É possível medir se um gigante é ágil?Alan BrazArquiteto/Desenvolvedor, IBM Global Business Services (GBS), 2005-2012Engenheiro de Software, IBM Research Brazil, 2013+MSc Engenharia de Software, Métodos Ágeis, UNICAMP, 2009-2013alanbraz@br.ibm.com @alanbraz

© 2013 IBM Corporation

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Gigante?

Presente em 174 Países430k Empregados6.478 Patentes em 2012Faturamento em 2012: US$ 104 Bi

IBM Account2000+ apps~8000 IT prof.

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Problemas? Desafios!

Ambiente cada vez mais complexo

Equipes amplamente distribuída pelo tempo e geografia

Várias tecnologias, plataformas, linguagens, ferramentas

Comunicações fragmentadas e transparência limitada

Múltiplas estratégias de reutilização de assets

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Transição

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Blue Community

• Work is performed through Blue Communities – which are focused on delivery output

• Blue Communities is comprised of the Delivery Community members, including core team members and end-users, business SMEs, executives and stakeholders

Blue Connect

Networking and Collaboration

Tools enhance a ‘sense of

community’ and support sharing of knowledge

across geographic and time differences

Rational Team Concert (RTC)

Worldwide Delivery Platform

manages work – and makes it transparent and

visible to the Worldwide team

Systematic Reuse

Strategic value is gained by

increasing our institutional

asset component

catalog – and emphasizing and tracking systematic

reuse

Agile

Work is conducted as time-based

iterations focused on speed and

quality; accelerated ‘time-

to-value’ gives clients what they

demand most

Outcomes

Time-based competition

outcomes and individual

contribution / recognition are

distinguished through Digital

Reputation

Em 2009, foi iniciado um processo de transformação que mudou a abordagem do desenvolvimento de software:Smarter Application Development and Maintenance (ADM)

http://www-935.ibm.com/services/us/gbs/application-management/application-development-management/

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Etapas do deploy do SmarterADMV

alu

e

Value Realization Roadmap

Phase 1: Global Practices Phase 2: Global Integration Phase 3: Global Talent

Accelerated Time-to-Value

Classic ADM Outcomes

Innovation vs. Operation

Business Transformation

Real Global Integration

Global Visibility

Accelerated Delivery

Free-Cycle Utilization

Capital Reallocation

• Deployment Roadmap & Business Case

• Communication Plan • Change Readiness Assessment

Governance and Blue Communities

• Business Alignment & Planning (EPF)

• Optimize Communities• Deploy Connections, Wikis, etc• Training & Orientation• Foster Collaboration

Deploy Practices

• Agile Core & Enhanced• Systematic Reuse• Implement RTC• Component Based

Development

Deploy Smarter Talent Mgmt

• Implement Smart Cards• Expand Extended Teams• Extend Enhanced Agile• Align Management System

Blue Communities are created aligned to the Client’s Process Framework (EPF). Focus on Process. Aligns all resources to Process. Engages IT, users, SMEs, Business functions. Baseline tooling (IBM Connections) with associated practices (Forums, Wikis, Collaboration, Transparency)

Agile methods deployed across applicable projects; starting with Agile Core. RTC deployed across all projects, creating Global transparency of work; Component Development practices engaged; Systematic Reuse engineered into processes.

Blue Card System deployed creating Time Based Competition and Professional Achievement visibility and Digital Career development; Accelerating Time-to-Value. Recognition programs for Cycle-Time, Speed and Reuse. Enhanced Agile methods deployed across applicable projects;

Illustrative based on Diagnostic

8IBM Confidential

H U M A N C L O U D

The community is comprised of the Blue Community members, including core team members and end-users,

business partners, executives and stakeholders

Project team is comprised of project managers, architects, developers, testers, development managers, testers, requirements analysts, scrum-masters, release

engineers and etc.

