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An Agile Practice Framework for Scaling Agile Adoption in an Enterprise

The document presents a framework for scaling agile adoption in enterprises, detailing historical waves of agile implementation and the challenges faced at different levels of adoption. It emphasizes the importance of a cultural mindset shift and outlines methods for incremental learning and mastery of agile practices. The framework seeks to synthesize existing practices to guide organizations in fostering agility through structured stages and practices tailored to various audiences.

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An Agile Practice Framework for Scaling Agile Adoption in an Enterprise by Brad Appleton April 23, 2013
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • Background • A Framework • Mindset & Values • Principles • Practices & Practice-Areas • Adoption • Scaling Agenda 2
Background A quick overview
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Overview Have an existing community-of-practice of agile coaches, developers  A few have have been part of agile efforts that started between 1999-2003  More have been part of efforts since >=2007  The “third wave” started around 2008-2010  Had strong sr. mgmt sponsorship in late 2000’s  Still have sr. mgmt support for Agile & Lean  (but visibility & momentum has waned) 4
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Waves of Adoption & Support First wave of agile adoption efforts (1999-2003) were grass-roots practitioner-driven efforts that started bottom-up at the individual & team-level. As the number of teams and interest grew, this gave rise to a second-wave (2003-2007) at the organization-level with top-down sponsorship/acceptance. 5
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Waves of Adoption & Support [cont.] The Third-wave (2008-2012) took an outside-in approach, using a “middle-management sandwich” to help grow more agile coaches and teams, but experienced some new challenges … – Many teams & practitioners were new to agile  Less pre-existing expertise in agile principles & practices – Tailoring communication messages & meanings for multiple audiences  New practitioners, middle-management, and senior management  Each needs different emphasis on different sets of things at different levels of detail 6
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago How are adoption efforts going? Some teams are further along in their progress than others  Some are “doing agile” or even “being agile”  Many others are still struggling to get more than just minor improvement  Still more have stalled due to loss of momentum or critical-mass (some have even regressed backward) What can be done to get back on track?! 7
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago What is the barrier/plateau? Progress (and motivation) has been slowing 1. To make important cultural and mind-set changes 2. To fully realize the significance of key principles, technical practices and technical debt 3. To escalate & overcome external impediments 4. To adequately grow automation capability + test-coverage. No clear milestones other than “initial state” and “desired state” – the gap is too intimidating! 8
An Agile Framework? Challenges, Goals & Objectives
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Evolution -vs- Revolution Agile Transformation: Revolutionary  Getting an entire organization to change it’s culture and practices, together. (Very often top-down!)  Learn “The whole enchilada” and begin training and adoption of (most) all the practices at once. Incremental Transition: Evolutionary  Getting a few key people & teams at a time to learn and adopt a practice or two at a time. (Very often bottom-up!)  Gradually building competence with a handful of practices and teams before trying a new one. Existing organizational-culture and business-context determines which approach is acceptable! 10
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Being Agile: Internalizing the mindset, values, and principles then applying the right practices and tailoring them to different situations as they arise. Doing Agile: Executing the practices as closely as possible to “as prescribed” description, and trying to “inspect and adapt” to remove impediments to achieving the “as prescribed” execution. •Don’t “Do” Agile. Be Agile! –Alan Kelly •Stop ‘Doing Agile’ Start ‘Being Agile’! –Jim Highsmith Doing Agile versus Being Agile 11
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 12 http://www.halfarsedagilemanifesto.org/
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago WANTED: more adoption guidance and progress milestones (and scaling) 13 http://leadinganswers.typepad.com/leading_answers/2011/04/periodic-table-of-agile-adoption-.html
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Looking for a Framework … That synthesizes existing/proven frameworks • Practices from the full range of methods:  XP, Scrum, Lean, FDD, AUP • Team-Level Agility:  Disciplined Agile Delivery (DAD) – Ambler & Lines  Distributed Scrum • Scaling:  Scaled Agile Framework (SAFe) – Leffingwell, et.al.  Enterprise Agile Delivery – Alan Brown, et.al. • Learning and Mastery:  Dreyfus model, other models, 14
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 15
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Other important requirements •Not looking to do top-down “transformation” of a whole program or organization •Start small (individual teams) and help them incrementally grow their agility “up” and “out” •Striving for high-cohesion within teams and loose-coupling between teams •Existing frameworks (e.g., DAD, SAFe) are good as long as proceed in an evolutionary fashion 16
AgileScaling Agile Adoption Agile Results Agile Practices Agile Principles Agile Values An Agile Practice Framework
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 6 Faces of the “Cube” 18 Mindset Values Adoption Scaling
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • The Agile Mindset • 4 Agile Values • 6x2 Agile Principles • 6 Agile Practice Areas • 6 Stages of Agile Adoption/Evolution • 6 Levels of Agile Scaling The Agile Practice Framework 19
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agile is a mindset •Defined by values •Guided by principles •Manifested through many different practices ―Ahmed Sidky The “Agile” mindset 20
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Values, Principles & Practices 21 Values Practices Principles Values bring purpose to practices. Practices bring accountability to values. Principles bridge values and practices by guiding behavior. ―Kent Beck, Extreme Programming Explained (2nd edition)
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago “Practices by themselves are barren. Unless given purpose by values, they become rote.” —Kent Beck, Extreme Programming Explained (2nd edition) “Is it better to spend your time understanding principles or studying practices? We observe that the best results come from combining the two approaches. Copying practices without understanding the underlying principles has a long history of mediocre results.” —Mary & Tom Poppendieck, Implementing Lean Software Development, Chapter 2 – Principles Which comes first? 22
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago The Agile Manifesto establishes a set of four values that are people-centric and results-driven: while there is value in the items on the right, we value the items on the left more. — The Manifesto for Agile Software Development, The Agile Alliance, February 2001, www.agilemanifesto.org Agile Values (from the Agile Manifesto) Individuals & Interactions Processes & Tools Working Software Comprehensive Documentation Responding to change Following a plan Customer Collaboration Contract Negotiation over over over over 23
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agile Principles are Guiding Themes Continuous Technical Excellence and Simplicity is Essential Align, Support & Trust …Self-Organizing Teams Collaborate Daily Across Functions and Convey Information via Conversation Deliver Working Software Frequently at a Sustainable Pace Welcome Change – Reflect and Adapt Continuous Delivery of Customer-Value and Working Software Defines Progress 24
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Values and Principles Continuous Value thru Working Software Welcome Change -- Reflect and Adapt 25
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Grouping Practices into Practice-Areas •Each of the 10-12 initial agile practices are really several smaller practices put together •Each one of the smaller (“canonical”) practices is often easier to learn and assimilate •But the full-list of all the “canonical” practices can be very intimidating! •Grouping them into practice-areas makes them easier to present, explain, learn and digest •Use the values and principles as a guide for how to divide into practice-areas 26
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Grouping Values & Principles into … Individuals & Interactions Working Software Responding to change Customer Collaboration Continuous Customer-Value Align, Support & Trust Self-Organizing Teams Continuous Technical Excellence Welcome Change Working Software Defines Progress Simplicity is Essential Deliver Frequently Reflect and Adapt Collaborate Daily Across Functions Convey Information via Conversation Sustainable Pace 27
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Project & Program Management Programming, Design & Architecture Testing & Specification Integration, Build & Release Collaboration & Leadership Agile Practice-Areas Business Analysis & Value Management 28
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Viewing Practices by Practice-Area •Even for a given practice-area, the full list of practices can still be very daunting. •Plus some “stepping stone” practices are often necessary to transition to a specific practice. ̶ E.g., being able to build daily (or even weekly) prior to integrating continuously 29
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Practice Area Practices Project & Program Management Release Plan, Iteration Plan, Velocity Tracking, Buffer Management, Sprint Goals & PSIs, Iteration Review, Task/Kanban Board, Release Train (ART), etc. Programming, Design & Architecture Clean Coding, TDD/BDD, Refactoring, Incremental Design, DDD, Technical Debt Mgmt, Evolutionary Architecture, Architectural Runway, etc. Collaboration & Leadership Team Coaching/Facilitation, Pairing, Standups, Retrospectives, Collective Ownership, Customer Proxy, Definition of DONE, Cross-Functional Teams, etc. Integration, Build & Release Continuous Integration, Daily (Staged CI) Build, Continuous Inspection, Deployment Pipeline, Continuous Delivery, etc. Testing & Specification Automated Testing, Concurrent Testing, Acceptance Criteria, ATDD, Specification by Example, Test-Driven Requirements, etc. Business Analysis & Value Mgmt Agile Product Mgmt, Backlog Mgmt, MVP/MMF, Stories & Spikes, Epics & Themes, Value Streams, WSJF Prioritization, Impact Mapping, Agile UX Design, etc. Viewing Practices by Practice-Area 30
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Adoption Stages/Milestones • Still need to breakdown adoption efforts into many smaller milestones • This breaks-up the long journey of agile adoption and continuous improvement into “baby steps” • Needed for overall adoption and by practice-area! • Each step/stage represents an important transition to a higher-level of skill mastery, and understanding • Identifies the important stages where teams often get stuck and don’t progress further (or regress) • Teams can strive for the next attainable near-term milestone without losing sight of desired destination 31
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago # Stage Name Skill Level Expected Results / Improvement 0. Regressive Legacy <= 0 1. Exploring Agility Beginner .10X–.25X 2. Emerging Agility Advanced Beginner .25X–1X 3. Principled Agility Intermediate 1X–2X 4. Disciplined Agility Proficiency 2X–4X 5. Transforming Agility Mastery 4X–10X 6. Transcending Agility Supremacy ??? Stages of Agile Adoption/Evolution 32
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Stages of (Team) Learning & Mastery for Skill Acquisition/Execution 33 Stage 1 2 3 4 5 My Proposal Exploring Emerging Principled Disciplined Transformed Dreyfus Model Novice Advanced Beginner Competent Proficient Expert Agile Skills Project Questioning Learning Practicing Journeying Mastering / Contributing ThoughtWorks* Neutral / Chaotic Collaborative Operating Adapting Innovating AgileFluency One Star (Focus on Value) Two Star (Deliver Value) Three Star (Optimize Value) Four Star (Optimize for Systems) Sidky/SAMI* Collaborative Evolutionary Integrated Adapting Encompassing ICAgile Model Associate/Apprentice Professional Expert Master Shu-Ha-Ri Shu Ha Ri
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Integration, Build & Release • 0: Big-Bang Integration • 1: Incremental Integration • 2: Daily Build • 3: Continuous Integration • 4: Continuous (Quality) Inspection • 5: Continuous Delivery • 6: Continuous Feedback 34 Incremental Integration Big Bang Integration Daily (CM) Build Continuous Integration Continuous Inspection Continuous Delivery Regressive Exploring Emerging Principled Disciplined Transformed
