Agile Transformation

Agile Values, Principles and Practices

Prof. V S Prakash Attili

Information Technology and Systems

Indian Institute of Management, Lucknow

Note: Class notes/presentation prepared with due credit to all the references.

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 Agenda
➢ CMM vs Agile Case Study
➢ A Simple Story
➢ Challenges in IT industry / Product Delivery
➢ Why Agile?
➢ Cost of change as a function of time
➢ Agile Values, Principles and Practices
➢ Agile Approaches : Compare and Contrast
➢ Extreme Programming
➢ LEAN software development
➢ Questions & Answers
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CMM – Capability Maturity Model

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 Software CMM

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 Operating Models Perspective (CMM – Agile)

Source: Enterprise Architecture as Strategy: Creating a Foundation for Business Execution. J. Ross et al (2006) HBS Press
5
 Enterprise Architecture – Complementing Perspective
Strategy
Business Business IT Strategic Technology
Opportunity Strategy BluePrint Availability
Enterprise wide focus

Enterprise Architecture
Enterprise
Business IT Architecture
Architecture Architecture
“the city plan”
Planning - Processes - Applications
- Information - Data
- People - Integration
- Locations - Technology
Transition Plan
Project focus

Business Operating Environment

and IT Infrastructure System Architecture
Design and
Delivery “the building design”
IT Solutions
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 The Headlights and the Tunnel…

A Story ….

There was a highway department testing a new safety proposal. They asked motorists
to turn on their headlights as they drove through a tunnel. However, shortly after
exiting the tunnel the motorists encountered a scenic-view overlook. Many of them
pulled off the road to look at the reflections of wildflowers in pristine mountain
streams and snow-covered mountain peaks 50 miles away. When the motorists
returned to their cars, they found that their car batteries were dead, because they had
left their headlights on. So, the highway department decided to erect signs to get the
drivers to turn off their head-lights.

[Based on Gause and Weinberg, 1990]

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TURN YOUR LIGHTS OFF

Not everyone would

heed the request to turn
their headlights on, and
they couldn’t turn their
headlights off

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 IF YOUR HEADLIGHTS
ARE ON, TURN THEM OFF

Would be inappropriate
if it were night time?

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 IF IT IS DAYTIME AND
YOUR HEADLIGHTS ARE
ON, THEN TURN THEM OFF

would be inappropriate
if it were overcast and
visibility was greatly
reduced

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IF YOUR HEADLIGHTS ARE
ON AND THEY ARE NOT
REQUIRED FOR VISIBILITY,
THEN TURN THEM OFF

Many new cars are built

so that their headlights
are on whenever the
motor is running, so
they couldn’t be turned
off

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ARE YOUR LIGHTS ON?

They decided to stop

trying to identify
applicable states –
just alert the drivers and
let them take
appropriate action

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 LIGHTS?

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 Challenges - IT Industry / Product Delivery

Short Time to
Market

Evolving &
Changing Innovation
Requirements

Lack of clarity on
requirements Challenges Market & Trends

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 Why Agile?

By Simon Sinek

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 Why Agile?
Time to Market
• Early and regular releases. Traditional projects designed to minimize and resist change wherever possible. By contrast, Distributed
Scrum Development projects accept change; in fact they expect it
Revenue
• Early ROI : Iterative nature of Distributed Scrum means features are delivered incrementally, enabling some benefits to be realized
early as the product continues to develop.
• The approach of fixed timescales and evolving requirements enables a fixed budget.
High Quality and Productivity
• Testing is integrated throughout the lifecycle, enabling regular inspection of the product as it develops
• Defects caught early reduce cost of quality and improve productivity
Risk Mitigation by short deliveries
• Multiple opportunities to recover from missteps
• Validation of requirements
• Confirmation of technical approach and Realistic assessment of progress
Business Engagement/Customer Satisfaction
• The active involvement of a business owner, the high visibility of the product and progress, and the flexibility to change when
change is needed, create much better business engagement and customer satisfaction
Motivated Teams
• The active involvement and collaboration make Agile development teams a much more enjoyable place for most people. The team
is empowered to make decisions which Restricted
in turn helps to create highly motivated and high performance teams
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 Shortcomings in Traditional Projects where Agile helps
Cycle times in Focus on
All or none into Decision Making and Lack of
months/quarters as documentation and
production: Line of sight effect responsiveness:
against weeks: signoffs:
•The plan to •If 80% of the •Decision making and •The fixing of scope •This leads to a
production cycle software is ready ability to influence and adherence to the signoff process
time spans in 100% of it is held events is normally plan drawn impacts dependence and
months/quarters and back due to limited by line of flexibility. Rigid resultant delay. The
there is no means of problems in the rest sight. This leads to change request situation is further
mid path corrections 20%. planning horizon process adds to issue aggravated as the
and to mismatch and teams are
accommodate resultant impact on distributed.
change in the goals the efficacy of
decision making

