultural issues are the hardest to overcome. Whether your organization believes that software development is mostly an art or mostly a science is a cultural issue which will be a major driver in you choice of methods and practices. Organizations which believe that software development is more of a science will prefer strategies such as software factories, model-driven architecture (MDA),
and master data management (MDM)
. And there is ample evidence to support the claims that some organizations are succeeding at these strategies. Although you may not agree with these strategies, you need to respect the fact that many organizations are making them work in their environments. Similarly, organizations which believe that software development is more of an art will find that agile and lean strategies are a better fit, and once again there is ample evidence that organizations are succeeding with these approaches (there's also evidence that agile projects are more successful
than traditional projects, on average). Once again, you may not agree with these strategies but you need to respect the fact that other people are making them work in practice.
Trying to apply agile approaches within an organization that believes software development is mostly a science will find it difficult at best, and will likely need to embark on a multi-year program to shift their culture (likely an expensive endeavor which won't be worth the investment). Similarly, trying to apply a software factory strategy in an organization that believes that software development is mostly an art will also run aground. The bottom line is that one size does not fit all, that one strategy is
not right for all situations and that you need to understand the trade-offs of various strategies, methodologies, techniques, and practices and apply them appropriately given the situation that you face. In other words, it depends! If you are embarking on a software process initiative, and you don't have the broad experience required to effective choose between strategies (very few organizations do, although many believe otherwise), then you should consider Measured Capability Improvement Framework (MCIF)
to help increase your chance of success.
The Agile Scaling Model (ASM) is a contextual framework for effective adoption and tailoring of agile practices to meet the unique challenges faced by a system delivery team of any size.
The ASM distinguishes between three scaling
- Core agile development. Core agile methods, such as Scrum and Agile Modeling, are self governing, have a value-driven system development lifecycle (SDLC), and address a portion of the development lifecycle. These methods, and their practices, such as daily stand up meetings and requirements envisioning, are optimized for small, co-located teams developing fairly straightforward systems.
- Disciplined agile delivery. Disciplined agile delivery processes, which include Dynamic System Development Method (DSDM) and Open Unified Process (OpenUP), go further by covering the full software development lifecycle from project inception to transitioning the system into your production environment (or into the marketplace as the case may be). Disciplined agile delivery processes are self organizing within an appropriate governance framework and take both a risk and value driven approach to the lifecycle. Like the core agile development category, this category is also focused on small, co-located teams delivering fairly straightforward systems. To address the full delivery lifecycle you need to combine practices from several core methods, or adopt a method which has already done so.
- Agility at Scale. This category focuses on disciplined agile delivery where one or more scaling factors are applicable. The eight scaling factors are team size, geographical distribution, regulatory compliance, organizational complexity, technical complexity, organizational distribution, domain complexity, and enterprise discipline. All of these scaling factors are ranges, and not all of them will likely be applicable to any given project, so you need to be flexible when scaling agile approaches to meet the needs of your unique situation. To address these scaling factors you will need to tailor your disciplined agile delivery practices and in some situations adopt a handful of new practices to address the additional risks that you face at scale.
The first step in scaling agile approaches is to move from partial methods to a full-fledged, disciplined agile delivery process. Mainstream agile development processes and practices, of which there are many, have certainly garnered a lot of attention in recent years. They’ve motivated the IT community to pause and consider new ways of working, and many organizations have adopted and been successful with them. However, these mainstream strategies (such as Extreme Programming (XP) or Scrum, which the ASM refers to as core agile development strategies) are never sufficient on their own; as a result organizations must combine and tailor them to address the full delivery life cycle. When doing so the smarter organizations also bring a bit more discipline to the table, even more so than what is required by core agile processes themselves, to address governance and risk.
The second step to scaling agile is to recognize your degree of complexity. A lot of the mainstream agile advice is oriented towards small, co-located teams developing relatively straightforward systems. But once your team grows, or becomes distributed, or you find yourself working on a system that isn’t so straightforward, you find that the mainstream agile advice doesn’t work quite so well – at least not without sometimes significant modification. Each of the scaling factors introduces their own risks, and when addressed effectively can actually reduce project risk, and for your project team to succeed you will want to identify the scaling factors applicable to the situation that you face and act accordingly. Unfortunately, this is a lot easier said (OK, in this case blogged about) than done.
IBM Rational advocates disciplined agile delivery as the minimum that your organization should consider if it wants to succeed with agile techniques. You may not be there yet, still in the learning stages. But our experience is that you will quickly discover how one or more of the scaling factors is applicable, and as a result need to change the way you work.
Modified by ScottAmbler
IBM Rational recently published an update to my Agility@Scale e-book, which can be downloaded free of charge. The e-book is a 21 page, 2.3 meg PDF (sorry about the size, guess the graphics did it) . It overviews the Agile Scaling Model (ASM) (which has since been replaced by the Software Development Context Framework (SDCF) ), Disciplined Agile Delivery (DAD), the scaling factors of agility at scale, and ends with some advice for becoming as agile as you can be. In short it's a light-weight coverage of some of the things I've been writing about in this blog the past couple of years. Could be a good thing to share with the decision makers in your organization if they're considering adoption agile strategies.