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Stages of Mastery by Skill-set 35 Regressive Exploring Emerging Principled Disciplined Transformed Baseline for Improvement .1X –.25X Improvement .25X–1X Improvement 1X-2X Improvement 2X-4X Improvement 4X-10X Improvement Project Mgmt Predictive Control Scrummerfall Incremental Water-Scrum- Fall Iterative & Incremental Adaptive & Evolutionary Design & Architecture BDUF Clean Coding “Just Enough, Just-in-Time” Validated Learning Test-First & Refactoring Supple & Sustainable Collaboration & Leadership Self-Serving Self - Motivating Self- Awareness Self-Reliant Self- Disciplined Self- Organizing Integration, Build, Release “Big Bang” Integration Incremental Integration Daily Build Continuous Integration Continuous Inspection Continuous Delivery Testing & Specification End-of-phase Manual Testing Incremental Test- Automation Automated Integration- Testing Automated Regression- Testing Concurrent Acceptance- Testing Continuous ATDD BA & Value Mgmt
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 36
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago # Name of Level Scope of Level 0. Individual personal 1. Team interpersonal – across people 2. Project/Feature across places/sites and phases/functions 3. Product-Line across product-lines and their projects/features 4. Program across products & projects for a system/solution 5. Portfolio across systems/solutions and their programs 6. Enterprise across businesses, markets, and their portfolios Levels of Agile Scaling 37
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Exploring Emerging Principled Disciplined Transformed TeamProject/ Feature Product- Line ProgramPortfolio Agile Practice Scaling 38
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago An Agile Framework 39 AgileScaling Agile Adoption Agile Results Agile Practices Agile Principles Agile Values
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Collaboration & Leadership Business Analysis & Value Mgmt Continuous Value thru Working Software Welcome Change -- Reflect and Adapt Exploring Emerging Principled Disciplined Transformed An Agile FrameworkProduct-LineProgramPortfolioTeamProject/ Feature 40
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 41 Thank You! Mahalo XiexieYumboticSalamat Arigato
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago References • A Middle-management Sandwich, http://jaaksi.blogspot.com/2007/06/middle-management- sandwich.html • Doing Agile versus Being Agile  Doing agile isn’t the same as being agile, Bob Hartman, http://www.slideshare.net/lazygolfer/doing-agile-isnt- the-same-as-being-agile  Don’t just do agile! Be agile. by Adrian Cho, https://www.ibm.com/developerworks/community/blogs/c914709e- 8097-4537-92ef-8982fc416138/entry/dont-just-do-agile-be-agile  Be Agile! Don’t just do agile. http://blogs.captechconsulting.com/blog/carl-alvano/be-agile-dont-just-do-agile  Stop doing Agile! Start being Agile!, Jim Highsmith, http://www.youtube.com/watch?v=cZsB8-7KI3o • Disciplined Agile Delivery, www.disciplinedagiledelivery.com • Scaled Agile Framework, scaledagileframework.com • Distributed Scrum, www.distributedscrum.com • Enterprise Agile Software Delivery, http://www.amazon.com/dp/0321803019 • Practical Approach to Large-Scale Agile Development  http://www.amazon.com/dp/0321821726  http://www.infoq.com/articles/practical-large-scale-agile  http://www.agileleadershipnetwork.org/wp-content/uploads/2012/12/Young- LargeScaleAgielDevelopment-2012-01-20.pdf • James Shore on Large-Scale Agile, http://www.jamesshore.com/Blog/Large-Scale-Agile.html 42
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago References [continued] • Agile is a mindset, http://www.santeon.com/images/pdf/Intro2Agile.pdf • Models of Learning and Mastery:  http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition  http://www.agileskillsproject.org/skill-levels  http://www.thoughtworks.com/sites/www.thoughtworks.com/files/files/AgileMadeUsBetter.pdf  http://martinfowler.com/articles/agileFluency.html  http://agile2007.agilealliance.org/downloads/presentations/AgileAdoption_489.pdf  http://scholar.lib.vt.edu/theses/available/etd-05252007-110748/unrestricted/asidky_Dissertation.pdf  http://icagile.com/ExploretheRoadmap.html  http://martinfowler.com/bliki/ShuHaRi.html  http://alistair.cockburn.us/Shu+Ha+Ri • Continuous Inspection:  http://www.ibm.com/developerworks/library/j-ap08016/  http://www.sonarqube.org/continuous-inspection-practice-emerges-with-sonar/ • Continuous Delivery, http://www.continuousdelivery.com/ • Continuous Feedback, http://www.infoq.com/news/2013/07/reimagining-alm [updated 12-July-2013] 43
BACKUP Slides Supplementary material and work-in-progress
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago What is Agile Software Development? “An iterative and incremental (evolutionary) approach to software development - performed in a highly collaborative manner - by self-organizing teams with "just enough" ceremony - producing high quality software in a cost effective and timely manner - to meet the changing needs of its stakeholders.” — Scott Ambler, IBM Practice Leader, Agile Development “Ultimately, Agility is about: - Embracing change rather than attempting to resist it - Focus on talent and skills of individuals and teams.” — James Highsmith, Cutter Consortium
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Importance of Technical Practices The defining characteristic of software is that it is soft. • The easier software is to change, the easier it is to achieve any of its other required characteristics. • Both architectural integrity and process effectiveness will drive the cost of change. Therefore, agility is not solely an attribute of a process. It is equally, if not more, an attribute of good design. • When architectures are resilient and platforms support change automation and measurement, • then projects can optimize their resource investments … and steer toward better outcomes for all stakeholders. — Walker Royce, Measuring Progress and Quality Honestly 46
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Programming, Design & Architecture • 0: BDUF • 1: Clean Coding • 2: Incremental Design (“Just Enough, Just-In-Time”) • 3: Validated Learning (Automated Unit-Testing) • 4: Emergent Design (Test-First & Refactoring) • 5: Supple Design • 6: Sustainable, Evolutionary Architecture 47 Clean Coding BDUF “Just Enough” Validated Learning Test-First & Refactoring Supple & Sustainable Regressive Exploring Emerging Principled Disciplined Transformed
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Project & Program Management • 0: Conformance to Plan (Predict & Control) • 1: Scrummerfall (Timeboxed with velocity & burn-up/down) • 2: Incremental (Including Two-Level Planning) • 3: Water-Scrum-Fall (Up-front reqts/arch with test-phases) • 4: Iterative & Incremental () • 5: Adaptive & Evolutionary (Scrum & Kanban) • 6: Scrumban/Kanban & Lean (?) 48 Scrummerfall Predictive Control Incremental Water- Scrum-Fall Iterative & Incremental Adaptive & Evolutionary Regressive Exploring Emerging Principled Disciplined Transformed
