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Design Thinking, Agile, DevOps
Fuel the Innovation Delivery
Yi XU, Agile Coach & Consultant
GCG Agile/DevOps CoE, IBM GBS
Agile has been Hot for Years	
9th Annual State of Agile Survey, by VersionOne
Visibility	
 Adaptability	
Business Value	
 Risk	
1.  Functionality is developed
or prototyped and
immediately checked with
business - hence the
outcome (application
functionality) is visible
from the start and
continuously improved
2.  Close interactions or
collaboration between
business and IT leads to
better outcome
3.  Responding to changes
instead of following long
term plans gives flexibility
4.  Pervasive transparency
that shows the status of
the development at any
stage reduces risk
Agile Value Proposition is Good, but Not Enough
IBM Design :: IBM Confidential :: ©2014 IBM Corporation 4
“The biggest driver
of sustained growth
is the Client
Experience”
-- Ginni Rometty
IBM Design :: IBM Confidential :: ©2014 IBM Corporation
!  An approach for leaders to
guide their teams to achieve
market outcomes
!  An approach for project teams
(business, design, &
technology) to develop
exemplary solutions
!  An approach to transform
companies into becoming
client-centered
IBM Design Thinking
Placing ‘user experience’ and the ability to meet customer needs at the core of
design, by using it as the measure for generated business and customer value.
DevOps Approach
Apply Lean principles to software innovation and delivery to
create a continuous feedback loop with customers	
Line-of-
business
Customer
1
3
2
1.  Get ideas into production fast
2.  Get people to use it
3.  Get feedback
Adopt DevOps approach to continuously
manage changes, obtain feedback and ,
deliver changes to users
Eliminate any
activity that is not
necessary for
learning what
customers want
IBM DESIGN THINKING
Understand
Explore
Prototype
Evaluate
Hills
Invest for market
outcomes
Sponsor Users
Envision the user
experience
Playbacks
Collaborate, align,
engage!
!  The IBM Design Thinking framework is a modern approach to iterative experience design
and development. Paired with agile, IBM Design Thinking is a powerful way to increase
and accelerate innovation across our clients. IBM Design Thinking Principles
The IBM Design Thinking is rooted in a product management
philosophy for software and experience implementation and
has been practiced and refined at scale across hundreds of
IBM Software Application and client digital design and
development initiatives. The main principles of design thinking
include:
•  understand
developing deep empathy for users
•  explore
the process of generating potential solutions for your user’s
problem
•  prototype
process of rendering ideas as concrete experiences
•  evaluate
decide whether to move forward with an idea, or generate
more solutions
IBM Design Thinking combines these general principles with
three new core practices that are unique to IBM: Hills, Sponsor
Users, and Playbacks. These practices are designed to
maintain a Team’s focus as they attempt to solve big, often
complex problems for real people, ensuring that we hit
unforeseen roadblocks early, before we get to market.
IBM Design Thinking supports Agile product development
IBM Design Thinking
9
IBM has a long history in design and was the first corporation to establish a worldwide design
program in the 1950s. Our services organization has worked for decades helping clients
achieve their business goals through design.
Building on that heritage and organizational knowledge as well as industry best practices, we
now have a company-wide framework called IBM Design Thinking which is optimized for the
fast moving world of cloud, mobile, analytics, social, and more. It is used within our product
divisions and is available to clients through our Interactive Experience services organization
within Global Business Services (GBS).
It brings together specialists in business, technical, and design to collaborate in order to
understand, explore, prototype, and evaluate with a razor focus on the problem spaces to
address and achieving desired market outcomes.
IBM Design Thinking focuses on three core practices to help solve a number of well-known issues during
product delivery – Hills, Sponsor Users, and Playbacks.
Empathy Map
SAYS THINKS
DOES FEELS
Prototype
Karel Vredenburg
IBM Design Director/
Sponsor User
Playback and Evaluate
I Like
I Wonder I Suggest
I Would
Improve
• Overall experience and improvement the function
will bring to work efficiency.
• PEM chat function between HR, PEM and staff.
• Having an overview of staff and activities in one
place (home screen).
• Alerts notifying of outstanding actions and
approaching deadlines.
• The clarity of the overall Home Screen
• The labelling of the alerts and functions to make it
clearer
• Clearer understanding of how to go between screens
• The link functionality to all PEM data sources
• Can I see employee salary?
• Will this bring a reduction in the number of
reminders and approval emails that I currently
receive (5/day)?
• Including texts for icons on the Home Screen
• Making it clearer that all key links are on one page.
• Consistency between screens (e.g. headings).
• Maximum of 5 clicks to complete a task
• Calendar will automatic booking of meetings
• