2. Please note the following
IBM’s statements regarding its plans, directions, and intent are subject to change or
withdrawal without notice at IBM’s sole discretion.
Information regarding potential future products is intended to outline our general product
direction and it should not be relied on in making a purchasing decision.
The information mentioned regarding potential future products is not a commitment,
promise, or legal obligation to deliver any material, code or functionality. Information
about potential future products may not be incorporated into any contract. The
development, release, and timing of any future features or functionality described for our
products remains at our sole discretion.
Performance is based on measurements and projections using standard IBM
benchmarks in a controlled environment. The actual throughput or performance that any
user will experience will vary depending upon many factors, including considerations
such as the amount of multiprogramming in the user’s job stream, the I/O configuration,
the storage configuration, and the workload processed. Therefore, no assurance can be
given that an individual user will achieve results similar to those stated here.
2
3. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
3
4. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
4
6. What is Agile Software Development?
Principles driving Agile
adoption
Individuals and Interactions
over processes and tools
Working software over
comprehensive documentation
Customer collaboration over
contract negotiation
Responding to change over
following a plan
www.agilemanifesto.org
6
7. Why are Organizations moving to Agile?
Project success rates are up
Iterative
More effective at delivering higher
quality software
Quality
2.3
0.4
Agile
Traditiona
l
Ad-Hoc
Functionality
Money
Time
1.8
0.2
4.9
5.0
6.0
5.6
2.7
3.0
3.9
0.8
0.8
0.8
4.4
4.0
Agile
Iterative
Traditiona
l
Ad-Hoc
Bottom Line: Agile teams produce higher quality work, are quicker to deliver,
are more likely to deliver the right functionality, and more likely to provide
greater ROI than traditional teams
Source: Dr Dobb’s 2008 Project Success Survey,
http://www.ambysoft.com/surveys/success2008.html#Results
7
8. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
8
9. Agile Methodologies
Are approaches used by software teams to coordinate their activities and how they work
together (e.g. software processes)
Are approaches used by software teams to coordinate their activities and
how they work together (e.g. software processes)
Stress continuous customer feedback used to refine and deliver software
Stress continuous customer feedback used to refine and deliver software
Share common principles, see Agile Manifesto, but use different practices
Typically use the iterative and incremental software development practice
Typically use the iterative and incremental software development practice
Some Common Agile Methodologies
Lean Development (LD)
Scrum
eXtreme Programming (XP)
Evolutionary Project Management (Evo)
Test Driven Development
User Story Driven Development
Crystal
RUP - Rational Unified Process
ASD - Adaptive Software Development
DSDM - Dynamic System Development
Method
FDD - Feature Driven Development
9
11. The Scrum construction lifecycle
Project
Initiation?
Project
Selection?
Technical
Practices?
Release into
Production?
Enterprise
Disciplines?
Operate in
Production?
12. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
12
13. Problems of Scaling
SoS – Scrum Of Scrums
– Becomes more difficult after 6 or so Teams
– Planning & Ceremonial Events conflict
Doesn’t really address a Portfolio & Program View
– Still thinks of smaller “projects”
– Planning Roadmap horizons are still short
Fails to recognize that Waterfall still exists
Governance & Authority start to fail
– No Clear Content Authority once you scale to a Program or Portfolio level
– Who resolves priorities across dozens of teams?
– Who then drives releases?
Reporting & Metrics aren’t sufficient across large numbers of teams or programs
Traditional sources of information (Scrum/Agile Alliance) aren’t mature to help this
– Note: In Jan ‘2013 Ken Schwaber introduced CIF –Continuous Improvement Framework
13
14. What Should a Scaled Framework Address?
Multiple Agile Teams
– Should be able to handle dozens of teams (Scrum starts
to break around 7)
– Incorporation of XP Engineering practices
Waterfall Teams
– They still exist. Not everything can be Agile
Program Level planning and views
Governance and shared resources
(like Enterprise/System Architects, UX, etc.)
Specialized teams for Release planning, system
integration
Clear content authority
Portfolio Management and the management of WIP
16. Concept: The Agile 3C rhythm
The coordinate-collaborate-conclude rhythm occurs at several
scales on a DAD project:
Daily rhythm
Transition
Collaborate
Conclude
Iteration
Planning
Development
Stabilize
Coordinate
Iteration rhythm
Construction
Coordinate
Release rhythm
Inception
Collaborate
Conclude
Coordination
Meeting
Daily work
Stabilize
Coordinate
Collaborate
Conclude
22. Disciplined Agile Delivery (DAD) is the Foundation for
Agile at Scale
Compliance
Domain Complexity
Technical
Complexity
Geographic
Distribution
Team Size
Organizational
Distribution
Outside In Dev.