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • Cadence • Flow • Pull • Visibility & Transparency • Seeing WIP & Waste • Measuring Feedback & Cycle-time 49
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Team Leadership & Collaboration • 0: Self-Serving (Command & Control) • 1: Self-Motivating (Accepting Responsibility) • 2: Self-Awareness (Empathy & Openness) • 3: Self-Reliant (Trusting, Attentive & Conflict Resolution) • 4: Self-Discipline (Committed & Accountable) • 5: Self-Organizing (Reflective & Responsive) • 6: Self-Renewing (Reinvention of self) 50 Self Motivated Self Serving Self Aware Self Reliant Self Discipline Self Organizing Regressive Exploring Emerging Principled Disciplined Transformed
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Integration, Build & Release 51 "Big Bang“ Integration Incremental Integration Daily Build Continuous Integration Continuous Inspection Continuous Delivery Regressive Exploring (.1X –.25X) Emerging (.25X–1X) Principled (1X-2X) Disciplined (2X-4X) Transformed (4X-10X) Building Integrating Environment/ Staging Testing Reporting Collaborating
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Disciplined Agile Delivery 52 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Disciplined Agile Delivery 53 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 1. Focus (on Value) 2. Fast (at creating and responding to change) 3. Flexible (in adopting and adapting to changes) 4. Frequent 5. Flow 6. Feedback • Value == Focus on value • Value-Stream == Fast … Across the Value-Stream • Flow • Pull == Feedback? 6 F’s 54
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Self Organization Self Discipline Self Awareness Foundations of Agile Teaming 55 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 1. Absence of Trust 2. Fear of Conflict 3. Lack of Commitment 4. Avoidance of Responsibility 5. Inattention to Results Patrick Lencioni, The Five Dysfunctions of a Team, http://www.tablegroup.com/dysfunctions/ 5 dysfunctions of a Team 56
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago A group possesses a self-organizing capability when it exhibits three conditions 1. Autonomy 2. Self-transcendence 3. Cross-fertilization http://hbr.org/1986/01/the-new-new-product-development-game/ Elements of Self-Organization from Nonaka and Takeuchi 57
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Levels of Learning & Feedback Loops Results Actions Assumptions Context Single-Loop Learning (Information: Following the Process) Double-Loop Learning (Reframing: Changing the Process) Triple-Loop Learning (Transformational: Changing the Culture) Are we doing things right? Are we doing the right things? How do we decide what is right?
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Types of Complexity Complexity Low High Dynamic Focus is on various parts or the whole system? Cause and effect are close together in space and time. Solutions can be found by testing and fixing one part at a time. Cause and effect are far apart in space and time. Solution can be found only when situation is understood systemically, taking account of the interrelationships among the parts and the functioning of the system as whole. Generative Solutions are planned or emergent? Future is familiar and predictable. Solutions from the past or other places can be repeated or replicated. Future is unfamiliar and unpredictable. Solutions cannot be calculated in advance based on what has worked in the past. Emergent solutions have to worked out as situations unfold. Social Solutions come from leaders or from participants? People involved have common assumptions, values, rationales and objectives. A leader or expert can propose a solution with which everyone agrees. People involved look at things very differently. Solutions cannot be given by authorities; the people involved must participate in creating and implementing solutions.
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Cynefin Framework
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Software Development as a Complex System with Adaptive Control Acceptance Tests Influence Complex Adaptive System ∑ Realized Scope (Working Software) Perceived Scope Error = Perceived – Actual Scope Effort (Knowledge) feedback feedforward
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Software Development as a Complex System with Adaptive Control • When demystified, we have what is referred to in Control Theory as an Optimal Control Problem. • Specifically, management beyond just the application of people serves as the project initiation document controller within a closed- loop, socio-technical system. • When one learns about the sub-branch of the General Systems Theory called Control Systems Engineering, it becomes very clear that the true universal that must be in place to yield an optimal delivery is negative feedback at the correct frequency, with adaptive structure and gain scheduling applied as the system's environment changes. • This was what the folks who articulated the Agile Manifesto and various Agile methods, albeit anecdotally and tacitly, where trying to say. -- Mark Kennaley, SDLC 3.0: Beyond a Tacit Understanding of Agile (see http://blogs.pmi.org/blog/voices_on_project_management/2010/11/can-agile-conquer-the- physics.html#comment-55595)
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agility and Rapid Response Responding quickly and effectively to change is easiest to do when you can minimize the following: – the cost of knowledge-transfer between individuals – the amount of knowledge that must be captured in intermediate artifacts – the duration of time between making a project decision, and exploring its results to learn the consequences of implementing that decision “The team can be more effective in responding to change if it can reduce the elapsed time between making a decision to seeing the consequences of that decision, and reduce the cost of moving information between people.” —James Highsmith “One of several reasons why agile techniques are so effective is that they reduce the feedback cycle between the generation of an idea (perhaps a requirement or a design strategy) and the realization of that idea. This not only minimizes the risk of misunderstanding, it also reduces the cost of addressing any mistakes.” —Scott Ambler
April 23, 2013 An Agile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Requirements for Attaining Agility In order to be Agile in responding to change, the following are necessary … 1. Quick Customer feedback 2. Plans must be quick+easy to change 3. Team Communication must be quick+effective 4. Artifacts (Specs/Design/Code) must be quick+easy to change 5. Validation must be quick+easy to perform 6. Processes must be quick+easy to change This applies to EACH feedback loop at each level!

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An Agile Practice Framework for Scaling Agile Adoption in an Enterprise

  • 1.
