agile adolescence to maturity: experience leads to...

Agile Adolescence to Maturity:Experience leads to Collaboration

Based on in-depth analysis of the Swiss Agile Study 2014

M. Kropp, FHNW, WindischA. Meier, ZHAW, Zurich

R. Biddle, Carleton University, Ottawa

Agile Breakfast, Bern27.01.2016

1

www.swissagilestudy.ch

http://www.swissagilestudy.ch/

Content

• Swiss Agile Study

– Overview and Results

• Agile Adolescence

– 1. Agile Practices

– 2. Agile Culture

– 3. MyAgile

2Agile Breakfast, Bern, 27.1.2016 M.Kropp, A.Meier

Swiss Agile Study

A joint project of

In cooperation with

Funded by


Survey Setup Facts

• Quantitative studies 2012 and 2014• 2 Surveys:

– IT-Companies directly contacted• 1462 contacted• 181 started (12.4%)• 101 finished (6.9%)

– IT-Professionals anonymous • 390 on site• 324 started (83.1%)• 128 finished (32.8%)

• Each survey divided into two main categories:– Agile/Non-Agile

2012Company 140 IT Professionals 194


Analysis Approach

• Analysis along Agile Experience– <= 2 years, 2-5 years, >=6 years

• Organizational Culture– Model of William Schneider (1994)– Control, Collaboration, Competence, Cultivation

• New Tools– “Agile Practices Map”– co-occurrence analysis


Agile vs. Non-AgileItem 1.1: Is your company currently practicing agile software development?

Agile 70%

Non Agile 30%

Company Overview

2012Non Agile: 43%Agile: 57%


Agile MethodologiesItem 1.4: Which methodology does your company follow most closely?

0% 10% 20% 30% 40% 50% 60% 70%

Scrumban

eXtreme Programming (XP)

Don’t know

Open Unified Process (Eclipse)

HERMES

RUP (Rational Unified Process)

V-Model

Other:

Lean / Kanban

Scrum

2012Scrum: +8%Lean / Kanban: +4%

Agile Companies


SatisfactionItem 1.5: How satisfied are you with your current methodology?

0%

18%

21%

45%

25%

33%

50%

42%

52%

18%

28%

12%

18%

30%

Agile Companies

Non-Agile Companies

Agile Professionals

Non-Agile Professionals

Unsatisfied Somewhat satisfied Satisfied Very satisfied

2012Agile Companies: -6% Sat./Very Sat.Agile Prof.: 5% unsatisfiedNon-Agile: +23% satisfied

!


Agile Influence – Company ViewItem 5.7 How has agile software development influenced the following aspects?

4%

0%

3%

6%

1%

4%

8%

1%

6%

1%

13%

8%

5%

6%

14%

4%

25%

29%

24%

26%

35%

21%

44%

21%

40%

33%

38%

26%

44%

44%

46%

41%

44%

37%

31%

54%

29%

40%

24%

38%

29%

43%

29%

46%

20%

19%

24%

28%

15%

20%

18%

33%

10%

13%

6%

20%

9%

6%

6%

5%

8%

5%

11%

4%

4%

5%

13%

10%

23%

5%

Time to market

Manage changing priorities

Productivity

Software quality

Alignment IT & business

Project visibility

Risk management

Development process

Maintainability / extensibility

Team morale

Development cost

Engineering discipline

Management of distributed teams

Requirements management

MUCH WORSE WORSE UNCHANGED IMPROVED SIGNIFICANTLY IMPROVED DON’T KNOW


Technical PracticesItem 3.1: Which of the following engineering practices could be observed by someone visiting your company next month?

Agile Breakfast, Bern, 27.1.2016 M.Kropp, A.Meier 18

0% 20% 40% 60% 80% 100%

Behavior Driven Development (BDD)

ATDD

Automated acceptance testing

Clean Code

Collective code ownership

Pair programming

Test Driven Development (TDD)

Continuous delivery

Refactoring

Continuous integration

Automated builds

Coding standards

Unit testing

Non-Agile Company Agile Company

2012Cont. Delivery: +19%

Collaboration PracticesItem 3.2: Which of the following management practices could be observed by someone visiting your company next month?

