Posts Tagged ‘Rally’
Open-Sourcing the Inovis End-to-End Kanban System
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.
Technical Debt Goes Generic
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.
The Success of the Success Tour
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:
- Atlanta, GA
- Boston, MA
- Chicago, IL
- Los Angeles, CA
- New York, NY
- Santa Clara, CA
- Seattle, WA
- Washington, DC
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:
- Agile Business Service Management
- Agile contracts
- Agile Governance
- Beautiful software
- Lean
- Sausage Syndrome
- Software capitalization
- Use of emulation in Agile projects
- Virtuous Cycle of Agile
- Why Agile is natural for Business Intelligence
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
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.
Scale in London – Part I
No, this is not (yet) the report from the Rally Agile Success Tour (AST) in London. You will need to wait another week for my report from this forthcoming event. Rather, this post is to advise folks in the greater London area of a an intriguing thread we will be discussing in the Rally event there on Thursday, October 29.
The choice of companies for the event enabled us to offer participants the full spectrum of Agile scaling experiences, all the way to some 1,200 Scrummers on a single product in one case study. As a result, the richness of the forthcoming panel presentations is unprecedented. Time permitting, we will discuss the following subjects, and then some:
- Three-layer enterprise Agile model
- How to maintain integrity of a vertical feature when it has to be delivered by many Scrum ‘component’ teams?
- Bringing multiple teams and multiple SDLCs together on one workflow
- Cultural differences vis-a-vis Agile between Belgium, England, Finland, Holland, India, Israel, Poland and China.
- How do you accomplish Fully Distributed Scrum under the cultural diversity indicated in the previous bullet?
- The use of deep immersion techniques in Agile
- The Agile with the Masters paradigm
- How to maintain the push/pull balance?
- What limit should be placed on the Daily Commit?
- Emphasis on innovation – not “just” faster, better, etc.
- Advantages of Software as a Service (SaaS) in the Agile context
- How to tie the Agile initiative to strategic investment considerations?
- What was the ‘secret sauce’ of BMC’s Agile implementation? How can you apply it in your company/organization?
- What is likely to be the hottest frontier in Agile during the 2010-2012 period?
One other “ingredient” makes the London event very special. All previous events, gratifying and successful that they were, have been held in the US. The event in London will certainly be different from its US predecessors. In experiences, in interpretations, in points of view, in challenges, in business designs and so on and so forth.
I Look forward to meeting you in London!
An Omen in Chicago
Amazing how things come together. A gentleman introduces himself at the conclusion of my breakout session (Socializing Agile with your Executives) in yesterday’s Rally Agile Success Tour (AST) event in Chicago. I am pleasantly surprised to learn he is Cutter Consortium colleague Scott Stribrny. Within a few sentences I discover he was actually the Cutter consultant to Follett Software. As readers of this blog are well aware of, Follett Software was prominently featured in the landmark study of Agile quality, productivity and time-to market by Michael Mah. To put the icing on the cake (so to speak), Rachel Weston – Rally’s Director of Professional Services – uses this very study by Michael Mah in her keynote presentation at the end of the event…
Symphono’s Robert Schmitt started the day with a quote from one of his developers:
I don’t want to deliver just twice a year; I love to deliver!
The power of this kind of craftsman’s pride in his/her software was nicely illustrated by hard numbers Robert cited. For example, on one of their projects, Symphono observed a cost of $12K instead of the $72K they would have expected under traditional software methods.
Playboy’s Mark Row highlighted the intricacies of project managing contents alongside project managing software. In Mark’s experience, contents developers tend to be visually oriented. Writing requirements does not quite cut it for folks of such orientation. As Mark needs to manage software development priorities across all contents initiatives (and many owners), the balance to be struck between the two is quite tricky. The non-formalistic nature of Agile has proven quite effective in bringing things together. As a matter of fact, Mark indicated Playboy’s marketing teams are now doing daily Scrum-like stand-up meeting. The bottom line from the perspective of his executive management is crystal clear:
Night and day since going Agile
Pariveda’s Jim West kept all of us honest with respect to how bad the starting point for Agile often is. According to Jim, they did not start Agile from square zero – they actually started from minus two (-2)…. In spite of this far from optimal starting conditions, Pariveda been successful on two noteworthy accounts:
- Productivity improved by 15-20%
- The managed to satisfy the needs of other processes by incorporating them in their Agile process. For example, SOX work items are represented as story cards in their backlog
Last but not least, ShopLocal’s Brendan Flynn highlighted the progress they made with Agile contracts. They incorporate both user stories and acceptance criteria in the contract. Furthermore, they pay special attention to specifying what is not included in the contract. To paraphrase the French proverb, Shop Local’s experience is that “good accounts make good (customer) relationships.” Remarkably, they achieve good customer relationships through Agile contracts at the scale of 5+ Billion page views annually through just one of their products!
