2. Agenda
What is Agile?
Why is it relevant?
How should it be Practiced?
Who are the Practitioners?
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3. Imagine
Imagine…each time one ordered a
meal at our favorite restaurant, the
owners went out shopping for the
ingredients to cook.
BMW sells its customers an
“Experience”…not an “Automobile”.
Even Nano from the Tata Group
promotes utility…not cheap parts.
There are 300 years + watch making
companies in Geneva who strive at
producing “Geneva Certified Quality”
watches for customers worldwide,
each costing sometimes over a
million dollars…and each of these
watches containing thousands of tiny
parts that are all brought together in
a fine precision for life long
performance. Is it fair to say that the
customers here are buying an
investment for generations?
Imagine…television 10 years ago…u
got canned stories. With
globalization, you have live feeds
from anywhere in the
world…anytime, anywhere delivered
to you as a personal experience.
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4. AGILE = CONCURRENCE + COLLABORATION
+ COMMUNICATION + CONTINUOUS
Agile is a Process and Method to deliver Strategic Business
Outcomes (Not Just Software!):
Bringing New Business Models to life faster with “Product & Process
▬
Innovation”.
▬ Integrating the new Business Model with the existing one seamlessly
without causing dysfunction to the current operations.
▬ Generating Productivity Innovating on the existing Processes (Out of the
Box).
▬ Integrating the Process Innovation with the Operational Continuous
Improvement practices (Reengineering).
In essence, Agile is about the business being able to achieve
growth and productivity; without compromising one for the other.
Agile is about the four C’s – Concurrence,
Most critically,
Collaboration, Communication and Continuous.
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5. The Agile Framework in a comparative Non –
Manufacturing Business Context
We are looking at this comparison because of the origins of Agile. It is an adaptation in the
Services Sector from the Manufacturing Principles of Lean & Flow Based Manufacturing.
Business & Systems Implementation
Program & Projects
Artifacts Delivery
MANUFACTURING
SET - UP PACKAGING
OPERATION
Enterprise Architecture Business Context Version, Release
Management
Deployment
Localization Customization
RETAIL /
LOGISTICS DISTRIBUTION
CONSUMPTION
User Management
Reach / Features Reach / Features &
Incorporation Function Integration
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7. The Agile Iterative Cycle
DEFINITION EXECUTION OUTCOME
PHASES STRATEGIC / PROGRAM APPLICATION / ENTERPRISE
Iterative Design Iterative Development
LEVEL – Business Logic COMPONENTS –
TECHNOLOGY VERSION
(Value Chain Design) MANAGEMENT EXTERNAL & INTERNAL
CUSTOMER UNIVERSE
STAGES OPERATIONAL / ,, ENTERPRISE
PROJECT LEVEL – COMPONENTS
Inherited Business Logic Repository– INTERNAL
(Enterprise Process CUSTOMERS
Design)
ACTIVITIES Business Operational APPLICATION RELEASE BUSINESS OBJECTS
Process Design – Policies MANAGEMENT REPOSITORY
& Procedures involving
& Deployment
Core & Support Processes
as well as Systems
Integration
Use Case Design –
TASKS ,, CLASS & CODE
Straight Flow, Alternate LIBRARIES
Flow & Exception Flows
with Business Rules &
Algorithms
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8. Comparison between Agile Environment &
Others
Agile is “Business Continuous” Others are discrete Programs /
& “Business Iterative” Projects that are event based.
• Scan External Environment /
• Define ~ ~ ~
Performance
• Envision • Scan Internal Environment /
• Calibrate Performance DEFINE DESIGN BUILD TEST TRAIN DEPLOY MEASURE
• Scan Competitive Environment /
• Implement
Performance
• Deliver • Establish Gaps Usually confused between the distinctions of High Level
• Measure • Define Programs / Projects & Low Level Design.
• Measure Business Performance
Scope becomes a factor of the ability of the development
team capabilities rather than the priorities of business.
Proof Of Proof Of Iteration Cycles are not responding to the multiple
Concept Success dimensions of the business requirements and therefore
the complexity. Rather complexity here is only the single
dimension of Implementation emerging from Skills /
Capability (Divorced from Business Priority) to deliver.
Virtually no Business Components library; at best, a
• Define code library available for re-use which is the lowest
• Design common denominator from an asset point of view.
• Build Problems of Integration faced in implementation more
• Test than in design.
• Train SLA driven measurements rather than business
• Deploy outcome driven measurements.
• Measure Unified Quality & Standards is a myth. Does not happen!
Programs and Projects are undertaken not just to
Proof Of ease the life of Programmers but to make Business
& their Customers successful!
Reality
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9. The Inter-dependence between Enterprise
Architecture & Business and Systems Artifacts
Strategy
Customer
Demographics &
Psychographics
Infrastructure
Business
The Method to Processes
deploy including
Interconnecting
Security, Data
the Customer
Integrity,
Universe with
Business
Networking &
Logic & Rules
Communications
&
Systems
Artifacts
People
Capabilities
Applications &
Technology Roles Based
Integration with Access,
Authorization,
Current / Legacy
Systems Authentication &
Willingness to Act
Mutually Inclusive Design, Development & Deployment
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10. The Inter-dependence between Program &
Projects Planning and Business Context
New Ideas
and Concepts
Existing and / New
or Foreseen Business
Problems Opportunities
Program
&
Projects
Changing
Business
New Events /
Goals &
Compliance
Objectives
Mutually Inclusive Business Context Management
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11. The Offshore – Onshore Discussion
Traditional Methods Agile Method
Business Requirements are dictated by Business Requirements are modeled
business. They are reactive. collaboratively. They are responsive.
Scope Creep is the major issue. IT clamps the Scope creep will still be the issue. IT will have
business to freeze the scope. to lead the scope definition with alternatives.
Business would engage with IT and onshore Business will have to change focus on go
companies for fixed period of times on projects offshore to model business artifacts every
to provide their inputs and validate the quarter for a few days as part of their job
outcomes. responsibility.
Dependency is on one –one interaction even Dependency will have to be on one – many
with focus groups and De Bono’s six thinking with the focus on continual evolvement.
hats concepts being practiced. Teams organized as collaborators irrespective
Teams organized as two opposing camps –
of shores, based on roles and capabilities. Flow
one supervising the other. based manufacturing needs teams with pre-
defined roles to complete process loops on
Force fitting Agile into Waterfall and SSADM
each line of production.
cannot work; especially in an Outsourcing
environment. Agile requires a Shared Services
environment to succeed in an Outsourcing /
Partnering mode.
Program / Project Portal, Telepresencing, WebEx / Live Meeting, Videos, Blogs, Podcasts, Wiki’s,
Mashups, Corporate Learning Network and Communities, Resources, Experts, & Training must be
leveraged intelligently.
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12. Agile: Critical Success Factor
For Agile to succeed, the connection as shown in the illustration below is extremely
important between business and development environment.
The business and its Information Systems building partners must be connected across
the EIS, EKS and WMDM environments.
This connect as a Process determines the Concept to Delivery of both; Mind to Market
(M2M) and Time to Market (T2M) Solutions for business customers.
If this is a shared environment between Business, its IT Group and external service
providers, it can bring about true productivity and growth including the advantage of
Open Source Innovation as an Agile Continuous Process; not just as a discrete event
however well managed it might be.
Transactional Experiential Productivity & Growth
Data Information Intelligence Knowledge Applications Innovation
Enterprise Enterprise Meta
Contextual
Data Management
Information Knowledge
(EMDM)
Systems (EIS) Systems (EKS)
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13. The Structure of Meta Data
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14. The Definitive View of Enterprise Architecture
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15. The Mechanics of Operating an Enterprise
Architecture
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17. The Summary of Agile Methodology
“Planning” is everything.
A Plan is NOTHING!
DWIGHT EISENHOWER
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