More Related Content Similar to The Disciplined Agile Enterprise: Harmonizing Agile and Lean (20) More from Bosnia Agile (20) The Disciplined Agile Enterprise: Harmonizing Agile and Lean1. The
Disciplined
Agile
Enterprise:
Harmonizing
Agile
and
Lean
Scott W. Ambler
scott@scottambler.com
Twitter: @scottambler
SARAJEVO, 27.10.2014
5. The Surveys
• Results of survey-based research will be shared throughout this
deck
• Availability:
– Detailed results are available free of charge at Ambysoft.com/
surveys/
– Includes all questions as asked, source data, and summary slide
decks
• Types of surveys:
– DDJ: Cross paradigm survey sponsored by Dr Dobb’s Journal
– Ambysoft: Agile-oriented survey sponsored by Ambysoft Inc.
– SA+A: Agile oriented survey sponsored by Scott Ambler + Associates
© Scott Ambler + Associates 5
7. • An agile enterprise is able to
anticipate and respond
swiftly to changes in the
marketplace.
• It does this through an
organizational culture and
structure that facilitates
change within the context of
the situation that it faces.
• Agile enterprises require a
learning mindset in the
mainstream business and
underlying lean and agile
processes to drive
innovation.
Agile
Enterprise
© Scott Ambler + Associates 7
8. • An Agile IT
organization must be
responsive to the
needs of the rest of the
enterprise while
“keeping the lights on”.
• An Agile IT
organization does this
via three ongoing
efforts:
– Plan
– Build
– Run
Agile Enterprise
© Scott Ambler + Associates 8
Agile
IT
9. • Disciplined agile
delivery teams produce
consumable solutions
often and early
• Agile delivery teams
must tailor their
approach to address
the situation that the
find themselves in,
particularly when
working at scale –
Context counts
Agile
Dev
Agile Enterprise
© Scott Ambler + Associates 9
Agile IT
10. Let’s explore
five important questions….
What is the current state of agile?
What is an agile enterprise?
What does agile IT look like?
How does agile delivery work in enterprises?
How do you transition to enterprise agility?
© Scott Ambler + Associates
10
12. How Would You Characterize Your Team’s
Development Process?
Ad Hoc, 13%
Iterative, 19%
Lean, 7% Other, 2%
Traditional, 8%
Agile, 52%
Source: DDJ State of the IT Union 2014 Q2 Survey
© Scott Ambler + Associates
12
13. I would rate my organization’s adoption of
agile as…
Great success,
11%
Success, 33%
Great failure,
Failure, 5%
Neither, 40%
2%
Too early to
tell, 11%
Source: SA+A 2014 Agile Adoption Survey
© Scott Ambler + Associates
13
14. Organizations Are Successfully Applying Agile at
Levels of Scale
Team Size
Two Hundreds
Geographic Distribution
Co-located Global
Organizational Distribution
Single division Outsourcing
Compliance
None Life critical
Domain Complexity
Straightforward Very complex
Technical Complexity
Straightforward Very complex
© Scott Ambler + Associates
Source: DDJ Summer 2012 State of the IT Union Survey
14
15. What Scaling Factors Do Software
Development Teams Face?