Community

Announce, discussNetworkingManage

Activities Profiles Blogs

Responsible forDeliversDefines

Plan Streams Work-items

Discuss, support

Forums

Document collaboration

Wikis

Subscribe, aggregateShare, organize

Bookmarks Feeds

Follows

Process

Produces

Build

OwnsShares

Dashboard Components

Generates

Events

Integration

Project

Transformando o ambiente de trabalho para melhorar a transparência e produtividade

Connections

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Alguns números de comunidades

Element 2011 2012

Forum topics 1377 977

Forum replies 8442 9188

Wiki pages 3374 2469

Blog entries 1052 1170

Files 1936 2020

Bookmarks 695 794

Activity updates 3882 2600

120 comunidades

50 muito ativas

Média de 125 membros

Maior comunidade com 498

17 com 200+

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Ágil?

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Características de IBM Account para Agile

Vantagens–Clientes, stakeholders e usuários disponíveis (mesma rede)

–Alocação dos membros dos times (Time&Material)

–Disponibilidade de ferramentes (RTC)

–Requisitos de escopo aberto

–Projetos de tempo curto (3-6 meses)

–Projetos de suporte e manutenção

Desvantagens–Times globalmente distribuídos

–Tamanho médio dos times de 20-30 pessoas

–Múltiplas tecnologias (legado)

–Mentalidade “Big Plan Up Front” dos gerentes de projeto e muitos certificados PMP

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Waterfall, Agile-Core and Agile-Plus processes

Waterfall Process

Concept Plan Develop Qualify ROLLOUT

Understand what is to be built and who

to build it for

Understand and confirm how to

build itBuild it Test it Deploy it!

Agile-Core Process

Concept Plan Iteration 1, 2, 3… ROLLOUT

Understand what is to be built and who

to build it for

Understand and confirm how to

build it

Build it and test It

Deploy it!n

Develop & qualify phases

Agile-Plus Process

Concept Iteration 1, 2, 3… iteration n* ROLLOUT

Understand what is to be built and who

to build it for

Understand and confirm what is to be built, how to build it, build and test it!

Deploy it!n

Plan, develop & qualify phases

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Medir?

The World is our Lab: 12 Labs Worldwide in 10 Countries

China WatsonAlmaden

Austin

JapanIsrael

Switzerland

India

Ireland

Australia

BehavioralScience Chemistry

ElectricalEngineering

ComputerScience

MaterialsScience

MathematicalScience Physics

ServicesScience

IBM Research world-wide has 1600+ PhDs with diversity of disciplines:

Africa

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Medir agilidade?

http://www.versionone.com/state-of-agile-survey-results/

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Quão ágil você é?How Agile Are You? Survey

http://www.ambysoft.com/surveys/

Business Value

Validation

Stakeholders

Self organizing

Improvement

All Criteria

All but self org

94%

87%

95%

56%

55%

53%

72%

91%

88%

99%

72%

92%

65%

82%

How agile are teams which claim to be agile?

Ambysoft 2010

Ambysoft 2013

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VALUE: What strategies does your team follow to provide value to your stakeholders?

* Business value agile criteria (OR)

We are producing working software every iteration/sprint during construction*

We actively consider usability issues in the development of the solution

There were one or more iterations at the start of the project where we did not produce working software*

At the start of the project we identified our key stakeholder groups and their goals

We have regular discussions with key stakeholder groups to understand their goals throughout the project

We have a definition of what it means to be done

We are implementing improvements to the business process

We are making business personnel changes as a result of this project

We are producing supporting documentation, such as user manuals or operations manuals

64%

57%

33%

58%

68%

61%

80%

19%

39%

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VALIDATION: What strategies does your team follow to validate their work?

* Validation agile criteria (OR)

We perform our own regression testing on a regular basis*

We take a test-driven development*

We take a TDD approach at the requirements level*

Regression testing is performed by an independent test team in parallel to development

At the end of the project, “final” testing is performed before releasing the system by an independent test team

We review our work with other technical people external to the team

At the end of each iteration, we demo our work to key stakeholders

We have “all hands” demos to a wider range of stakeholders every so often

We include static code analysis in our build

We include dynamic code analysis our build

We follow non-solo development techniques such as pair programming

62%

23%

29%

36%

43%

19%

52%

23%

29%

17%

26%

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STAKEHOLDERS: What strategies does your team follow when working with your stakeholders?