SAFe
XP
Scrum
And more…
Agile Modeling
Kanban
Lean
Disciplined Agile Delivery (DAD)
DAD leverages proven strategies from several sources
providing a decision framework to guide your adoption and
tailoring in a context-driven manner.
29. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
29
30. Rational tooling to support Agile
Collections linked to
Stories
Requirements Management
• User Stories and AC linked to
support coverage and impact
analysis
• Rqts. Comm. / sign-off
• Custom artifacts and
templates implemented to
support Agile Process
Rational
Rqts.
Composer
Rational
Team
Concert
•
Defects linked to Test
Cases
Jazz
Platform
AC linked to Test
Cases
Tool integration supports end-to-end
Tool integration supports end-to-end
Tool integration supports end-to-end traceability.
traceability.
traceability.
30
•
•
•
Work Items & Collaboration
Agile backlogs
Tasks to track work effort
Agile dashboards for executive
reporting
Code management via
BuildForge
Quality Management
• Test Plans
• Test Cases
• Evaluating Rational
Tester for regression
automation
Rational
Quality
Manager
31. Process Templates – Out of the Box
There are a number of process templates that come out of the
box with RTC v4.x:
•Cloudburst Sample Process
•Formal Project Management
•OpenUP Process
•Scrum
•Simple Team Process
•Unconfigured Process
Other process templates:
•Disciplined Agile Delivery
•SAFe Portfolio
•SAFe Program
31
Process Template
Extract
Create
Project
34. SAFe Template for RTC
RTC already has Scrum & Kanban process
templates but it didn’t have one for SAFe
New workitem types needed to be created:
– Feature
– Theme
– Risk & Risk Action
New Roles and Security
– Product Manager
– Release Train Engineer (Conductor)
Specialized Virtual Teams
– System Team
– Release Management
– Architecture & UX
34
35. SAFe Portfolio (RTC Process Template)
Roles
Timeline
35
Teams
Work Item Types
Categories
36. Solution outline for Outsourced Software Delivery Governance
Built on a core solution set; augmented with IBM Best Practices
PORTFOLIO STRATEGY and MANAGEMENT
Develop outsourcing strategy and consolidate organizational
demand to prioritize capability needs
REQUIREMENTS MANAGEMENT
Translate Business Needs into Actionable
SW Requirements, driving SOW agreements
QUALITY MANAGEMENT
Achieve “quality by design” with integrated user
acceptance testing, facilitating customer sign-off
COLLABORATION, PLANNING & CHANGE MANAGEMENT
Collaborate across geographically distributed software
development suppliers using common planning and scheduling
PERFORMANCE REPORTING and ANALYSIS
Automated, transparent collection of role-based dashboards to drive SLA
and Supplier performance reporting and analysis across the SW Supply Chain
36
Open Services for Lifecycle
Collaboration Integration
Strategy
37. Solution Overview – Extended Solution
Team Concert
Focal Point
Business Needs >>
Plan Items
Demand management
Portfolio decisions
Work order tracking
Project, portfolio, supplier metrcs
Link to Release Plan
Release and iteration planning
Plan item / story implementation
tracking
Detailed metrics
System Architect
Architectural & impact analysis
Schedule and status
Rational Insight
Link to Test
Plan
Business Needs
>> Collections
Enterprise reporting
Reqts and
Stories
Reqt
details and
estimates
Stories and
Tests
Rational Publishing
Engine
Published reports
Requirements Composer
Quality Manager
Business need elaboration
Requirements collaboration
Acceptance criteria definition
Acceptance test planning and
execution
Detailed metrics
Reqts and
Tests
Rational Test
Workbench
Test automation and
virtualization
38. Agenda
Agile Development
Typical Agile Methods
Extended Agile Frameworks
–Disciplined Agile Development
–Agile at Scale
–Scaling Agile Framework
Supporting Agile at Scale with Rational Tools
Conclusion
38
{"16":"Consider things from the point of view of a team member. The daily stand up meeting is followed by work that, at the end of the day, is stabilized and committed. This cyclic rhythm takes place in another rhythm of an iteration. At a still higher level, you have the cyclic rhythm of Inception, Construction, and Transition.\nRhythms are important to keep a large team in sync as well as avoiding burnout. \nSuggested reading:\nSoftware Development Rhythms: Harmonizing Agile Practices for Synergy. Kim Man Lui and Keith C. C. Chan (2008)\n","11":"See www.ambysoft.com/essays/agileLifecycle.html\nThis is the Scrum construction lifecycle. There are a lot of good ideas here, but it’s not complete.\nScrum practices:\nProduct Backlog – Prioritized stack of requirements\nValue-Driven Lifecycle – Deliver potentially shippable software each sprint\nSelf Organization – The people who do the work are the ones who plan and estimate it\nRelease Planning – Develop and then maintain a high-level project plan\nSprint Planning – At the beginning of a sprint, the team plans in detail what they will deliver and how they will do the work\nDaily Scrum Meeting – Each day, hold a 15-minute coordination meeting\nSprint Demo – At the end of the sprint demo show what you’ve built to key stakeholders\nRetrospectives – Take the opportunity to identify opportunities for improvement throughout the project.\nRoles:\nScrum Master – Team lead\nProduct Owner – Responsible for prioritizing items in the product backlog, represents the stakeholders\nTeam Member – Developers, … on the team\n","39":"Optional slide. Graphic is available in English only.