61%
44%
Team Size > 10
Geographically Distributed
Organizationally Distributed
Compliance
Complex Domain
Copyright 2014 Scott W. Ambler www.ambysoft.com/surveys/
92%
70%
61%
43%
68%
48%
90%
50%
66%
42%
Complex Technology
0% 20% 40% 60% 80% 100%
All Teams Agile Teams
Source: DDJ State of the IT Union 2014 Q2 Survey
16. Common Enterprise Challenges to Agile
• Bureaucratic cultures
• Differing IT and business goals
• Short term investment horizons
• Inflexible governance
• Little support for learning and
experimentation
• Organizational dependencies
© Scott Ambler + Associates 16
18. Let’s assume
that agile software
development
is the center
of the universe
for your organization…
© Scott Ambler + Associates 18
19. Agile/Scrum is a Good Starting Point
© Scott Ambler + Associates
19
• Construction focus
• Value driven lifecycle
• Self-organizing teams
• Prescriptive
• Project team aware
20. DAD Solidifies the Foundation
• Delivery focus
• Risk-value driven lifecycle
• Self-organization with
appropriate governance
• Goal driven
• Enterprise aware
© Scott Ambler + Associates
20
21. • Large teams
• Geographically distributed
teams
• Compliance
• Domain or technical
complexity
• Cultural issues
• Organizational distribution
© Scott Ambler + Associates
21
22. Individuals must become a truly
agile practitioner within the
evolving context of the situation
that they face
They will require training,
education and coaching
© Scott Ambler + Associates
22
23. Teams will self organize their
work strategy, their structure,
and their collaboration paths
to reflect the context of the
situation that they find
themselves in
They will require guidance to
do so effectively
© Scott Ambler + Associates
23
24. IT departments are often
sophisticated entities with teams
addressing a wide range of
situations and a wide range of
goals
Agile delivery teams are just part
of the overall mix, as are
operations teams, architecture
teams, portfolio management
teams, and many more
IT organizations will need to
adopt a wide range of strategies
that reflect the challenges that
they face
© Scott Ambler + Associates
24
25. © Scott Ambler + Associates
An agile enterprise is able to
anticipate and respond swiftly to
changes in the marketplace.
It does this through an
organizational culture and
structure that facilitates change
within the context of the situation
that it faces.
Agile enterprises require a
learning mindset in the
mainstream business and
underlying lean and agile
processes to drive innovation.
25
27. Why Many IT Departments Are Moving to Agile
70%
10%
20%
Plan
Build
Run
Current
50%
40%
Desired
10%
Plan
Build
Run
Plan – Guide the organization in IT-related manners
Build – Software teams provide consumable solutions on a regular
basis following lifecycles reflecting the context they face
Run – Operate and support the IT ecosystem
© Scott Ambler + Associates 27
28. The Agile IT Department: Plan
People Management
Portfolio Management
Program Management
Enterprise Architecture
Reuse Engineering
Data Management
Plan – Guide the organization in IT-related manners
Build – Software teams provide consumable solutions on a regular
basis following lifecycles reflecting the context they face
Run – Operate and support the IT ecosystem
© Scott Ambler + Associates 28
29. The Agile IT Department: Build
Continuous Delivery
Exploratory/Lean Startup
Lean/Kanban
Agile/Scrum
Other
Plan – Guide the organization in IT-related manners
Build – Software teams provide consumable solutions on a regular
basis following lifecycles reflecting the context they face
Run – Operate and support the IT ecosystem
© Scott Ambler + Associates 29
30. The Agile IT Department: Run
Release Management
Operations
Support
Continuous Improvement
Governance
Plan – Guide the organization in IT-related manners
Build – Software teams provide consumable solutions on a regular
basis following lifecycles reflecting the context they face
Run – Operate and support the IT ecosystem
© Scott Ambler + Associates 30
31. What Does DevOps
Mean to Your
Organization?
© Scott Ambler + Associates 31
Continuous delivery?
+ streamlined operations
and support?
Streamlined build (dev) +
streamlined run (ops)?
Your DevOps strategy will
reflect your organizational goals
32. What Does “Agile at
Scale” Mean to Your
Organization?
Large-scale Scrum?
Build for large agile/lean teams?
Agile for the IT department?
There is no one right answer for
how to scale agile to the IT
© Scott Ambler + Associates 32
level.
