Disciplined Agile

Jas Madhur and Scott Ambler Presentation for PMI Luxembourg November 22nd, 2016 - Chambre des Metiers, Kirchberg

#pmiluxagile Agenda

• Part 1 – Jas Madhur (Luxembourg) • Part 2 – Plan A - Scott Ambler (Toronto) • Part 2 – Plan B – Slides. No refunds. Free event. Even food! Sponsors.

• agilepartner • Since 2004 architecting agile information systems • Don’t worry be AP! • Lux – Advisory • Since 2009 consulting company specialising in organisation and strategy

Questions and comments use #pmiluxagile Part 1 - Jas Madhur – Who am I?

• PMI Luxembourg – Director of Finance … 2017 + Sponsorship • Agile Practitioner / Methodologist • 1993 Iterative/Object Oriented Development (Canadian Air Traffic System) • 1997 Rational Unified Process (RUP) Development Team (IBM Rational Software) • 2004 Agile Vancouver – Dr.Philippe Kruchten • 2008 Agile Toronto – Scott Ambler • 2011 Luxembourg • AZUR ERP for Health Insurance Companies • SMEs • Agile RUP (Matisse) • PM / PMO • Write proposals and submit tenders EU institutions at infeurope • jasmadhur.blogspot.com - @jmadhur Who are you? Why are we here?

• Audience • IT Project Managers • HR • Curious about what is all this ‘AGILE’ noise is about? • Know • Agile. Like teenage romance. Rampant and variable. Great experts. Let’s hope it’s safe. • Patterns and anti-patterns of agile and agility. • Do • How could the agile approach be useful throughout your organization? • Think • Being agile stimulates evolution and innovation. • Feel • Being agile and adaptive is engrained in our DNA. • It’s natural. The Context

• Software/Systems Engineering • 1 Dimensional .. Waterfall .. DoD Mil-Spec 2167a • 2 Dimensional .. Iterative .. IBM Rational Unified Process (RUP) (1996) • Market Pressures of the “Internet Economy” • Small Teams • The Agile Movement • Rapid Delivery and Innovation • A Balanced Reliable Approach • Disciplined Agile DoD Mil-Spec 2167a (1989)

Hardware (HW) Computer Software (CS) Unit (U) Component (C) Configuration Item (CI) Baselines WATERFALL 1. System Rqmts 2. Rqmts Analysis 3. Design – Preliminary 4. Design – Detailed 5. Coding 13+ 6. Testing (CSU) 7. Integration 8. Testing (CSC) 9. Integration 10. Testing (CSCI) 11. Integration 12. Testing (System) 13. FAT 14. SAT The Rational Unified Process (RUP) (1997)

• Software Development Lifecycle (SDLC) • Approximate to the solution • Iterative • Time Bound • Risk Focused • Attack! • Useable deliverables • Out of the “Chaos” • Scalable and Adaptable • Invocation Patterns based on complexity • Options and Tradeoffs • Cohesive View - Breakdown silos. Adapting to Complexity and ‘Ceremony’

• Management Complexity • High (Bigger Teams) • Lower (More Informal) • Technical Complexity • High (Many unknowns) .. Unk-Unks • Lower (Predictable cost & schedule) Ambysoft – Enterprise Unified Process (EUP)

• Broader • Production • Retirement • Operations & Support • Wider and Cohesive • Enterprise Business Modeling • Portfolio Management • Enterprise Architecture • Strategic Reuse • People Management • Administration • Process Improvement “Information Highway” New Economy Climate

• Get me a developer! • Paired Programming • XP • Test First Development • No tomorrow • Get it working today • Get it funded • Schwaber & Beedle • Agile Software Development with Scrum (2002) 2001 .. Agile Manifesto

14 Signatories • Alistair Cockburn • Andrew Hunt • Arie van Bennekum • Brian Marick • Dave Thomas • Jeff Sutherland • Jim Highsmith • Jon Kern • Ken Schwaber • Martin Fowler • Mike Beedle • Robert C. Martin • Ron Jeffries • Ward Cunningham Scrum – Key Terminology

Priorities Matisse = Agile_RUP

jasmadhur.blogspot.com Agile Patterns and Anti-Patterns

Pattern Anti-Pattern • Focused ‘self organized’ team • Not my job! • Transparency / Communication / F2F • Co-Located cross functions • Not holistic • Collaboration tools • Walls/white boards radiate info! • Assigned to multiple projects • Visible progress • Cumbersome bureaucracy and • Fail Fast .. Welcome change. processes • Deliver working software early and often • Maintain constant pace • Small steps, important things first • Customer satisfaction Meanwhile, a few words about LEAN

• Define ‘Value’ .. Functionality (Features)/Cost/Schedule

• Focus: Flow: Create a value stream delivery process (JIT – Just in Time, Kanban) • Purpose: See the whole, Empower the team, Eliminate Waste, Deliver Fast • Approach: Many small improvements (Kaizen .. Continuous Improvement) • Performance Measure: Reduced flow time, Don’t pass on defects (Demming) • Results: Less waste, increased efficiency (Faster time to Market) Part 2: Scott Ambler

• facebook • Shoelaces • Olivia – 1 week • Scott – 40 years • CSMs, HR people Scott Ambler

• Canadian. From Toronto. • Senior Consulting Partner: Scott Ambler + Associates (SA+A) • Founder of • Agile Modeling, Agile Data, Disciplined Agile Delivery, Enterprise Unified Process • Author/Co-Author • Disciplined Agile Delivery (12), Refactoring Databases (06), Enterprise Unified Process (05), Enterprise Architecture (03), Agile Database Techniques (03), Agile Modeling (02), The Object Primer (04,95), • Senior Contributing Editor • Dr. Dobb’s Journal Publications - Scott Ambler and Mark Lines

• 2012 - Disciplined Agile Delivery • A Practioner’s Guide to Agile Software Delivery in the Enterprise • 2013 – Going Beyond Scrum • Ambler • 2014 – Scaling Agile Software Development • Ambler and Lines • 2016 – The Disciplined Agile Process Decision Framework • Ambler and Lines Disciplined Agile (DA) - Introduction

• Why Disciplined Agile? • DA Strategies • Process Blades • Principles for Effective Processes Why Disciplined Agile (DA)?

