swissq agile trends & benchmarks 2012 (englisch)
DESCRIPTION
Agilität ist in aller Munde – von den einen abgöttisch geliebt und es soll noch andere geben, die sie nicht so gerne mögen. Jedem das Seine. Doch wie sieht die agile Landschaft in der Schweizer IT Community aus? Laden Sie die Agile Trends & Benchmarks 2012 herunter ziehen Sie Ihre eigenen Schlüsse daraus.TRANSCRIPT
SwissQ Agile Trends &Benchmarks Switzerland 2012Where are we now – where are we going to?
EDITORIAL
TRENDWAVE 2012
KEY MESSAGES
PROJECTS
EXPERIENCE
IMPLEMENTATION
OBSTACLES
FRAME OF SURVEY
TESTING AND REQUIREMENTS
3
4
5
6
7
8
9
10
11
SwissQ Agile Trends & Benchmarks 2012 2TABLE OF CONTENTS
“Agility: Flexibility takes over from planning”, the Financial Times predicted on 20 November 2007. This came true sooner than many expected. More than ever before, modern organizations are challenged to respond pro-actively to the fast changes of today‘s global and strongly interlinked world. Plans become waste paper before they even had a chance of being realized. The adaption of and the reaction to change is a top priority. This fast and continuous modification of business models also challenges the backbone of any company: the IT.
Agile approaches, in particular Scrum, have hit the nail on the head. In the last years, the “Lean & Agile“ approach significantly gained momentum. A lot is promised, a lot is set up, but the expectations are often not met. It seems that the reality is much more complex and laborious than books and shiny presentations let you believe. The report at hand is based on a survey with more than 300 participants and numerous interviews with IT-executives. Thus, it presents facts. It shows, where agility stands in Switzerland today, what difficulties the community faces day after day and which topics are being actively pursued.
The benchmarks depicted in a multitude of informative charts and diagrams form the backbone of this report and allow you to position your company in comparison to others.
In order to show the currentness of the examined topics, we use the SwissQ Trend Wave®. It shows in four phases how select topics will most likely develop over time and in turn allows you to appraise the influence of these trends on your business.
Whereas many are still indifferent to the agile movement, others already pay a lot of attention to Scrum. Topics like using Sprints or the roles of Developers and Scrum Masters are established and almost “daily business“.
Two of the main topics, which are currently being worked on intensively, are the Definition of Done and the Product Owner Role. The Definition of Done advanced rapidly by considering it as a quality gate and by incorporating acceptance criteria. The Product Owner is recognized more and more in his role as a key player and therefore is challenged to a greater extent. In the end it is his work which forms the basis for a successful product and for the acceptance by the end user.
An amassing of topics can be noticed in the growth-sector of the Trend Wave. The restricted view from just one Sprint to the next Sprint is slowly being replaced by transparent overall planning and efficient backlog management. Thus, the overall view of the product is becoming more focused. In addition to that, new ways of collaboration are being tried out in terms of place or discipline. Keywords on this would be: online collaboration and co-location, and accordingly embedded Scrum testers and agile requirements engineers.
In addition there are topics whose future trend development is not yet assessable. Or were you concerned with Management 3.0 before?
We wish you lots of interesting findings by reading the agile report and lots of fun on your way to more flexibility and agility.
Agility resounds throughout the land – there are those who adore it and there might be others who don‘t like it so much. Each to their own. However, how does the agile landscape look like in the Swiss IT Community? Let the Trends and Benchmarks of our current survey sink in, discuss about it and draw your own conclusions.
SwissQ Agile Trends & Benchmarks 2012 3EDITORIAL
INTRODUCTION – This topic has been identified and some companies are deploying initial implementations. However, it cannot be foreseen whether this trend will positively advance and whether testing will be considerably influenced.
GROWTH – This topic is more and more accepted and many companies are considering it. The first tools are being developed and consultancy firms offer services for the same. Often risks are associated due to limited implementation experience.
MATURITY – Most companies are working on the implementation or have already completed it. The knowledge of this topic is often widespread, resulting in sub-topics being raised.