    An Agile PracticeFramework for Scaling Agile Adoption in an Enterprise by Brad Appleton April 23, 2013
  • 2.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • Background • A Framework • Mindset & Values • Principles • Practices & Practice-Areas • Adoption • Scaling Agenda 2
  • 3.
  • 4.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Overview Have an existing community-of-practice of agile coaches, developers  A few have have been part of agile efforts that started between 1999-2003  More have been part of efforts since >=2007  The “third wave” started around 2008-2010  Had strong sr. mgmt sponsorship in late 2000’s  Still have sr. mgmt support for Agile & Lean  (but visibility & momentum has waned) 4
  • 5.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Waves of Adoption & Support First wave of agile adoption efforts (1999-2003) were grass-roots practitioner-driven efforts that started bottom-up at the individual & team-level. As the number of teams and interest grew, this gave rise to a second-wave (2003-2007) at the organization-level with top-down sponsorship/acceptance. 5
  • 6.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Waves of Adoption & Support [cont.] The Third-wave (2008-2012) took an outside-in approach, using a “middle-management sandwich” to help grow more agile coaches and teams, but experienced some new challenges … – Many teams & practitioners were new to agile  Less pre-existing expertise in agile principles & practices – Tailoring communication messages & meanings for multiple audiences  New practitioners, middle-management, and senior management  Each needs different emphasis on different sets of things at different levels of detail 6
  • 7.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago How are adoption efforts going? Some teams are further along in their progress than others  Some are “doing agile” or even “being agile”  Many others are still struggling to get more than just minor improvement  Still more have stalled due to loss of momentum or critical-mass (some have even regressed backward) What can be done to get back on track?! 7
  • 8.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago What is the barrier/plateau? Progress (and motivation) has been slowing 1. To make important cultural and mind-set changes 2. To fully realize the significance of key principles, technical practices and technical debt 3. To escalate & overcome external impediments 4. To adequately grow automation capability + test-coverage. No clear milestones other than “initial state” and “desired state” – the gap is too intimidating! 8
  • 9.
  • 10.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Evolution -vs- Revolution Agile Transformation: Revolutionary  Getting an entire organization to change it’s culture and practices, together. (Very often top-down!)  Learn “The whole enchilada” and begin training and adoption of (most) all the practices at once. Incremental Transition: Evolutionary  Getting a few key people & teams at a time to learn and adopt a practice or two at a time. (Very often bottom-up!)  Gradually building competence with a handful of practices and teams before trying a new one. Existing organizational-culture and business-context determines which approach is acceptable! 10
  • 11.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Being Agile: Internalizing the mindset, values, and principles then applying the right practices and tailoring them to different situations as they arise. Doing Agile: Executing the practices as closely as possible to “as prescribed” description, and trying to “inspect and adapt” to remove impediments to achieving the “as prescribed” execution. •Don’t “Do” Agile. Be Agile! –Alan Kelly •Stop ‘Doing Agile’ Start ‘Being Agile’! –Jim Highsmith Doing Agile versus Being Agile 11
  • 12.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 12 http://www.halfarsedagilemanifesto.org/
  • 13.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago WANTED: more adoption guidance and progress milestones (and scaling) 13 http://leadinganswers.typepad.com/leading_answers/2011/04/periodic-table-of-agile-adoption-.html
  • 14.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Looking for a Framework … That synthesizes existing/proven frameworks • Practices from the full range of methods:  XP, Scrum, Lean, FDD, AUP • Team-Level Agility:  Disciplined Agile Delivery (DAD) – Ambler & Lines  Distributed Scrum • Scaling:  Scaled Agile Framework (SAFe) – Leffingwell, et.al.  Enterprise Agile Delivery – Alan Brown, et.al. • Learning and Mastery:  Dreyfus model, other models, 14
  • 15.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 15
  • 16.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Other important requirements •Not looking to do top-down “transformation” of a whole program or organization •Start small (individual teams) and help them incrementally grow their agility “up” and “out” •Striving for high-cohesion within teams and loose-coupling between teams •Existing frameworks (e.g., DAD, SAFe) are good as long as proceed in an evolutionary fashion 16
  • 17.
  • 18.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 6 Faces of the “Cube” 18 Mindset Values Adoption Scaling
  • 19.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • The Agile Mindset • 4 Agile Values • 6x2 Agile Principles • 6 Agile Practice Areas • 6 Stages of Agile Adoption/Evolution • 6 Levels of Agile Scaling The Agile Practice Framework 19
  • 20.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agile is a mindset •Defined by values •Guided by principles •Manifested through many different practices ―Ahmed Sidky The “Agile” mindset 20
  • 21.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Values, Principles & Practices 21 Values Practices Principles Values bring purpose to practices. Practices bring accountability to values. Principles bridge values and practices by guiding behavior. ―Kent Beck, Extreme Programming Explained (2nd edition)
  • 22.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago “Practices by themselves are barren. Unless given purpose by values, they become rote.” —Kent Beck, Extreme Programming Explained (2nd edition) “Is it better to spend your time understanding principles or studying practices? We observe that the best results come from combining the two approaches. Copying practices without understanding the underlying principles has a long history of mediocre results.” —Mary & Tom Poppendieck, Implementing Lean Software Development, Chapter 2 – Principles Which comes first? 22