1. Enable Agile Delivery Teams to Succeed development + enterprise architects + operations + governance people + data management 2. Provide a Coherent Strategy for Agile IT work together as adaptive whole 3. Support the Lean Enterprise anticipate and respond swiftly 4. Context Counts best fit processes Disciplined Agile 2.X DA Strategies

1. DA teams are enterprise aware learn – share knowledge – reuse – involve – governance (e.g. service oriented architecture) local vs global optimization 2. DA supports a full delivery lifecycle (Lust to Dust) concept – inception – construction* – transition - production 3. DA is goal-driven, not prescriptive Goals: inception – construction – transition – on-going ** 4. DA supports 4 delivery lifecycles Agile/Basic (Extended Scrum Construction), Advanced Lean (Kanban), Continuous (Construction*), Exploratory (Lean Start-Up) 5. DA enables tactical scaling Factors: team size – geographic distribution – organization distribution – compliance – domain complexity – technical complexity 6. DA hybrid framework use the best from existing software process frameworks (Scrum, XP, Kanban, Agile Modeling) DA Phase Goals – Do it your way!

• Inception (How do we start?) • Transition (How do we deploy?) • Form Initial Team • Ensure the solution is consumable • Develop Common Vision • Align with Enterprise Direction • Deploy the solution • Explore Initial Scope • Identify Initial Technical Strategy • On-Going (What do we do throughout?) • Develop Initial Release Plan • Grow team members • Secure Funding • Form Work Environment • Fulfill the team mission • Leverage and enhance existing infrastructure • Construction (How do we produce a solution?) • Address Risk • Produce a potentially consumable solution • Improve team process and environment • Address changing stakeholder needs • Coordinate activities • Move closer to deployable release • Improve quality • Prove architecture early DA Process Blades

• IT Governance • Continuous Improvement • Enterprise Architecture • Data Management • Reuse • Release • Operations • Agile/Basic • Support • Continuous Delivery • Management • People • Exploratory/Lean Startup • Portfolio • Lean/Advanced • Product • Program Principles for Effective Processes

1. Choice is good, and making informed choices is better. 2. Optimize the whole. 3. Every team owns its process. 4. Improve continuously. 5. Embrace process change 6. Repeatable results are far more important than repeatable processes. 7. Empiricism is far more important than theory 2012 - Disciplined Agile Delivery

• This is effectively DAD 1.0 • Detailed reference guide to building consumable solutions from beginning to end • Empirical, context-sensitive approach to enterprise development 2013 - Going Beyond Scrum

• Scrum is a good start on leading software teams, but isn’t sufficient • Focus on consumable solutions, not just potenially shippable software • Extend Scrum’s construction lifecycle to address the full delivery lifecycle • Move beyond method branding • Adopt explicit governance strategies • Take a goal-based approach to enable tailoring and scaling

• DisciplinedAgileConsortium.org/Resources/Documents/BeyondScrum.pdf 2014/2016 - Scaling Agile Software Development

• Describes how to scale solution delivery tactically • Works through how to tailor initial requirements scoping, initial technical strategy, moving closer to a deployable release, and coordinating activities

• DisciplinedAgileConsortium.org/resources/Whit epapers/Tactical%20Agility%20at%20Scale.pdf 2015 – Introduction to Disciplined Agile Delivery

• Overview of DAD • Case study working through initial agile adoption by a team • Works through how to start with a Scrum-based approach and eventually evolve it into a continuous delivery strategy • Concise “airplane read” 2016 – The Disciplined Agile Process Decision Framework

• Workflow of an agile IT department • Need to optimize the whole of IT • IT departments are complex adaptive systems • A Disciplined Agile IT department enables the Lean Enterprise DA Certifications

Knowledge

Knowledge + Experience

Knowledge + Experience + Giveback

DisciplinedAgileConsortium.org/apply Maturity

• You have choices • For some process decision points, there is a clear ordering as to the effectiveness of your choices • In these cases you effectively have a “maturity model” The PMI and Agile

• PMI - Agile Certified Practitioner (PMI-ACP) • Member: US$435.00 Non-member: US$495.00

• Prerequisites • 2,000 hours of general project experience working on teams. • A current PMP® or PgMP® will satisfy this requirement but is not required to apply for the PMI-ACP. • 1,500 hours working on agile project teams or with agile methodologies. • This requirement is in addition to the 2,000 hours of general project experience. • 21 contact hours of training in agile practices. Accreditation Bodies

• PMI-ACP • APMG International • Strategyex Certificate (Associate or Masters) in Agile • International Consortium for Agile (ICAgile) • Agile Certification Institute • Scaled Agile Academy • Scrum Alliance References

• In addition to Scott and Mark • Jas Madhur Blog – Courses – Software Engineering • Mihaly Csikszentmihalyi - Flow: The Psychology of Optimal Experience • Mary Poppendieck - Lean Software Development: An Agile Toolkit Thank You … Till the next time!