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Posts Tagged ‘Rally

Open-Sourcing the Inovis End-to-End Kanban System

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Source: Gat, Huddleson, Bodwell and Chin, “Reformulating the Product Delivery Process

Colleague and “partner in crime” Stephen Chin has published a post on the Inovis End-to-End Kanban System (aka Apropos) we presented at the LSSC10 conference on April 23.  As readers of this blog might recall, the system tracks features through their full life-cycle from proposal to validation, ensuring actionable feedback cycles. By so doing it firmly anchors the software method in the overall business context with special attention to operational aspects such as deployment, monitoring and support.

Stephen outlines details of the forthcoming open-sourcing of Apropos as follows:

The plan for this tool is to do the initial launch of a BSD-licensed open-source version on May 22nd.  This will include support for the Rally Community Edition, which is free for up to 10 users.  In future releases we plan to support other Agile Lifecycle Management tools, both commercial and open-source, but will need assistance from the community to do this.

If you are interested in helping out with this project, please contact me.  I will have limited bandwidth until after the initial launch, but after that would love to scale up this project with interested parties.

I really can’t wait till the 22nd. IMHO Apropos has the potential to become the leading Kanban system by the community for the community.

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Harnessing Economies of Scale in Cloud Computing to Realize a Greener Computing Option

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Economies of Scale have been much discussed in The Agile Executive since the recent OpsCamp in Austin, TX. The significant savings on system administration costs  in very large data centers have been called out as a major advantage of Internet-scale Clouds. Unlike various short-lived advantages, the benefits to the Cloud operator, and to the Cloud user when the savings are passed on to him/her, are sustainable.

In this guest post, colleague and friend Annie Shum analyzes the various sources of waste in operations in traditional data centers. Like an Agilist with Lean inclinations who confronts an inefficient Waterfall process, Annie explains how economies of scale apply to the various kinds of waste that are prevalent in today’s small and medium data centers. Furthermore, she connects the dots that lead toward a Green IT option.

Here is Annie:

Harnessing Economies of Scale in Cloud Computing to Realize a Greener Computing Option

Scale Matters: “Over time, however, competitive advantage within categories shifts inexorably toward volume operations architecture.” – Geoffrey Moore, “Dealing with Darwin”

It is a truism that today’s datacenters are systemically inefficient. This is not intended as an indictment of all conventional datacenters. Nor does it imply that today’s datacenters cannot be made more efficient (incrementally) through right sizing and other initiatives, notably consolidation by deploying virtualization technologies and governance by enforcing energy conservation/recycling policies. There are a myriad of inefficiencies, however, that are prevalent in datacenters today.

Many industry observers lament the “staggering complexity” that permeates on-premises datacenters. Over time, most, if not all, enterprise IT datacenters have become amalgamations of disparate heterogeneous resources. Generally, they can be described as incohesive, perhaps even haphazard, accumulations. The datacenter components and configurations often reflect the intersections of organizational politics (LOB reporting structures leading to highly customized/organizational asset acquisitions and configurations), business needs of the moment (shifting corporate strategies and changing business imperatives to gain competitive edge or meet regulatory compliances) and technology limitations (commercial tools available in the marketplace). It should come as no surprise that human interactions and errors are considered a major contributor to the inefficiencies of datacenters: IBM reported that human errors account for seventy percent of the datacenter problems.

The challenge of maximizing energy efficiency begins fundamentally with the historical capital-intensive ownership model for computing assets to enable each organization to operate its own datacenter and to provide “24×7 availability” to its own users.  The enterprise IT staff has been required to support unpredictable future growth, accommodate situational demands and unscheduled but deadline-critical events, meet performance levels within SLAs and comply with regulatory and auditing requirements. Hence, datacenters generally are over-configured and over-provisioned. In addition to highly skewed under-utilization of distributed platform servers, ninety percent of corporate datacenters have excess cooling capacity. Worst of all, according to IBM, about seventy-two percent of cooling bypassed the computing equipment entirely. Further compounding these problems for a typical enterprise datacenter, is the lack of transparency and the inability to control energy consumption properly due to inadequate and often inaccurate instrumentation to quantify energy consumption and waste due to energy lost.

The economics of Cloud Computing can offer a compelling option for more efficient IT: by lowering power consumption for individual organizations and by improving the efficiency of a large number of discrete datacenters. Although the electricity consumption of Cloud Computing is projected to be one to two percent of today’s global electricity use, Cloud service providers can still cultivate sustainable Green I.T. effectively at lower costs by leveraging state-of-the-art super energy efficient massive datacenters, proximity to power generation thereby reducing transmission costs and, above all, harnessing enormous economies of scale. To better understand how Cloud Computing can offer greener computing in the Cloud and how will it help moderate power consumption by datacenters and rein in run-away costs, a good starting place is James Hamilton’s September 2008 study on Internet-Scale Service Efficiency” as summarized in the table below.