34. Disciplined Agile Delivery
(DAD) is a process decision
framework
The key characteristics of DAD:
– People-first
– Goal-driven
– Hybrid agile
– Learning-oriented
– Full delivery lifecycle
– Solution focused
– Risk-value lifecycle
– Enterprise aware
© Scott Ambler + Associates 34
35. The DAD framework fully
addresses the agile and lean
portions of Build…
Continuous Delivery
Exploratory/Lean Startup
Lean/Kanban
Agile/Scrum
© Scott Ambler + Associates 35
36. High Level Lifecycle
There’s more to solution delivery than construction
© Scott Ambler + Associates 36
38. Exploratory “Lean Startup” Lifecycle
Sometimes it takes time to identify what your
stakeholders actually need
© Scott Ambler + Associates 38
39. Lean Lifecycle
A full lean delivery lifecycle
© Scott Ambler + Associates 39
45. DAD Teams Are Enterprise Aware
• DAD teams strive to
leverage and enhance the
existing organizational
eco system wherever
possible
• Implications:
– Work closely with
enterprise groups
– Follow existing
roadmap(s) where
appropriate
– Leverage existing assets
– Enhance existing assets
© Scott Ambler + Associates 45
46. Governance is Built Into DAD
• Governance strategies built into DAD:
– Risk-value lifecycle
– Light-weight milestone reviews
– “Standard” opportunities for increased visibility and to steer the team
provided by agile
– Enterprise awareness
– Robust stakeholder definition
© Scott Ambler + Associates 46
47. The DAD framework is now being
extended to address Plan and Run
People Management
Portfolio Management
Program Management
Enterprise Architecture
Reuse Engineering
Data Management
Release Management
Operations
Support
Continuous Improvement
Governance
© Scott Ambler + Associates 47
51. Our Claim: The DAD
framework provides
a solid foundation
from which to scale
agile
© Scott Ambler + Associates 51
53. The Usual Transformation Strategy
© Scott Ambler + Associates
Dev
Team 1
Dev
Team 2
Dev
Team 3
Dev
Team 4
The Plan:
Dev
Team N
…
Dev
Team 1
Dev
Team 2
Dev
Team 3
Dev
Team 4
What Often Happens:
Fail
53
Observation:
You must address more than just the build aspects of IT.
54. An Enterprise Aware Transformation Strategy
© Scott Ambler + Associates
Dev
Team 1
Dev
Team 2
Dev
Team 3
Dev
Team 4
Dev
Team N
…
Enterprise
Architecture
Data
Management IT Governance …
54
Observation:
Plan and Run have different adoption time frames than Build.
55. Your Transformation Strategy Needs to Address…
© Scott Ambler + Associates
People &
Culture
Process
Tools
55
Observation:
All three categories are
important and
interconnected. 70%
20%
10%
56. How difficult were the following issues to
address during your Agile Adoption?
Changing our business culture
Adopting agile technical practices
Changing our IT culture
Using our existing tools in an agile manner
Adopting new agile development tools
Adopting agile management practices
Source: SA+A 2014 Agile Adoption Survey
© Scott Ambler + Associates
Most
Difficult
Least
Difficult
56
57. How important were the following issues to
address during your Agile Adoption?
Changing our business culture
Adopting agile management practices
Changing our IT culture
Adopting agile technical practices
Adopting new agile development tools
Using our existing tools in an agile manner
Source: SA+A 2014 Agile Adoption Survey
© Scott Ambler + Associates
Most
Important
Least
Important
57
58. Some Realities of Agile Transformation
• Coaches are very easy to find, good coaches experienced in enterprise
agile are not
• Transforming a few delivery teams is easy, transforming an organization
is not
• Effective coaches engage concurrently with:
– Delivery teams
– IT teams
– With the rest of the business
• Transformation takes:
– Years
– Ongoing investment
– Ongoing sponsorship
© Scott Ambler + Associates 58
60. • Disciplined agile
delivery teams produce
consumable solutions
often and early
• Agile delivery teams
must tailor their
approach to address
the situation that the
find themselves in,
particularly when
working at scale –
Context counts
© Scott Ambler + Associates 60
Agile
Delivery
61. • An Agile IT
organization must be
responsive to the
needs of the rest of the
enterprise while
“keeping the lights on”.
• An Agile IT
organization does this
via three ongoing
efforts:
– Plan
– Build
– Run
© Scott Ambler + Associates 61
Agile
Delivery
Agile IT
62. • An agile enterprise is able to
anticipate and respond
swiftly to changes in the
marketplace.
• It does this through an
organizational culture and
structure that facilitates
change within the context of
the situation that it faces.
• Agile enterprises require a
learning mindset in the
mainstream business and
underlying lean and agile
processes to drive
innovation.
Agile
Delivery
Agile Enterprise
© Scott Ambler + Associates 62
Agile IT
63. My parting advice….
Your organization is unique.