Value to Customer / ROI Visibility & Adaptability

Incremental
Delivery Iterative Development

All-At-Once All-At-Once Development

Delivery

Time
Time
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 Cost of change as a function of time

---------------------Cost-------------------------
Cost of change in conventional
software development

Cost of change in agile processes

Idealized Cost of change in

agile processes
→

--------------------------------Time--------------
-----------→
Source: “Software Engineering – A practitioners approach”, Roger Pressman
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Agile Values, Principles and Practices

Source: PMI Agile Practice Guide.

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 Agile Values

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Responding to change over following a plan

Customer collaboration over contract negotiation

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 Agile Principles
1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
2. Welcome changing requirements, even late in development. Agile processes harness change for
the customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
4. Business people and developers must work together daily throughout the project.
5. Build projects around motivated individuals. Give them the environment and support they need,
and trust them to get the job done.
6. The most efficient and effective method of conveying information to and within a development
team is face-to-face conversation.
7. Working software is the primary measure of progress.
8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a
constant pace indefinitely.
9. Continuous attention to technical excellence and good design enhances agility.
10. Simplicity--the art of maximizing the amount of work not done--is essential.
11. The best architectures, requirements, and designs emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Source: https://agilemanifesto.org/principles.html
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Agile is a Blanket Term for Many Approaches

Source: PMI PMBOK 6th Edition

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 Compare and Contrast Agile Approaches
Agile Characteristics Phases of development life cycle supported Usage constraints
methodology
ASD Promotes adaptive paradigm, derives principles Requirements, design, code, unit test, It is more about concepts and culture rather
from radical software development integration test, system test, acceptance test than in-practice
AM Agile modelling – agility and rapid development in None It does not work independently but work
producing sufficiently advanced models to support within other methods as supplement
acute design.
Crystal Family of methods to be chosen suitable for the Design, coding, unit test, integration test, Lack of support for mission-critical systems,
business needs with rules of thumb for tailoring. system test distributed teams, scalability, insistence on
Flexible and configurable process only collocation.
DSDM Provides control framework for rapid application Project inception, requirements, design, code, Availability issue to wider audience
development. Keeps time and resources as unit test, integration test, system test,
constant and adjust the functionality to be acceptance test, system in use
developed
XP Customer focused and close customer Requirements, design, code, unit test, Lack of attention on management practises
participation, short iterations and short release, integration test, system test
continuous re-factoring.
FDD More emphasis on quality, frequent and tangible Requirements, design, code, unit test, Focused mainly on design and
deliveries and accurate monitoring of project integration test, system test implementation
progress. Very short iterations
ASP The Agile Software Process model focusses on Requirements, design, code, unit test, Unable to predict effort upfront and threat
accelerated development with flexibility to include integration test, system test, acceptance test of loss of focus due to changing
volatile requirements requirements,
PP Pragmatic programming – more of pragmatic None Does not define any concrete methodology
perspective with a set of best practises to develop a system
SCRUM Focusses on flexibility, adaptability, productivity, Requirements specification, integration test Coding and all testing process not defined
through small, self- motivated teams. Integrated completely.
project management process to overcome
Restricted Access - This presentation is only forSource: Abrahamsson
IIM Lucknow Students et al., 2010
deficiencies in the development process
 Extreme Programming
5 values

Communication Simplicity Courage

Feedback Respect

Roles

Customer Programmers Coach Tracker

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 Extreme Programming
Practices
Sit together
Whole team
Informative workspace
Simple Design
Test driven development
Energized work
Pair Programming
Collective Code Ownership
Continuous Integration
User stories
Frequent delivery
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 LEAN software development
Principles

Eliminate Amplify Decide as late

waste learning as possible

Deliver as fast Empower the Build integrity

as possible team in

See the whole

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 THANK YOU

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