  • 23.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago The Agile Manifesto establishes a set of four values that are people-centric and results-driven: while there is value in the items on the right, we value the items on the left more. — The Manifesto for Agile Software Development, The Agile Alliance, February 2001, www.agilemanifesto.org Agile Values (from the Agile Manifesto) Individuals & Interactions Processes & Tools Working Software Comprehensive Documentation Responding to change Following a plan Customer Collaboration Contract Negotiation over over over over 23
  • 24.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agile Principles are Guiding Themes Continuous Technical Excellence and Simplicity is Essential Align, Support & Trust …Self-Organizing Teams Collaborate Daily Across Functions and Convey Information via Conversation Deliver Working Software Frequently at a Sustainable Pace Welcome Change – Reflect and Adapt Continuous Delivery of Customer-Value and Working Software Defines Progress 24
  • 25.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Values and Principles Continuous Value thru Working Software Welcome Change -- Reflect and Adapt 25
  • 26.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Grouping Practices into Practice-Areas •Each of the 10-12 initial agile practices are really several smaller practices put together •Each one of the smaller (“canonical”) practices is often easier to learn and assimilate •But the full-list of all the “canonical” practices can be very intimidating! •Grouping them into practice-areas makes them easier to present, explain, learn and digest •Use the values and principles as a guide for how to divide into practice-areas 26
  • 27.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Grouping Values & Principles into … Individuals & Interactions Working Software Responding to change Customer Collaboration Continuous Customer-Value Align, Support & Trust Self-Organizing Teams Continuous Technical Excellence Welcome Change Working Software Defines Progress Simplicity is Essential Deliver Frequently Reflect and Adapt Collaborate Daily Across Functions Convey Information via Conversation Sustainable Pace 27
  • 28.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Project & Program Management Programming, Design & Architecture Testing & Specification Integration, Build & Release Collaboration & Leadership Agile Practice-Areas Business Analysis & Value Management 28
  • 29.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Viewing Practices by Practice-Area •Even for a given practice-area, the full list of practices can still be very daunting. •Plus some “stepping stone” practices are often necessary to transition to a specific practice. ̶ E.g., being able to build daily (or even weekly) prior to integrating continuously 29
  • 30.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Practice Area Practices Project & Program Management Release Plan, Iteration Plan, Velocity Tracking, Buffer Management, Sprint Goals & PSIs, Iteration Review, Task/Kanban Board, Release Train (ART), etc. Programming, Design & Architecture Clean Coding, TDD/BDD, Refactoring, Incremental Design, DDD, Technical Debt Mgmt, Evolutionary Architecture, Architectural Runway, etc. Collaboration & Leadership Team Coaching/Facilitation, Pairing, Standups, Retrospectives, Collective Ownership, Customer Proxy, Definition of DONE, Cross-Functional Teams, etc. Integration, Build & Release Continuous Integration, Daily (Staged CI) Build, Continuous Inspection, Deployment Pipeline, Continuous Delivery, etc. Testing & Specification Automated Testing, Concurrent Testing, Acceptance Criteria, ATDD, Specification by Example, Test-Driven Requirements, etc. Business Analysis & Value Mgmt Agile Product Mgmt, Backlog Mgmt, MVP/MMF, Stories & Spikes, Epics & Themes, Value Streams, WSJF Prioritization, Impact Mapping, Agile UX Design, etc. Viewing Practices by Practice-Area 30
  • 31.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Adoption Stages/Milestones • Still need to breakdown adoption efforts into many smaller milestones • This breaks-up the long journey of agile adoption and continuous improvement into “baby steps” • Needed for overall adoption and by practice-area! • Each step/stage represents an important transition to a higher-level of skill mastery, and understanding • Identifies the important stages where teams often get stuck and don’t progress further (or regress) • Teams can strive for the next attainable near-term milestone without losing sight of desired destination 31
  • 32.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago # Stage Name Skill Level Expected Results / Improvement 0. Regressive Legacy <= 0 1. Exploring Agility Beginner .10X–.25X 2. Emerging Agility Advanced Beginner .25X–1X 3. Principled Agility Intermediate 1X–2X 4. Disciplined Agility Proficiency 2X–4X 5. Transforming Agility Mastery 4X–10X 6. Transcending Agility Supremacy ??? Stages of Agile Adoption/Evolution 32
  • 33.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Stages of (Team) Learning & Mastery for Skill Acquisition/Execution 33 Stage 1 2 3 4 5 My Proposal Exploring Emerging Principled Disciplined Transformed Dreyfus Model Novice Advanced Beginner Competent Proficient Expert Agile Skills Project Questioning Learning Practicing Journeying Mastering / Contributing ThoughtWorks* Neutral / Chaotic Collaborative Operating Adapting Innovating AgileFluency One Star (Focus on Value) Two Star (Deliver Value) Three Star (Optimize Value) Four Star (Optimize for Systems) Sidky/SAMI* Collaborative Evolutionary Integrated Adapting Encompassing ICAgile Model Associate/Apprentice Professional Expert Master Shu-Ha-Ri Shu Ha Ri
  • 34.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Integration, Build & Release • 0: Big-Bang Integration • 1: Incremental Integration • 2: Daily Build • 3: Continuous Integration • 4: Continuous (Quality) Inspection • 5: Continuous Delivery • 6: Continuous Feedback 34 Incremental Integration Big Bang Integration Daily (CM) Build Continuous Integration Continuous Inspection Continuous Delivery Regressive Exploring Emerging Principled Disciplined Transformed
  • 35.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Stages of Mastery by Skill-set 35 Regressive Exploring Emerging Principled Disciplined Transformed Baseline for Improvement .1X –.25X Improvement .25X–1X Improvement 1X-2X Improvement 2X-4X Improvement 4X-10X Improvement Project Mgmt Predictive Control Scrummerfall Incremental Water-Scrum- Fall Iterative & Incremental Adaptive & Evolutionary Design & Architecture BDUF Clean Coding “Just Enough, Just-in-Time” Validated Learning Test-First & Refactoring Supple & Sustainable Collaboration & Leadership Self-Serving Self - Motivating Self- Awareness Self-Reliant Self- Disciplined Self- Organizing Integration, Build, Release “Big Bang” Integration Incremental Integration Daily Build Continuous Integration Continuous Inspection Continuous Delivery Testing & Specification End-of-phase Manual Testing Incremental Test- Automation Automated Integration- Testing Automated Regression- Testing Concurrent Acceptance- Testing Continuous ATDD BA & Value Mgmt