Resource Cost in

Medium DC

Cost in

Very Large DC

Ratio
Network $95 / Mbps / month $13 / Mbps / month 7.1x
Storage $2.20 / GB / month $0.40 / GB / month 5.7x
Administration ≈140 servers/admin >1000 servers/admin 7.1x

Table 1: Internet-Scale Service Efficiency [Source: James Hamilton]

This study concludes that hosted services by Cloud providers with super large datacenters (at least tens of thousands of servers) can achieve enormous economies of scale of five to seven times over smaller scale (thousands of servers) medium deployments.  The significant cost savings is driven primarily by scale. Other key factors include location (low cost real estate and electricity rate, abundant water supply and readily available fiber-optic connectivity), proximity to electricity and power generators, load diversity, and virtualization technologies.

Will this mark the beginning of the end for traditional on-premises datacenters? Can enterprise IT continue to justify new business cases for expanding today’s non-renewable energy powered datacenters? According to the McKinsey article, the costs to launch a large enterprise datacenter have risen sharply from $150M to over $500M over the past five years. The facility operating costs are also increasing at about twenty percent per year. How long will the status quo last for enterprise IT considering the recent trend of Cloud service providers? Major players such as Google, Microsoft as well as the U.S. government itself have invested in or are planning ultra energy-efficient mega-size datacenters (also known as “container hotels”) with massive commoditized containerization and proximity both to power source and less expensive power rates. Bottom line: will the tide turn if the economics (radical cost savings) due to enormous economies of scale become too significant to ignore?

Despite the potential for significant cost savings, it is premature to declare the demise of traditional IT or the end of enterprise datacenters. After all, the rationale for today’s enterprise IT extends well beyond simplistic bottom-line economics – at least for now. To most industry observers, enterprise datacenters are unlikely to disappear although the traditional roles of enterprise IT will be changing. A likely scenario may involve redistributing IT personnel from operating low-level system operational tasks to addressing higher-level functions involving governance, energy management, security and business processes. Such change not only would become more apparent but will likely be precipitated by the rise of hybrid Clouds and the growing interconnection linking SOA, BPM and social computing. Another likely scenario is the rise of the mega datacenters or “container hotels” for Cloud Utility Computing providers. Although the global economic outlook will undoubtedly play a key role in shaping the development plans/timelines of the mega datacenters, they are here to stay. Case in point: by 2012, Intel estimates that it will design and ship about a quarter of the server chips (it sells) to such mega-data centers.


Teach Your Boss to be Agile with a Social Contract – Guest Post by Alan Atlas

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When I [Israel] joined BMC Software in Fall 2004, I made a promise to each and every one of the hundreds of employees in my business unit:

I commit to read and respond within 48 hours to any email you send me. My answer is not likely to be long as I am drinking from a hose right now. But, it will be substantive.

Till this very day, various ex-employees of mine tell me that this simple statement was actually the first step toward our adopting Agile – it created mutuality in our relationships. A few months later, when we started discussing the ground rules for Agile team empowerment, I was credible with respect to adhering to voluntary “contracts” due to the mutuality established in the “email policy” cited above (and other “it cuts both ways” steps we as a management team have taken along the way).

Fast forward five years to today. How delightful it was to get the guest post below from Rally coach Alan Atlas. His post has taken me all the way back to the very gratifying experience of starting the enterprise-level Agile “adventure” at BMC. Furthermore, Alan’s post made me realize I need to add mutuality as the fifth ingredient in my ‘secret sauce’ for large-scale Agile implementations.

Here is Alan:

Hey, how’re you doing? How’s the new Agile thing going? What? Oh, yeah. We had that same thing. The manager thing. Yep. It can be a killer! Wanna know what we did?

Dan Rawsthorne first introduced me to social contracts. He had put together an example that was called something like “Contract Between the Team and the Organization”.  Israel Gat’s work on Agile Social Contracts gives perspective on using them at the enterprise level.

I have put social contracts to good use more than once, and I am convinced that they are a tool that has much to offer to coaches, consultants, and maybe most importantly, internal Agile champions at companies around the world.

Most of us are familiar with the idea of Working Agreements. Working Agreements are a form of social contract that is often used to help a self-organizing team to establish behavioral standards without having them imposed from the outside (e.g., by a manager). Working Agreements are:

  • Established and changed by mutual agreement
  • Enforced by mutual agreement
  • Outside of established corporate legal structure, and
  • Made between peers.

A social contract, at least the way I have seen them created and used, is essentially a Working Agreement between non-peers.  In an Agile context, social contracts are written between a team and its management, or a team and its encompassing organization.