26%

32%

38%

51%

54%

68%

70%

71%

77%

87%

8%

8%

24%

12%

8%

8%

8%

32%

32%

52%

Kanban Pull System/Limited WIP

Open work area

On-site customer

Burndown charts

Retrospective

Daily standup

Taskboard

User stories

Iteration planning

Release planning

Non-Agile Companies

Agile Companies

2012Daily standup, Retros, Task Board much more used


Agility by Experience


Influences: Multiple Results and Co-occurrence Heatmaps


Influence by Experience


5.4 How has agile software development influenced the following aspects? (only the improved/significantly improved answers)

Technical Practices (by exp.)Item 3.1: Which of the following engineering practices could be observed by someone visiting your company next month?

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

<2 2-5 >=6

High Start Value

Unit testing

Coding standards

Automated builds

Continuous integration

0%

10%

20%

30%

40%

50%

60%

70%

80%

<2 2-5 >=6

Medium Start Value

Collective code ownership

Pair programming

Clean Code

Test Driven Development (TDD)

Refactoring

0%

10%

20%

30%

40%

50%

<2 2-5 >=6

Low Start Value

Behavior Driven Development (BDD)

Acceptance Test Driven Development (ATDD)

Automated acceptance testing

Continuous delivery


Collaboration Practices (by exp.)Item 3.1: Which of the following management practices could be observed by someone visiting your company next month?

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

<2 2-5 >=6

High Start Value

Release planning Iteration planning User stories

Daily standup Taskboard Retrospective

0%

10%

20%

30%

40%

50%

60%

70%

<2 2-5 >=6

Low Start Value

On-site customer Burndown charts Open work area Kanban Pull


Practices by ExperienceMore Experience More Collaborative


Unit testing

Refactoring

Automated builds

Coding standards

Cont. integration

Clean Code

TDD

Continuous delivery

Autom. acc. testing

Burndown charts

Release planning

On-site customer

Iteration planning

User stories

Daily Standup

Taskboard

Pair Programming

Coll. Code Ownersh.

Retrospective

Open work area

Kanban

ATDD

BDD

Unit testing

Refactoring

Automated builds

Coding standards

Cont. integration

Clean Code

TDD

Continuous delivery

Autom. acc. testing

Burndown charts

Release planning

On-site customer

Iteration planning

User stories

Daily Standup

Taskboard

Pair Programming

Coll. Code Ownersh.

Retrospective

Open work area

Kanban

ATDD

BDD

Unit testing

Refactoring

Automated builds

Coding standards

Cont. integration

Clean Code

TDD

Continuous delivery

Autom. acc. testing

Burndown charts

Release planning

On-site customer

Iteration planning

User stories

Daily Standup

Taskboard

Pair Programming

Coll. Code Ownersh.

Retrospective

Open work area

Kanban

ATDD

BDD

The Agile Practices Map:Collaboration vs. Technical Practices

More Technical Practices

More CollaborativePractices

27Agile Breakfast, Bern, 27.1.2016

M.Kropp, A.Meier

Life in the Organization

• Schneider’s Model:– Control Culture is about getting and

keeping control

– Collaboration Culture is about working together

– Competence Culture is about being the best

– Cultivation Culture s about learning and growing with a sense of purpose

• No organization has only one,but most have a dominant culture...

OOP 2016, Munich, GermanyAgile Adolesence to Maturity 28

Organizational Culture

Agile Adolesence to Maturity OOP 2016, Munich, Germany 29

http://www.infoq.com/articles/organizational-culture-and-agile, 15.1.2016

http://www.infoq.com/articles/organizational-culture-and-agile


• What is the actual culture in an agile team?