* Stakeholders agile criteria (OR)

Our team has a product owner who represents the stakeholder community*

We work with specific stakeholders, particularly domain experts*

We have access to stakeholders, or their representatives, on a daily basis*

We demo the solution to stakeholders every iteration/sprint during construction

We have a demo sandbox where stakeholders can work with an interim version

We have a written requirements specification which defines what we need to deliver

Stakeholders work with business analysts who provide requirements to our team directly

Stakeholders work with business analysts who provide requirements to our product owner

We did some initial requirements envisioning with our stakeholders at the start of the project

Throughout the project we hold modeling sessions with stakeholder groups to repopulate the backlog

22%

12%

10%

12%

12%

20%

7%

6%

6%

6%

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SELF ORGANIZATION: What strategies does your team follow to organize how they work together?

* Self organizing agile criteria (AND)

Each iteration/sprint we hold a planning meeting where the team determines who will do what that iteration*

The project manager/coach/scrum master assigns tasks to team members

We hold daily stand-up meetings to coordinate our activities*

Our product owner is responsible for prioritizing what our team produces

We generate reports, such as burn down charts and defect trend charts, manually

We produce a status report at least once an iteration for senior management

Our tools populate a project reporting dashboard to automatically provide status information

At least once a week, a senior manager will attend our daily stand up meetings to get a status update

Senior management uses our status information, however provided, to help my team succeed

Our organization has development standards

My team follows those development standards as appropriate

Our organization has identified a common technical infrastructure

My team leverages and builds towards this common technical infrastructure

65%

22%

55%

14%

57%

52%

52%

22%

36%

57%

57%

51%

41%

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REFLECTIVE IMPROVEMENT: What strategies does your team follow to improve the way that they work together?

* Improvement agile criteria (OR)

We hold a retrospective/reflection session at the end of each iteration/sprint*

We hold a retrospective session several times throughout the project, but not every iteration*

We hold a “post mortem” meeting at the end of each project to identify potential improvements for future project

We actively try to address the issues which we identify in the retrospective sessions throughout the project

We measure and track our progress of adopting improvements to our process

External auditors may review what we are doing during the project to help identify potential improvements

42%

20%

41%

58%

43%

10%

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Resultados

Business Value

Validation

Stakeholders

Self organizing

Improvement

All Criteria

All but self org

91%

88%

99%

72%

92%

65%

82%

73%

71%

14%

32%

59%

2%

0%

Equipes que se dizem ágeis

Ambysoft 2010

Ambysoft 2013

IBM Account 2013

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Resultados

Business Value

Validation

Stakeholders

Self organizing

Improvement

All Criteria

All but self org

83%

69%

94%

51%

90%

39%

65%

44%

50%

22%

22%

28%

0%

0%

Equipes tentando ser ágeis

Ambysoft 2010

Ambysoft 2013

IBM Account 2013

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Discussão

Business Value

Validation

Stakeholders

Self organizing

Improvement

All Criteria

All but self org

91%

88%

99%

72%

92%

65%

82%

73%

71%

14%

32%

59%

2%

0%

Poucos dados?

Passou o pico? Zona de conforto?

Projetos de suporte/manutenção?

Times distribuídos?

Cultura?

Falta de coaching?

Falta de foco em Agile?

Dependência de outros deptos?

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Conclusão

É possível medir se um gigante é ágil? Sim!

Reflexão: Mas o que é ser ágil afinal?

http://link.springer.com/chapter/10.1007/978-3-642-39179-8_22

http://www.youtube.com/watch?v=gnvVQr3L42I

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Obrigado

http://hub.jazz.net/

@alanbraz