Of what use is an agreement in which each clause can be summarized as “I promise to do something that you want until I change my mind”? I think there are two really important benefits to be realized by using social contracts:

  • They codify and externalize the agreement, making the substance of the agreement clear, and
  • They form the basis of an “interaction between people” (i.e., a conversation).

Here’s an extract from a hypothetical Social Contract:

  1. The Organization and the Team agree that:
    1. Customer satisfaction is our ultimate goal
    2. Mutual respect will be the foundation for trust between all parties
    3. The Team promises the Organization that:
      1. It will develop the most valuable software, as defined by the Organization through the Product Owner, at all times
      2. It will provide transparency in all things related to its activities
      3. The Organization promises the Team that:
        1. The Team’s success will be judged by the production of working software
        2. The Team will have a Product Owner and a Scrum Master and a reasonable expectation of team stability

Yes, it does seem a bit idealistic and maybe even unrealistic. Yet, it is invaluable when used in the following way:

“Hey Boss. One part of launching the team on Scrum is to sit down with you and go over our social contract. Let’s take a look and talk about the things that are in here.”

The social contract is, above all things, a means to direct a conversation with your manager about roles and behaviors in the new world of Scrum. If you can all actually agree on one, and even sign it, Wow! But if you can’t, you can still use it to begin to teach your boss (I bet she wasn’t included in team Scrum training, was she?) how to be a good boss in an Agile world. If you are afraid of broaching certain subjects, arrange to have a neutral Agile coach supply you with an Agile contract, in which case you can’t be blamed for the content.

“The Organization promises the Team that impediments raised by the team will receive prompt and thorough attention at all levels.”

“The Team promises the Organization that it will adhere to all corporate quality standards when building software.”

“The Team promises the Organization that it will maintain the highest possible level of technical rigor through design and code reviews.”

And on and on…

Don’t be too disappointed if it never gets completely agreed and signed and put on the wall. Use it to open up a dialog with your management that you can build on over time.

Written by israelgat

November 5, 2009 at 7:46 am

Technical Debt Goes Generic

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Rally’s Richard Leavitt mentioned “his” technical debt in a conversation the two of us had last evening. As Richard is the head of marketing for Rally, I was expecting to hear about some deficit in the functionality, design, coding or testing of one of the market and customer facing websites his department deploys. I was dead wrong.

Richard was actually using technical debt in a generic sense. Anything in his department that they had to rush through and now plan to go back to and revisit/improve/fix is categorized as technical debt. The term applies to (say) laying the foundations for a marketing campaign as much as it does to re-architecting an application in order to improve its performance.

I don’t really know how wide spread the use of “technical debt” in this generic sense is. I am, however, impressed: another term of art is starting to get into the English language! How appropriate that such use of the term starts at a company that applies Agile values and practice to most of its operational and business processes.

Written by israelgat

November 4, 2009 at 2:58 pm

The Success of the Success Tour

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We started the 2009 Rally Agile Success Tour (AST) Series in March in Denver, CO; we just concluded it in London, UK. In between the AST “train” stopped at:

All in all we hosted about 1,000 participants in these cities. More than 40 panelists shared Agile experiences with their local colleagues. Some 200 meetings were held with various participants in conjunction with the events. Obviously, I cannot write here about the level of business generated by the success tour, but none of my Rally colleagues complained so far…

The breadth and depth of topics that were covered is mind-boggling. Here are a few of the most intriguing ones:

The success tour proved successful to a degree that actually perplexed me for quite some time. I had certainly expected a strong series of events from the outset and could point out to various things we were doing right along the way. Yet, the very simple ‘secret sauce’ that made the event series so remarkable eluded me until I collected my thoughts for writing this post:

The Agile Success Tour proved phenomenally successful because the Rally team is so much like the customers and prospects that participate in the events, license the Rally software and work hand-in-hand with Rally coaches.

A few words of explanation for what might seem on the surface like a somewhat banal statement. The various members of the Rally team – sales reps, coaches, technical account managers, marketing professionals and execs – resonated with participants in the events due to exceptionally high level of congruence in values, thinking and practices. If Ryan were the CTO of eBay he would probably have licensed Rally software; Jean would have re-architected the flow of eBay processes; Zach would have integrated the ALM tools eBay uses. As for Lauren, she would have single-handedly created a world-wide marketing events organization for eBay.

The power of being like your own customers is magnetic. Digital Equipment Corporation was immensely successful selling minicomputers to engineers like their own engineers in the 60’s and 70’s. Sun Microsystems rode the early Internet wave as their product designers were carbon copy of the folks who roamed the World Wide Web. Apple triumphed with the iPod because just about every Apple employee would have murdered for such a cool device. Nothing beats the intuitive understanding that comes with designing, marketing and selling the kind of product you will buy, play with and use yourself.