Collaboration – 38%

Cultivation – 40%

Control – 9%

Competence – 13%

Organizational Culture Evolves

• Based on the Schneider Model

14%

10%8%

27%

32%34%

30%

20%

15%

29%

38%

43%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

<2 2-5 >=6

Company

Control Collaboration Competence Cultivation

32%

19%

13%

23%

31%

34%

19%17% 17%

27%

32%

35%

0%

5%

10%

15%

20%

25%

30%

35%

40%

<2 2-5 >=6

Professionals

Control Collaboration Competence Cultivation



• How is Collaboration applied at your company?

• Late Collaboration

– Why? What can be done?


PracticesBy Culture

Collaborative

&

Cultivating

->

More

Collaboration


What are the Barriers?

0%

10%

20%

30%

40%

50%

60%

<2 2-5 >=6

Rank 1 - Viewed by experience level(PROF)

0%

20%

40%

60%

<2 2-5 >=6

Rank 1 - viewed by experience level(COMP)

Ability to change organizational culture General resistance to change Availability of personnel with necessary skills

Lack of management support Project complexity or size Customer collaboration

Confidence in ability to scale agile Perceived time to transition Budget constraints


M.Kropp, A.Meier

0%

10%

20%

30%

40%

50%

60%

Ability to changeorganizational

culture

General resistanceto change

Availability ofpersonnel withnecessary skills

Lack ofmanagement

support

Project complexityor size

Customercollaboration

Confidence inability to scale

agile

Perceived time totransition

Budgetconstraints

Rank 1 - viewed by barrier (PROF)

What are the Barriers?

0%

10%

20%

30%

40%

50%

Ability to changeorganizational

culture

General resistanceto change

Availability ofpersonnel withnecessary skills

Lack ofmanagement

support

Project complexityor size

Customercollaboration

Confidence inability to scale

agile

Perceived time totransition

Budgetconstraints

Rank 1 - viewed by barrier (COMP)

<2 2-5 >=6


M.Kropp, A.Meier

My Agile - Much Stress at first

-33%

-57%

-30%

-80%

-33%

-33%

-33%

-43%

-76%

-24%

-33%

-33%

-48%

-67%

67%

43%

70%

20%

67%

67%

67%

57%

24%

76%

67%

67%

52%

33%

-80% -60% -40% -20% 0% 20% 40% 60% 80%

I pay more attention to technical excellence

my work life balance has improved

release is not a nightmare anymore

I work less overtime

we have developed a culture of mutual respect

I feel much more committed/dedicated to the team and to the…

I have more fun at work

I think my work is more valued

I have less stress

team morale has improved

we have a team environment which is honest, trusting and allows…

team members take the initiative to accomplish tasks more often

the team has been empowered to make decisions about how to…

we have a culture of servant leadership

Exp: <2ys

CD&D A&CA


M.Kropp, A.Meier

Professional’s Views on AgileAgile is Stressful, Especially at First

40

StressOvertimeAgile Breakfast, Bern, 27.1.2016

M.Kropp, A.Meier

How do they feel

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

<2 2-5 >=6

Immediate ImprovementsI pay more attention to technical excellence

release is not a nightmare anymore

we have developed a culture of mutual respect

I feel much more committed/dedicated to the team and to the work

I have more fun at work

team morale has improved

we have a team environment which is honest, trusting and allows formistakes

team members take the initiative to accomplish tasks more often


M.Kropp, A.Meier

How do they feel

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

<2 2-5 >=6

Longterm Improvements

my work life balance has improved

I work less overtime

I think my work is more valued

I have less stress

the team has been empowered to make decisions about how to do theirwork and execute on those decisions without outside interference

we have a culture of servant leadership


M.Kropp, A.Meier

My Agile

• How do you feel?

• Agile is Stressful:



Summary - What Have We Learned?

• Tech Practices precede Collaborative Practices:

– Why? Initial Misunderstanding of Importance?

• Organization Culture linked to Agile Experience:

– What does it mean for your organization?

• Barriers are cultural first, complexity later:

– How should Agile handle complex software development?

• Agile is Stressful:



Thank you very much for your attention

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