tuesday, june 8 th, 2010 574 agile development-successful delivery & implementing across the...
TRANSCRIPT
Tuesday, June 8th, 2010
574 Agile Development-Successful Delivery & Implementing Across the Enterprise
Brian MooreSenior Consulting Director
Guidewire Software
Kurt BittnerCTO - AmericasIvar Jacobson [email protected]
Michael FoerstChief Information OfficerMissouri Employers Mutual [email protected]: www.linkedin.com/in/michaelfoerstTwitter: twitter.com/michaelfoerst
Agile is not a
Silver Bullet!
Software is built by people, but it is built well by collaborative teams
Agile Key Principles
Agile is about:• Customer collaboration • Embracing and anticipating
change • Delivering working software
often• Building high performance
teams
Sidebar:
– Different approaches exist for Agile
– Extreme Programming (XP), Scrum, Lean Development, CORE
– Today’s discussion is focused more on Scrum
Customer Collaboration Work with users and ensure
visibility into the progress being made
Visibility and frequent delivery helps to reduce the impact of major changes• Users can and should
provide regular feedback and be familiar with the system long before anything goes into production
Responding to change
Scrum embraces change and provides reasonable facilities to support the management of business priorities and implementation scope
Working software
With a focus on working software, teams are able to design and build functionality into the system based on priorities
In typical software implementations, more than half of all requirements are not implemented due to project overruns
Individuals and Interactions
People build and implement software systems
Be adaptive and collaborative to find the process that brings the best benefit
Work with the users to understand their requirements
Agile Key Principles Agile is NOT about:
• A design methodology• A project uses design and documentation standards that
the team is comfortable with, communicates effectively and is no more than the task requires
• A set of tools• A project uses tools they are comfortable with; however,
scrum project management tools are available • Avoiding documentation
• A project documents all workshops and other forms of communication to a level needed to define what is to be implemented
Scrum Roles
Product Owner Scrum Master Team
Scrum Roles
Product Owner• Constantly re-prioritizes
project scope• Synthesizes interests of
stakeholders• Negotiates sprint goals and
backlog items with team• Final arbiter of requirements
questions• Accepts or rejects each
product increment
Scrum Roles
Scrum Master• Helps resolve impediments• Facilitates Agile process• Supports Product Owner
with planning and prioritization
• Keeps artifacts visible• Shields team, enforces
time boxes, advocates improvements
Scrum Roles
Team• Cross functional• Autonomous• Self organizing• Responsible for commitments• Co-located• 6-10 team members
Agile Process
An Agile Process Lifecycle
Inception
Project Viability Agreed Business Risk Mitigated
Construction
Useable Solution AvailableConstruction Risk Mitigated
Transition
Release Successfully Deployed Deployment Risk Mitigated
Elaboration
Project Approach ProvenArchitectural Risk Mitigated
ElaborationInception Construction TransitionIteration * Iteration * Iteration * Iteration *
Proposal is approved
as a project
1…………….2…..…..n
GATE A GATE B GATE C GATE D
1…………….2…..…..n 1…………….2…..………..3……….n 1………..n
GATE E
AGILE PROJECTCASE STUDY
Claims System Modernization
Have you ever had a new concept that sounds great in all of the articles and reviews… … only to
have it come crashing down when you put it to the test?
Nature of effort Legacy claims system replacement
• First time the claims system was being replaced• The existing system was highly customized• Not all of the customization was well documented
Project size• At the peak roughly 60 team members, on-shore and off-shore• One of the largest projects ever attempted by the company• 15 months from team formation to implementation
Project plan• First use of Scrum internally • Inception phase• Six development sprints, seven tracks in each sprint• Three integrated testing sprints
Flexible Adaptable
Collaborative Empowered
Trusting
An agile team needs the proper environment to succeed!
Our Keys to Success Business Case Objectives
Governance Model
Dedicated Team
Collocated Team
handful of parameters guiding independent decision making
rules of the road defining decision making expectations
develop confidence in teammates and expectations to deliver
timely responsive
Lessons Learned Educate
• Product owner• ScrumMaster• Team members• Others interacting with the agile team
Communicate, communicate, communicate• Delivery• Daily scrums• Sprint reviews
Incrementally improve• Sprint, assess, sprint again• Improve the process as well as delivery
Empower the team
Lasting effects Scrum is now the default for all strategic projects Claims system maintenance releases follow an agile
approach Adopted for numerous non-project efforts – scrum
meeting format, etc. IT planning follows a conceptual plan with quarterly
reviews for the maintenance of projects in the “product backlog”
More dynamic, more transparent, shorter timeframes and focused on functional
deliverables.