You need to tailor your
approach to reflect the evolving
context of the situation that you
face.
One “process size” does not fit
all, one organizational strategy
does not fit all, nor does one
tooling strategy.
© Scott Ambler + Associates 63
65. Thank You!
scott [at] scottambler.com
@scottwambler
AgileModeling.com
AgileData.org
Ambysoft.com
DisciplinedAgileConsortium.org
DisciplinedAgileDelivery.com
ScottAmbler.com
Disciplined Agile Delivery
Disciplined Agile Delivery
© Scott Ambler + Associates 65
66. Would You Like This Presented
to Your Organization?
Contact us at ScottAmbler.com
© Scott Ambler + Associates 66
67. Scott Ambler + Associates is the thought leader behind the Disciplined
Agile Delivery (DAD) framework and its application. We are a boutique
IT management consulting firm that advises organizations to be more
effective applying disciplined agile and lean processes within the
context of your business.
Our website is ScottAmbler.com
We can help
© Scott Ambler + Associates 67
69. Shuhari and Disciplined Agile Certification
At the shu stage you are beginning to learn
the techniques and philosophies of
disciplined agile development. Your goal
is to build a strong foundation from which
to build upon.
At the ha stage you reflect upon and
question why disciplined agile strategies
work, seeking to understand the range of
strategies available to you and when they
are best applied.
At the ri stage you seek to extend and
improve upon disciplined agile techniques,
sharing your learnings with others.
© Disciplined Agile Consortium 69
70. DAD is a Hybrid Framework
DevOps …and more
Outside In Dev. “Traditional” Agile Data
Extreme
Programming
Unified Process Agile Modeling
Scrum
Kanban Lean
DAD leverages proven strategies from several sources,
providing a decision framework to guide your adoption and
tailoring of them in a context-driven manner.
© Scott Ambler + Associates 70
SAFe
71. Disciplined Agilists Take a Goal Driven Approach
* Option
Goal Factor
Advantages
Disadvantages
Considerations
Default Option
*
© Scott Ambler + Associates 71
Explore the Initial
Scope
Form the
Initial Team
Address
Changing
Stakeholder
Needs
Source
Team size
Team structure
Team members
Geographic distribution
Supporting the team
Availability
Indicates a preference for
the options towards the
top
Co-located
Partially dispersed
Fully dispersed
Distributed subteams
72. Collaboration Pattern: Enterprise IT Team
• Individuals are members of both a delivery team
and an enterprise team
• Common examples include:
– Architecture Ownership Team (Enterprise
Architecture)
– Product Ownership Team (Product Management)
– Product Delivery Office (Portfolio Management)
• The delivery teams determine who will be in the
enterprise role for them
• Potential scheduling challenges for the people
in the enterprise roles due to multi-team
commitments
• The leaders of each enterprise team may be a
full time position
© Scott Ambler + Associates
72
Enterprise
Team
Delivery
Team
73. Example: Architecture Ownership (AO) Team
© Scott Ambler + Associates
73
• Responsible for developing
the architecture/technology
roadmap
• Delivery teams determine
who the architecture owner
(AO) is, and that person
becomes part of the AO
team
• The AO team meets
regularly to evolve the
roadmap based on the
hands-on learnings from the
AOs
• Ecommerce organization: 7
person AO team (of 250 IT
people)
• Software product org: 10
person AO team (of 130 IT
people)
74. Collaboration Pattern: Services Team
• Specialized services teams fulfill requests
from delivery teams
• Common examples of specialized services:
– Infrastructure/network
– Database administration
– Security
– Facilities
• The specialized services team will often
have a service level agreement (SLA) that
the work to
• Potential for the services team to become a
bottleneck
• They may supply specialists on a short
term basis to some delivery teams
© Scott Ambler + Associates
74
Service Request
Delivery
Team
Service
Team
Service
75. Example:
Database Administration (DBA) Team
• Responsible for supporting database development and database operation
© Scott Ambler + Associates
75
in production
• The delivery team submits a request, the DBA Team prioritizes it and then
fulfills it
• Ecommerce org: 5 person team (of 250 IT people)
• Software org: 2 person team (of 40 IT people)