After the Santa Clara event, Forrester’s Tom Grant told me the following about Rally:

What a smart company – everyone gets it!

Though a slightly different perspective than mine, Tom had actually identified the outcome of the company-customer congruence I am highlighting in this post. Everyone at Rally gets it due to natural identification with his/her customers. Contexts and experiences of customers are exceptionally well understood and often replicated in Rally’s Boulder, CO headquarters and its various branch offices.

Fundamentally, the success of the success tour reflects the affinity between Rally and its clientele.

Scale in London – Part II

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What a grand conclusion for a year of Agile Success Tour events! High that my expectations of yesterday’s event in London were, the actual delivery and interaction with the participants surpassed them. As a matter of fact, I have not done as many customer 1-1’s in any of the previous events. Some of the interactions were with folks who came to the event from the continent. Remarkably, various customers stayed after the event to spontaneously dialog with other participants.

Speaking for Memex, Jim Mccumesty established the tone for the whole event. Agile to Jim is about:

  • Making a real difference
  • Changing patterns of individuals and teams
  • Transforming ‘life styles’

Have no mistakes – Jim had a lot of hard methodical and technical data that he shared with the audience. It was clear however that for Jim the whole things is about doing good things through Agile. His passion was contagious.

Trevor Croft viewed the decision to go Agile by Misys as a matter of fitting software methods to business circumstances. Agile was chosen to due to intrinsic characteristics of their Business Intelligence projects. Specifically, Trevor highlighted the following factors:

  • BI requirements would be constantly dynamic in breadth and depth
  • Needed to be quick to market from vision to delivery
  • Higher revenue –> emphasis on innovation
  • Break out of waterfall nexus of first trapping all requirements
  • Highly modularized factory production line approach for delivery

Trevor’s good points resonated with the trend highlighted by other panelists – the emphasis in Agile is moving toward:

  • Delivering the right products; and,
  • Delivering innovative products

Paul Lazarus of SpilGames equated Agile with growth. At the heart of it, SpilGame’s fast expansion from Holland to Poland and China was characteristic of the role Agile plays in the knowledge economy. Projects flow to the teams and to the talent, not the opposite way around.

David Hicks gave impressive highlights from the Nokia/Symbian/RADTAC work on the Symbian operating system over the past ten years:

  • >50 MLOC!
  • In a little over one year they are reaching the level of >1200 software engineers Agiling furiously in >120 teams
  • All these folks/teams on a single software product with synchronized release trains every 8-12 weeks

It is enlightening to combine David’s data with Dean Leffingwell’s reports on his experience at Nokia. The affinity of their insights is remarkable. Dean, in collaboration with Juha-Markus Aalto from Nokia, published an excellent paper on the subject. Moreover, Dean is actually ‘binding’ together his insightful blog posts to publish a new book entitled Agile Requirements: Lean Requirements Practices for Teams, Programs and the Enterprise. The book will be published by Addison-Wesley in early 2010.

Much more could and should be written about the London event. Until I have the opportunity to do justice to the subject, I will just mention my overarching conclusion from the event. The business interest in Agile in both the UK and in EMEA is as strong as the one in the US, if not stronger.

More on the Social Contract

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The posts A Social Contract for Agile and Additions to the Social Contract established the dire need to reconstitute the social contract at a time when software development and test jobs migrate off-shore in an unprecedented manner. As stated in the first of these two posts:

My sense in 2005 was that the social contract between employers and employees in the software industry was broken. Without a working social contract, the friction and antagonism can bring a system down. For example, in 1942 – the turning-point year of WWII – 833,000 days of coal mining were lost due to strikes in the British coal industry.

Colleague and friend Ryan Martens has just published an article on the subject in Dr. Dobb’s. Ryan examines the Agile Social Contact in the context of what it really takes to get Agile rolling. To quote him:

Can you see the simplicity of Agile Adoption when you apply appropriate commitment and structure? A truly effective Agile Social Contract that creates true trust and commitment requires clarity and discipline. With the transparency of a clearly communicated Agile Social Contract, you will establish a strong leadership mechanism that aligns all the stakeholders and teams within your Agile adoption. Of course Enterprise-scale agile adoptions take place in a larger context of the business and market. As Israel Gat stated in his personal Agile Social Contract, we cannot guarantee lifetime employment in this globally competitive world. But, by making a clear commitment to win-win agreements, we can change the conversation into a motivating one versus a de-motivating one. Don’t try to scale Agile without a real and personal commitment or without a clear rollout structure.

The fascinating thing to me is that Rally’s own social contract seems to have developed completely on its own. Best I know there had never been a conscious attempt to develop a social contract. Yet, the company is well-known for the strong affinity of its employees.

I will leave it Ryan to comment on this riddle…

Written by israelgat

October 27, 2009 at 3:26 pm