  • 36.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 36
  • 37.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago # Name of Level Scope of Level 0. Individual personal 1. Team interpersonal – across people 2. Project/Feature across places/sites and phases/functions 3. Product-Line across product-lines and their projects/features 4. Program across products & projects for a system/solution 5. Portfolio across systems/solutions and their programs 6. Enterprise across businesses, markets, and their portfolios Levels of Agile Scaling 37
  • 38.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Exploring Emerging Principled Disciplined Transformed TeamProject/ Feature Product- Line ProgramPortfolio Agile Practice Scaling 38
  • 39.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago An Agile Framework 39 AgileScaling Agile Adoption Agile Results Agile Practices Agile Principles Agile Values
  • 40.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Collaboration & Leadership Business Analysis & Value Mgmt Continuous Value thru Working Software Welcome Change -- Reflect and Adapt Exploring Emerging Principled Disciplined Transformed An Agile FrameworkProduct-LineProgramPortfolioTeamProject/ Feature 40
  • 41.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 41 Thank You! Mahalo XiexieYumboticSalamat Arigato
  • 42.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago References • A Middle-management Sandwich, http://jaaksi.blogspot.com/2007/06/middle-management- sandwich.html • Doing Agile versus Being Agile  Doing agile isn’t the same as being agile, Bob Hartman, http://www.slideshare.net/lazygolfer/doing-agile-isnt- the-same-as-being-agile  Don’t just do agile! Be agile. by Adrian Cho, https://www.ibm.com/developerworks/community/blogs/c914709e- 8097-4537-92ef-8982fc416138/entry/dont-just-do-agile-be-agile  Be Agile! Don’t just do agile. http://blogs.captechconsulting.com/blog/carl-alvano/be-agile-dont-just-do-agile  Stop doing Agile! Start being Agile!, Jim Highsmith, http://www.youtube.com/watch?v=cZsB8-7KI3o • Disciplined Agile Delivery, www.disciplinedagiledelivery.com • Scaled Agile Framework, scaledagileframework.com • Distributed Scrum, www.distributedscrum.com • Enterprise Agile Software Delivery, http://www.amazon.com/dp/0321803019 • Practical Approach to Large-Scale Agile Development  http://www.amazon.com/dp/0321821726  http://www.infoq.com/articles/practical-large-scale-agile  http://www.agileleadershipnetwork.org/wp-content/uploads/2012/12/Young- LargeScaleAgielDevelopment-2012-01-20.pdf • James Shore on Large-Scale Agile, http://www.jamesshore.com/Blog/Large-Scale-Agile.html 42
  • 43.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago References [continued] • Agile is a mindset, http://www.santeon.com/images/pdf/Intro2Agile.pdf • Models of Learning and Mastery:  http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition  http://www.agileskillsproject.org/skill-levels  http://www.thoughtworks.com/sites/www.thoughtworks.com/files/files/AgileMadeUsBetter.pdf  http://martinfowler.com/articles/agileFluency.html  http://agile2007.agilealliance.org/downloads/presentations/AgileAdoption_489.pdf  http://scholar.lib.vt.edu/theses/available/etd-05252007-110748/unrestricted/asidky_Dissertation.pdf  http://icagile.com/ExploretheRoadmap.html  http://martinfowler.com/bliki/ShuHaRi.html  http://alistair.cockburn.us/Shu+Ha+Ri • Continuous Inspection:  http://www.ibm.com/developerworks/library/j-ap08016/  http://www.sonarqube.org/continuous-inspection-practice-emerges-with-sonar/ • Continuous Delivery, http://www.continuousdelivery.com/ • Continuous Feedback, http://www.infoq.com/news/2013/07/reimagining-alm [updated 12-July-2013] 43
  • 44.
  • 45.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago What is Agile Software Development? “An iterative and incremental (evolutionary) approach to software development - performed in a highly collaborative manner - by self-organizing teams with "just enough" ceremony - producing high quality software in a cost effective and timely manner - to meet the changing needs of its stakeholders.” — Scott Ambler, IBM Practice Leader, Agile Development “Ultimately, Agility is about: - Embracing change rather than attempting to resist it - Focus on talent and skills of individuals and teams.” — James Highsmith, Cutter Consortium
  • 46.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Importance of Technical Practices The defining characteristic of software is that it is soft. • The easier software is to change, the easier it is to achieve any of its other required characteristics. • Both architectural integrity and process effectiveness will drive the cost of change. Therefore, agility is not solely an attribute of a process. It is equally, if not more, an attribute of good design. • When architectures are resilient and platforms support change automation and measurement, • then projects can optimize their resource investments … and steer toward better outcomes for all stakeholders. — Walker Royce, Measuring Progress and Quality Honestly 46
  • 47.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Programming, Design & Architecture • 0: BDUF • 1: Clean Coding • 2: Incremental Design (“Just Enough, Just-In-Time”) • 3: Validated Learning (Automated Unit-Testing) • 4: Emergent Design (Test-First & Refactoring) • 5: Supple Design • 6: Sustainable, Evolutionary Architecture 47 Clean Coding BDUF “Just Enough” Validated Learning Test-First & Refactoring Supple & Sustainable Regressive Exploring Emerging Principled Disciplined Transformed
  • 48.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Project & Program Management • 0: Conformance to Plan (Predict & Control) • 1: Scrummerfall (Timeboxed with velocity & burn-up/down) • 2: Incremental (Including Two-Level Planning) • 3: Water-Scrum-Fall (Up-front reqts/arch with test-phases) • 4: Iterative & Incremental () • 5: Adaptive & Evolutionary (Scrum & Kanban) • 6: Scrumban/Kanban & Lean (?) 48 Scrummerfall Predictive Control Incremental Water- Scrum-Fall Iterative & Incremental Adaptive & Evolutionary Regressive Exploring Emerging Principled Disciplined Transformed
  • 49.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago • Cadence • Flow • Pull • Visibility & Transparency • Seeing WIP & Waste • Measuring Feedback & Cycle-time 49