DECLINE – The topic has already been implemented by most of the companies, with the exception of individual latecomers. Often, there is no more added value in acquiring further knowledge in these areas, since it will become obsolete shortly.
SwissQ Agile Trends & Benchmarks 2012 4TRENDWAVE 2012
INTRODUCTION GROWTH MATURITY DECLINE
TIME
PRIO
RITY
Management 3.0
Definition of Ready Portfolio Management
Agile Requirements Engineering
Priority PokerSelf-Organisation
ATDD
Cultural ChangeProduct Roadmap
Embedded TesterContinuous Build, Integration & Test
Online Collaboration
Test AutomationSoftware as a Service / Cloud Computing
Early FeedbackProduct Owner Role
Dashboards Definition of Done
End User Involvement
Scrum Master
Issue Tracking Tools
Developer Role
Sprints
4 5 6Whereas most techniques are used by more than 70 % of the respondents, there are still some techniques with a lot of catching up to do, like TDD, ATDD, Kanban or the Definition of Done.
Better handling of constantly changing priorities is considered to be one of the main reasons to implement agile methods, as well as increasing productivity and accelerating time-to-market.
More than half of the companies apply agile development practices. Thereof 84.5 % of the respondents use Scrum as their preferred agile method.
7 8 9The executives have major concerns: less forward planning, less predictability and less documentation.
Not the agile approach itself is the main obstacle but the required transformation of the organisation.
52 % of the respondents stated that agile projects fail because of lack of experience, 42 % because the corporate culture was not compatible with agile principles.
2 31 More than 50 % are not satisfied with the implementation of their agile approach. This is most likely explained by the lack of strategies to implement the agile methods.
67.6 % of the respondents use MS-Office Tools in the agile area, followed by JIRA with 31.0 % and HP QC with 28.2 %.
73 % of the respondents already carried out agile projects and therefore see themselves as experienced with agile methods. The only question is, how “experienced” is defined.
SwissQ Agile Trends & Benchmarks 2012 5KEY MESSAGES
Software Development ProcessMore than half of the companies use agile processes. Many of them are using a combination of different development processes e.g. agile in combination with waterfall.
SwissQ Agile Trends & Benchmarks 2012 6PROJECTS
Agile 51 %
Iterative 22 % RUP
16 %
Hermes 12 %
Waterfall 40 %
Agile Methods in Use
Tools in the Agile Context
Feature Driven Development (FDD)
0 % 20 % 40 % 60 % 80 % 100 %
SCRUMBAN
Others
Agile Unified Process
Extreme Programming (XP)
Own agile hybrid Version
Kanban
Scrum
15.5 %
16.9 %
84.5 %
0.0 %
8.5 %
9.9 %
11.3 %
14.1 %
0 % 20 % 40 % 60 % 80 %
CA Agile Vision
Inflectra Spira
Rally Software Development
Proprietary Development
Version One
Others
MS Team Foundation Server
Open Source
HP QC / ALM
Atlassian JIRA / Greenhopper
MS Office (Word, Excel) 67.6 %
31.0 %
28.2 %
19.7 %
16.9 %
15.5 %
5.6 %
5.6 %
2.8 %
2.8 %
0.0 %
of the respondents use Scrum as their favorite agile method.
84.5 %
Personal Experience in Agile Methods
of the respondents are already experienced with agile methods.
3/4
of the respondents have less than 2 years experience in agile projects.
2/3
SwissQ Agile Trends & Benchmarks 2012 7EXPERIENCE
54.9 %
23.9 %
2.8 %
Very experienced (many years of
practical experience)
Experienced (carried out
first projects)
Little experience(theoretical knowledge)
No experience
0 %
20 %
40 %
60 %
Use of Agile TechniquesAgile techniques like iterative planning, daily stand-up meetings, taskboards and retrospective meetings are already well in place. TDD, ATDD and Kanban are techniques which are of particular interest at the moment.