Modified by ScottAmbler
The following diagram summarizes a safe and proven strategy for scaling agile delivery strategies at the team level. There are three features of this strategy:
Basic agile and lean methods. At the base are methods such as Scrum, Extreme Programming (XP), Agile Modeling, Kanban, Agile Data, and many others. These methods are the source of practices, principles, and strategies that are the bricks from which a team will build its process.
Disciplined Agile Delivery (DAD). Building on mainstream methods is the DAD process decision framework, providing an end-to-end approach for agile software delivery. DAD provides the process mortar required to combine the process bricks, effectively doing the “heavy lifting” to describe how all of these great agile strategies fit together.
Agility at scale. Teams operating at scale apply DAD in a context driven manner to address the scaling factors that they face. These teams may be large, they may be geographically distributed in some way, they may face compliance constraints, they may be addressing a complex domain or technical environment, or they may be organizationally distributed in some manner. And usually combinations thereof. Without the solid foundation provided by DAD, agility at scale is incredibly difficult to achieve.
To scale agile successfully you must be able to tailor your approach to reflect the context that you face. To do this you must understand what your process and organizational structure options are and what tradeoffs each of those options has. Unless you’re a process expert, this can be challenging. This is where DAD’s process goal strategy comes in. Instead of prescribing a single way to do things, as we see in methods such as Scrum and SAFe, DAD instead captures your options in terms of process goals and guides you through making the decisions that best address the situation that you find yourself in. An example of a process goal diagram, in this case for the Inception phase goal Explore Initial Scope, is shown below.
The critical thing is that with a goal-driven approach it becomes much easier to understand how to scale agile. Depending on the context of the situation that a team finds itself in you will address each goal differently. The strategy for a small, co-located team facing a fairly straightforward situation in a non-regulatory environment works well for that team, the same strategy prescribed to a team in a different situation would put that team at risk of failure. Instead of prescribing a single way of working that is optimized for a specific situation we need to instead allow, and better yet enable, teams to adopt strategies that reflect the context of the situation that they face.
We’ve found that four of the twenty-two process goals seem to take about 80% of the tailoring impact. These goals are:
Explore Initial Scope. This is sometimes referred to as initially populating the backlog in the Scrum community, but there is far more to it than just doing that. This is an important goal for several reasons. First, your team needs to have at least a high level understanding of what they’re trying to achieve, they just don’t start coding. Second, in the vast majority of organizations IT delivery teams are asked fundamental questions such as what are you trying to achieve, how long will it take, and how much will it cost. Having an understanding of the scope of your effort is important input into answering those sorts of questions.
Identify Initial Technical Strategy. This is sometimes referred to as initial architecture envisioning or simply initial architecture modeling. You want to address this process goal for several reasons . First, the team should think through, at least at a high level, their architecture so as to identify a viable strategy for moving forward into Construction. A little bit of up-front thinking can increase your effectiveness as a team by getting you going in a good direction early in the lifecycle. It can also help to avoid injection of unnecessary technical debt as a result. Second, the team should strive to identify the existing organizational assets, such as web services, frameworks, or legacy data sources that they can potentially leverage while producing the new solution desired by their stakeholders. By doing this you increase the chance of reuse, thereby avoiding adding technical debt into your organizational ecosystem, and more importantly you reduce the time and cost of delivering a new solution as the result of reuse. You will do this by working with your organization’s enterprise architects, if you have any. This is an aspect of DAD’s philosophy of working in an enterprise aware manner.
Move Closer to a Deployable Release. This Construction phase process goal is important for three reasons. First, it encompasses the packaging aspects of solution development (other important development aspects are addressed by its sister goal Produce a Potentially Consumable Solution). This includes artifact/asset management options such as version control and configuration management as well as your team’s deployment strategy. Second, it provides deployment planning options, from not planning at all (yikes!) to planning late in the lifecycle to the more DevOps-friendly strategies of continuous planning and active stakeholder participation. Third, this goal covers critical validation and verification (V&V) strategies, many of which push testing and quality assurance “left in the lifecycle” so that they’re performed earlier and thereby reducing the average cost of fixing any defects.
Coordinate Activities. Although it is nice to believe that all of the coordination required by an agile team can be handled with a 15 minute stand up meeting every day the truth is far from that. This process goal addresses strategies for coordinating the work within a team, coordinating with other development teams (if needed), coordinating with IT groups such as your Enterprise Architects or data management group, and coordinating between subteams a programme or portfolio.
For a more detailed discussion of how these four process goals are the key to scaling your agile software delivery process, please refer to the whitepaper Scaling Agile Software Development: Disciplined Agile Delivery at Scale.
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).
As part of the Agile/Jazz event In Milwaukee on the 29th I'll be giving a talk about the realities of agile software development. The URL for the event is http://www.iconatg.com/lp/events/jazz/jazz_milwaukee.html and I hope to see you there.
- Scott[Read More