Expressive quips were brought up in the lively Q&A sessions that followed the presentations. Here are a few gems:
Make Agile your flavor [tailoring Agile to the needs of the organization]
Make database decisions [data-driven decisions in Agile]
A cube empire [working environments in the 80’s and 90’s]
Exchange requests, not change requests [Agile contract policy]
In two week the Agile Success Tour “train” will cross the channel to London. (Please, do not enquire now how the train will make its way from Boulder, CO to Paris, France – we are delaying the decision on that leg of the trip to the last responsible minute). I suspect some of the Agile topics to be discussed in London might give a mild heart-burn to UK-based ITIL aficionados. But, how appropriate it is to conclude a year of great Agile success tours with an event in the grand city London!
The Executive’s Workshop for Scaling Agile to The Enterprise
Readers of this blog are well aware of my keen interest in enterprise level Agile. I am now offering a specialized workshop for executives on this topic.
The Executive’s Workshop for Scaling Agile to The Enterprise
This one day workshop and free follow-on coaching service prepares executives for their roles in large-scale Agile implementation.
This workshop is ideal for building a shared understanding of your company’s Agile goals and practices amongst members of the leadership team. It illustrates how executives could/should engage in the Agile process in a meaningful manner, and includes strategies for addressing common challenges. Your team will see how to govern Agile effectively, and most importantly, you’ll learn proven practices for attaining the operational, financial and business benefits of a successful enterprise-level Agile implementation.
Objectives
Agile is shown to cut the cost, improve the flexibility and shorten time-to-market of software-driven projects. Upon completion of this service, executive teams will be able to:
- Scale Agile to the enterprise level
- Minimize risks associated with large-scale Agile rollout
- Apply Agile practices in development and beyond
- Galvanize the team around a shared, cross-functional Agile vision
Approach
The Executive’s Workshop for Scaling Agile to The Enterprise service is divided into three parts, each designed to help company leaders accelerate their adoption of Agile.
Part I: Preparation via phone interviews and web-based coaching. The workshop leader works with your executive team to gather context, discuss logistics and focus the on-site workshop on your needs.
Part II: One day on-site workshop is delivered through combination of presentation, examples, exercises and participant discussion.
Part III: Free telephone coaching and mentoring with the Workshop Leader for six months after the workshop. The objective is to help executives respond effectively to the challenges they encounter in the course of implementing Agile.
On-Site Workshop Details
Leading an enterprise adoption of Agile requires that you understand the key concepts, principles and practices of Agile without getting bogged down in technical details. You must learn techniques for handling the expected “noise” associated with organizational change while identifying the critical tasks needing your attention and leadership to succeed. The workshop is designed to address these challenges with a minimal investment of time.
Here is an overview of the key topics you will add to your experience set:
Explaining the Rationale for Agile to Your Company
- Why now?
- What is the state of the art in Agile and what is our goal
- Expected return on our Agile investment
How The Agile Process Fits into Your Company:
- Understanding Agile as an example of other common, iterative, quality-oriented processes
- How Agile works with other software development life cycle processes
- How to run a heterogeneous software development environment that mixes Waterfall, Agile and other methods
- Connecting Agile to your budgeting process
- How to perform governance and portfolio management with Agile
How to Implement Agile:
- Choosing suitable projects for Agile methods
- Rollout strategies that mitigate risks
- Keeping departments aligned during the Agile rollout
- Defining the social contract for Agile
- How to make Agile sustainable in your particular culture
- How Agile impacts your partner eco-system
- Succeeding with off-shoring and outsourcing
Setting Up The Agile Enterprise:
- Determining your performance metrics for Agile
- How to negotiate Agile contracts
- Achieving breakthrough innovation through Agile
- Business designs that utilize the power of Agile
Price and Availability
- Limited to 12 people per workshop
- Please contact me at isrgat@gmail.com