  • 50.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Team Leadership & Collaboration • 0: Self-Serving (Command & Control) • 1: Self-Motivating (Accepting Responsibility) • 2: Self-Awareness (Empathy & Openness) • 3: Self-Reliant (Trusting, Attentive & Conflict Resolution) • 4: Self-Discipline (Committed & Accountable) • 5: Self-Organizing (Reflective & Responsive) • 6: Self-Renewing (Reinvention of self) 50 Self Motivated Self Serving Self Aware Self Reliant Self Discipline Self Organizing Regressive Exploring Emerging Principled Disciplined Transformed
  • 51.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Integration, Build & Release 51 "Big Bang“ Integration Incremental Integration Daily Build Continuous Integration Continuous Inspection Continuous Delivery Regressive Exploring (.1X –.25X) Emerging (.25X–1X) Principled (1X-2X) Disciplined (2X-4X) Transformed (4X-10X) Building Integrating Environment/ Staging Testing Reporting Collaborating
  • 52.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Disciplined Agile Delivery 52 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
  • 53.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Disciplined Agile Delivery 53 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
  • 54.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 1. Focus (on Value) 2. Fast (at creating and responding to change) 3. Flexible (in adopting and adapting to changes) 4. Frequent 5. Flow 6. Feedback • Value == Focus on value • Value-Stream == Fast … Across the Value-Stream • Flow • Pull == Feedback? 6 F’s 54
  • 55.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Self Organization Self Discipline Self Awareness Foundations of Agile Teaming 55 Scott Ambler & Mark Lines, Disciplined Agile Delivery http://disciplinedagiledelivery.com/
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago 1. Absence of Trust 2. Fear of Conflict 3. Lack of Commitment 4. Avoidance of Responsibility 5. Inattention to Results Patrick Lencioni, The Five Dysfunctions of a Team, http://www.tablegroup.com/dysfunctions/ 5 dysfunctions of a Team 56
  • 57.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago A group possesses a self-organizing capability when it exhibits three conditions 1. Autonomy 2. Self-transcendence 3. Cross-fertilization http://hbr.org/1986/01/the-new-new-product-development-game/ Elements of Self-Organization from Nonaka and Takeuchi 57
  • 58.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Levels of Learning & Feedback Loops Results Actions Assumptions Context Single-Loop Learning (Information: Following the Process) Double-Loop Learning (Reframing: Changing the Process) Triple-Loop Learning (Transformational: Changing the Culture) Are we doing things right? Are we doing the right things? How do we decide what is right?
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Types of Complexity Complexity Low High Dynamic Focus is on various parts or the whole system? Cause and effect are close together in space and time. Solutions can be found by testing and fixing one part at a time. Cause and effect are far apart in space and time. Solution can be found only when situation is understood systemically, taking account of the interrelationships among the parts and the functioning of the system as whole. Generative Solutions are planned or emergent? Future is familiar and predictable. Solutions from the past or other places can be repeated or replicated. Future is unfamiliar and unpredictable. Solutions cannot be calculated in advance based on what has worked in the past. Emergent solutions have to worked out as situations unfold. Social Solutions come from leaders or from participants? People involved have common assumptions, values, rationales and objectives. A leader or expert can propose a solution with which everyone agrees. People involved look at things very differently. Solutions cannot be given by authorities; the people involved must participate in creating and implementing solutions.
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Cynefin Framework
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Software Development as a Complex System with Adaptive Control Acceptance Tests Influence Complex Adaptive System ∑ Realized Scope (Working Software) Perceived Scope Error = Perceived – Actual Scope Effort (Knowledge) feedback feedforward
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Software Development as a Complex System with Adaptive Control • When demystified, we have what is referred to in Control Theory as an Optimal Control Problem. • Specifically, management beyond just the application of people serves as the project initiation document controller within a closed- loop, socio-technical system. • When one learns about the sub-branch of the General Systems Theory called Control Systems Engineering, it becomes very clear that the true universal that must be in place to yield an optimal delivery is negative feedback at the correct frequency, with adaptive structure and gain scheduling applied as the system's environment changes. • This was what the folks who articulated the Agile Manifesto and various Agile methods, albeit anecdotally and tacitly, where trying to say. -- Mark Kennaley, SDLC 3.0: Beyond a Tacit Understanding of Agile (see http://blogs.pmi.org/blog/voices_on_project_management/2010/11/can-agile-conquer-the- physics.html#comment-55595)
  • 63.
    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Agility and Rapid Response Responding quickly and effectively to change is easiest to do when you can minimize the following: – the cost of knowledge-transfer between individuals – the amount of knowledge that must be captured in intermediate artifacts – the duration of time between making a project decision, and exploring its results to learn the consequences of implementing that decision “The team can be more effective in responding to change if it can reduce the elapsed time between making a decision to seeing the consequences of that decision, and reduce the cost of moving information between people.” —James Highsmith “One of several reasons why agile techniques are so effective is that they reduce the feedback cycle between the generation of an idea (perhaps a requirement or a design strategy) and the realization of that idea. This not only minimizes the risk of misunderstanding, it also reduces the cost of addressing any mistakes.” —Scott Ambler
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    April 23, 2013 AnAgile Practice Framework for Scaling Agile Adoption in an Enterprise Brad Appleton blog.bradapp.net APLN Chicago Requirements for Attaining Agility In order to be Agile in responding to change, the following are necessary … 1. Quick Customer feedback 2. Plans must be quick+easy to change 3. Team Communication must be quick+effective 4. Artifacts (Specs/Design/Code) must be quick+easy to change 5. Validation must be quick+easy to perform 6. Processes must be quick+easy to change This applies to EACH feedback loop at each level!