\n","17":"There are several activities that occur iteratively throughout Inception:\nBuild the initial team – people build solutions\nDevelop a shared vision – what are the goals? Who are the stakeholders? What are you trying to achieve?\nInitial requirements envisioning – What is the scope?\nInitial architecture envisioning – What is the technical vision?\nSetup the environment – The team needs tools, a place to work, and other resources\nInitial high-level release planning – How long will the project take? What will be the cost?\n","6":"Active User Involvement•Small Empowered Teams•Frequent Delivery of Products•Iterative Development and Prototyping•Computer Assisted Systems Engineering (CASE)\n","1":"Author Notes:\nThis is the PowerPoint template for the Innovate 2013 Track Sessions\nThis template has been built in PowerPoint 2003. If you’re using PowerPoint 2007 or above, you may experience different usability results than what is provided as guidance here.\nTo allow all masters of your exiting presentation to be updated correctly, download this template to your hard drive and copy your existing slides into the new template using slide sorter.\nIBMers can find additional information on presentation guidelines and resources at:https://w3-connections.ibm.com/wikis/home?lang=en-us#!/wiki/Rational%20Presentation%20Templates,%20Guidelines,%20and%20Resources\nIBM Rational presenters can leverage existing brand-level assets and sparklers (including Rational Brand Messaging Slides, Client Success Slides and Client Quotes, Statistics) from SSW’s Brand Content Page:https://w3-03.sso.ibm.com/software/xl/myportal/content?synKey=R789607U42052O71\nImagery guidelines: Avoid using cartoon like clip-art, use photo-art instead. Third party material cannot be used in a presentation without written permission (this includes product and Web page screen shots, and photos). Images must be acquired from a ‘royalty-free to use’ source such as:\nMicrosoft or Lotus Symphony Clip Art library\nhttp://www.freebyte.com/clipart_images_photos_icons/#freevectorgraphics\nhttp://www.freedigitalphotos.net/\nIBMers can use royalty-free images from the following repositories:\nIBM Brand Systems Center / Assets / PhotographyLogin instructions: https://w3-connections.ibm.com/forums/html/topic?id=c1082624-e54c-4e04-bad1-ddb150ac7540\nIBM Software Story Imageshttps://w3-connections.ibm.com/files/app#/collection/b7570645-b2f8-4450-a27f-9269a163fc2d\nIBM Rational Presentation Image Library: https://w3-connections.ibm.com/wikis/home?lang=en_US#!/wiki/Rational%20Presentation%20Templates,%20Guidelines,%20and%20Resources/page/Presentation%20Image%20Library\n","40":"Mandatory closing slide (1 of 2)\nAcknowledgements and disclaimers\nIBMers must include This mandatory “Acknowledgements and Disclaimers” slide at the end of your presentation before the closing “Thank You” slide.\n- You will need to customize the “Acknowledgements and Disclaimers” text in red appropriately.\n","18":"Iterations are also referred to as time boxes and sprints (in Scrum).\nAt the beginning of the iteration the team plans what they are going to do and how they’re going to do it that iteration. This may include some modeling.\nThroughout the iteration the team does the work to address the work items for that iteration.\nToward the end of the iteration the team stabilizes the solution, ensuring that it works and is sufficiently tested. The team will also demo the solution to key stakeholders to show what they accomplished and to get feedback. They may also hold a reflection meeting, such as a retrospective, to identify potential ways to improve their process.\nThe iteration rhythm is determined by the iteration length. Fixed iteration length helps drive the reliable rhythm of a project. Without this rhythm, you are constant revising, re-estimating, and reconciling \nDiagram used with permission from the forthcoming book “Disciplined Agile Delivery (DAD): An Introduction” by Mark Lines and Scott Ambler (tentative publication date June 2011)\nAgile principle #7: Working software is the primary measure of progress. \nAgile principle #12: At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly\n","7":"http://www.ambysoft.com/surveys/success2008.html#Results\nThe Survey Results\nThe results of the survey is summarized in the article XXX published in the February XX 2009 issue of Information Week.\nSome findings include:\nAs Figure 1 depicts, iterative and agile project teams had higher success rates than traditional, which in turn had higher success rates than ad-hoc. \nPeople really don't define success in terms of "on time, on budget, to specification" regardless of what the theory folks may claim. For example: \n83% of respondents believe that meeting actual needs of stakeholders is more important than building the system to specification. \n82% believe that delivering high quality is more important than delivering on time and on budget \n70% believe that providing the best ROI is more important than delivering under budget \n58% believe that delivering when the system is ready to be shipped is more important than delivering on schedule \nFor all the "RUP bashing" that goes on within the agile community, as Figure 1 