Scaling Software Agility: Best Practices for Large Enterprises Dean Leffingwel l Agile 2009 Chicago, IL August 26, 2009 © 2009 Leffingwell, LLC. 1 About Dean Leffingwell © 2009 Leffingwell, LLC. 2 More from Dean Leffingwell © 2009 Leffingwell, LLC. 3 If you accept the premise that market needs change faster than the software industry’s traditional ability to develop solutions, you’re left with the question “what can we do about it?” For me, the answer is Agile. Israel Gat, Vice President, Infrastructure Management, BMC Software, Inc. © 2009 Leffingwell, LLC. 4 BMC Results QSM Associates press release   … remarkable levels of time-to-market and quality   … produce large scale enterprise software in 4-5 months, compared to typical one year   … exceptional time-to-market without sacrificing quality   … especially noteworthy - BMC 'Secret Sauce‘ enables process to succeed in spite of geographically dispersed teams –  “Other companies experience higher defects and longer schedules with split teams, BMC does not. I've never seen this before. The low bug rates also result in very low defect rates post-production”   … clearly ahead of more than 95 percent of all the software projects captured in the SLIM metrics database, they're among the best I've seen Source: QSM Associates Press Release, Sep 10, 2007 © 2009 Leffingwell, LLC. 5 Approaching Challenge at Scale “We place the highest value on actual implementation and taking action. There are many things one doesn’t understand; therefore, we ask them, why don’t you just go ahead and take action? You realize how little you know, and you face your own failures and redo it again, and at the second trial you realize another mistake . . . So you can redo it once again. So by constant improvement one can rise to the higher level of practice and knowledge. This guidance reminds us that there is no problem too large to be solved if we are only willing to take the first step.” Fuijo Sho, President, Toyota © 2009 Leffingwell, LLC. 6 What Is Software Agility? © 2009 Leffingwell, LLC. 7 Team Agility A disciplined set of –  enhanced software engineering practices –  empirical software project management practices –  modified social behaviors That empowers teams to: –  more rapidly deliver quality software –  explicitly driven by intimate and immediate customer feedback © 2009 Leffingwell, LLC. 8 Achieving Team Agility 1.  The Define/Build/Test Team 2.  Mastering the Iteration 3.  Two-levels of Planning and Tracking 4.  Smaller, More Frequent Releases 5.  Concurrent Testing 6.  Continuous Integration 7.  Regular Reflection and Adaptation © 2009 Leffingwell, LLC. 9 Enterprise Agility A set of –  organizational best practices –  core values and beliefs That harness large numbers of agile teams to build and release quality enterprise-class software more rapidly than ever before Explicitly driven by intimate and immediate customer feedback © 2009 Leffingwell, LLC. 10