0 % 20 % 40 % 60 % 80 % 100 %
38.1 %
34.8 %
26.6 %
20.3 %
15.9 %
11.1 %
9.5 %
12.1 %
31.3 %
19.0 %
23.8 %
46.0 %
48.5 %
65.6 %
46.9 %
63.5 %
63.5 %
Iterative Planning
Daily Standup
Backlog Management
Taskboard
Retrospectives
Burndown Chart
Definition of Done
Velocity Chart
On-Site Customer
Co-Location
Test Driven Development (TDD)
Kanban
Acceptance Test Driven Development (ATDD)
89.6 %
82.1 % 13.4 %
80.6 % 6.0 % 9.0 %
75.8 % 6.5 % 16.1 %
72.7 % 7.6 % 15.2 %
67.2 % 6.0 % 22.4 %
57.8 % 14.1 % 21.9 %
Is used No more useUse is planned Is not an issue
18.3 %
Drivers of Agile Methods
IMPLEMENTATION SwissQ Agile Trends & Benchmarks 2012 8
Improving the handling of changing priorities
Improving collaboration between business and IT
Accelerating time-to-market
Increasing productivity
Minimizing risks
Improving team morale
Simplifying the development process
Improving development-disciplines
Increasing visibility of projects
Increasing maintainability andexpandability of software
Reducing costs
Managing distributed teams
Reasons for Implementing Agile Methods
Implementation Steps
0 % 20 % 40 % 60 % 80 % 100 %
Top Priority Very Important Important Not Important
8.7 % 20.3 % 33.3 % 37.7 %
7.2 % 23.3 % 44.9 % 24.6 %
11.6 % 21.7 % 39.1 % 27.5 %
11.9 % 26.9 % 34.3 % 26.9 %
4.3 % 37.7 % 39.1 % 18.8 %
7.2 % 34.8 % 36.2 % 21.7 %
7.2 % 39.1 % 39.1 % 14.5 %
14.5 % 40.6 % 36.2 % 8.7 %
13.6 % 42.4 % 39.4 % 4.5 %
28.6 % 31.4 % 27.1 % 12.9 %
17.4 % 52.2 % 21.7 % 8.7 %
15.9 % 62.3 % 17.4 % 4.3 %
Satisfaction with the Implementation
Everything runs smoothly - there are no problems
Expected benefit was fulfilled
Took longer than expected
Is complicated
Does not meet expectations
Implementation cancelled
52.1 %
39.4 % 38.0 % 36.6 %
0 %
20 %
40 %
60 %
19.8 %
Departmentmanager /Team lead
HeadDevelopment
Project manager
CEODeveloper
2.9 % 29.4 % 67.6 %
9.1 % 6.1 % 84.8 %
21.2 % 22.7 % 56.1 %
29.4 % 41.2 % 29.4 %
32.3 % 32.3 % 35.4 %
33.3 % 26.1 % 40.6 %
38.8 % 31.3 % 29.9 %
43.3 % 32.8 % 23.9 %
0 % 20 % 40 % 60 % 80 % 100 %
Expansion to suitable projects
Piloting the agile approachin a single project
Training and coaching the involved roles
Active involvement of business units (e.g. in the PO-role)
Naturally grown in separate teams
Extended pilot phase with several projects
Rollout to all projects (big bang)
Assessment of the organization
Yes To some extent No
41 %
4 %3 %
10 %
17 %
25 %
Main Reasons for the Failure of Agile Projects
The Biggest Concerns Main Implementation Obstacles
SwissQ Agile Trends & Benchmarks 2012 9OBSTACLES
41 %
37 %
32 %
31 %
28 %
24 %
23 %
16 %
13 %
10 %
9 %
7 %
0 % 20 % 40 % 60 %
9 %
No / less forward planning
Necessity to change management style
Less predictability
Less documentation
Less management control
Not / not easily scalable
Development team not ready for change
Insufficient discipline in development
Inconsistency with the regulatory standards
No concerns
Others
Less quality of the software
Quality of the development skills
55 %
39 %
37 %
34 %
31 %
28 %
25 %
23 %
9 %
0 % 20 % 40 % 60 %
6 %
Ability to change the organizational culture
General resistance to change
Availability of personnel with necessary qualifications
Projects are too big or too complex
Collaboration with the client (internal / external)
Lacking support of line management
Confidence in the scalability of agile methods
Not enough time for sustainable changes
Cost reasons
Others
No obstacles 0 %
Corporate culture is not compatible with agile principles (theory
and practice are difficult to reconcile)
45 %
External pressure to follow a traditional
approach
41 %
Lack of support from line
management Lack of /
insufficient training / coaching
37 %Lack of
cooperation between
organisational units
Lack of team motivation
35 %
23 %
Lack of experience with
agile methods
38 %52 %
SwissQ Agile Trends & Benchmarks 2012 10
ResponsibilitiesMore than 50 % of the respondents describe their job with more than one role. Especially test managers don’t work 100 % as test managers, but also take responsibility for other roles.