shows iterative projects are just as successful as agile projects. \nFigure 2 depicts how iterative and agile approaches are more effective delivering higher quality, greater ROI, better stakeholder satisfaction, and deliver in a timely manner compared with traditional and ad-hoc approaches. Traditional approaches were better than ad-hoc when it came to quality, but ad-hoc approaches were better at delivering functionality. \nFigure 3 depicts the success rate by paradigm and distribution level. Regardless of paradigm, the more distributed the team the lower the success rates. For any given distribution level, agile/iterative always did as good or better than traditional approaches, and traditional always did better than ad-hoc. \n","2":"Please note the following\nIBMers must include the next slide (verbatim) after your title slide.\nIBMers must also include the mandatory “Acknowledgements and Disclaimers” slide (see slide 10) at the end of your presentation before the closing “Thank You” slide.\n- You will need to customize the “Acknowledgements and Disclaimers” text in red appropriately.\n","41":"Mandatory closing slide (2 of 2)\nThank You Slide (available in English only). \n","30":"RRC\nused for requirements management\ncustom artifacts defined and implemented to support current Agile Process\ncustom templates defined and implemented to support current Agile Process (e.g. user story, Acceptance Criteria, requirements package)\nRQM\nUsed for solution validation\nProcess initiated to implement automated testing with Rational Tester for regression purposes\nTest cases linked to requirements in RRC\nRTC\nUsed for project collaboration\nHouses: \nproduct backlog\nSprint plan\nSupports reporting which is regularly reviewed by leadership\nUsed for code management using BuildForge\nUsed to run key agile ceremonies: daily scrum; retrospective\n","19":"The day starts with a short meeting to coordinate everyone’s activities.\nThe majority of the day is focused on working on the tasks.\nAt the end of the day you hopefully have a working build of the solution. You may also have working builds throughout the day as well.\nNotice that activities around picking up email, attending non-team related meetings, … aren’t included. These sorts of activities are outside the scope of a “DAD day” although clearly they still need to occur. Many DAD teams will leave enough time in the morning and at the end of day for people to deal with email. Interactions with other teams, such as reviewing their work and providing feedback, should be scheduled on an as-needed basis.\nDiagram used with permission from forthcoming book “Disciplined Agile Delivery” by Mark Lines and Scott Ambler (expected publication June 2011)\n","20":"Coordinate:\nFor teams that deploy continuously, on the order of days or a few weeks, then your construction efforts will be so disciplined that you don’t need to do much planning for this phase because you simply follow your regular procedures, many of which are likely to be automated \nCollaborate:\nThis could be a huge range of effort.\nFor continuous deployment environments, this may be virtually nothing more than doing a final build and regression test run (which in itself could run for days or weeks depending on the complexity of the solution). \nFor environments where you don’t deploy very often this often gets drawn out because you likely won’t have automated this effort and because the deployments include more functionality (thereby increasing the complexity of the deployment effort, potentially exponentially).\nConclude:\nDo light-weight review for production readiness.\nThis is one deployment step that you don’t want to automate typically, but instead someone(s) must make a conscious decision to deploy.\n","9":"Agile v. Formalised Methods×Not anti-method but ‘just enough’ method –part of general ‘lean’ movementדEverything in life should be as simple as possible but no simpler”×Many examples: SCRUM, ASD, DSDM, XP, dx, FDD, Crystal, Lean Programming, Agile Modelling, Pragmatic Programming•Value Statement Tradeoffs ×Individuals and interactions OVER processes and tools×Working software OVER comprehensive documentation×Customer collaboration OVER contract negotiation. ×Responding to change OVER following a plan•2/3 of IT companies will use agile methods within 18 months (Sliwa, 2002)\n","15":"The disciplined agile delivery lifecycle expands upon the Scrum construction lifecycle in three important ways: \nIt has explicit project phases, recognizing that agile delivery is really iterative in the small and serial in the large. \nIt includes a full range of practices. This includes initial requirements and architecture envisioning at the beginning of the project to increase the chance of building the right product in the right manner, as well as system release practices. \nIt includes more robust practices. The lifecycle of this figure explicitly reworks the product backlog in the previous slide into the more accurate concept of a ranked work item list. Not only do agile delivery teams implement functional requirements, they must also fix defects (found through independent testing or by users of existing versions in production), provide feedback on work from other teams, take training courses, and so on. \nSee www.ambysoft.com/essays/agileLifecycle.html\n"}