of the respondents mainly work in projects.
60 %of the respondents are line managers.
33 %
30 %
20 %
10 %
0 %
Test
Manag
er
Depa
rtmen
t / D
ivisio
n Man
ager
Requ
irem
ents
Engi
neer /
BA
Test
Engi
neer
Proj
ect m
anag
er
Teste
r
Requ
irem
ents
Manag
er
Softw
are
Engi
neerIT Employees
A bit more than half of the respondents work in companies with more than 500 IT employees.
FRAME OF SURVEY
0 %
IT
Finance, Insurance
Manufacturing
Public and semi-public companies
Traffic and Transportation
Telecommunication
MedTech
Others
10 % 20 % 30 % 40 %
36.1 %
28.4 %
7.4 %
7.4 %
5.6 %
4.0 %
3.7 %
7.4 %
0 %
2001– ...
501 – 2000
251 – 500
51 – 250
11 – 50
1 – 10
5 % 10 % 15 % 20 % 25 % 30 % 35 %
33.0 %
13.6 %
17.6 %
15.4 %
14.2 %
6.2 %
Industrial SectorMore than 60 % of the respondents work either in the IT or in the financial sector. Compared to the last years their proportion has decreased, demonstrating that the subject has arrived in other industries too.
Along with the first edition of the SwissQ Agile Trends & Benchmarks Report, SwissQ published already the fourth edition of the SwissQ Testing Trends & Benchmarks Report and as well the first edition of the SwissQ Requirements Trends & Benchmarks Report, in 2012. Do you want to know more? You can download the detailed reports with further analyses from www.SwissQ.it.
SwissQ Agile Trends & Benchmarks 2012 11TRENDS & BENCHMARKS REPORTS 2012 FOR TESTING AND REQUIREMENTS
Trends & BenchmarksRequirements 2012
Trends & BenchmarksTesting 2012
Investments increase
Investments remain constant
Investments decrease
Future Investments
Education and Training for Employees
Better Cooperation of Business and IT
Standardisation of theinternal RE-Processes
Elaboration / Definition of the RE-Role
Development of Templates and Guidelines
Hiring new RE-Employees
Establishing specific RE Tools
Establishing internal RE-Divisions/-Departments
Outsourcing RE-Activities
0 % 20 % 40 % 60 % 80 % 100 %
33 %
33 %
25 %
24 %
22 %
22 %
21 %
17 %
11 %
54 %
53 %
61 %
60 %
61 %
55 %
64 %
63 %
48 %
13 %
14 %
14 %
16 %
17 %
23 %
15 %
20 %
41 %Costs
increasedup to 10 % up to 20 % up to 50 % up to 80 % No statement
possible
Cost Savings by Test Automation
10.2 %
33.3 %
2.8 %
22.6 %23.7 %
7.3 %
ABOUT US
SwissQ supports its clients in the development and implementation of IT-solutions and assures that the end users get the functionality they really need. This is achieved by unambiguously determining requirements and risk-based testing the implementation.
Our vision is to improve the added value of IT through requirements management and software testing. Along with providing high-quality services, we pursue this vision by establishing independent platforms, like the Swiss Testing Day and the Swiss Requirements Day, which facilitate the exchange of know-how and experiences.
In addition to that we help bright minds to expand their knowledge in our trainings.
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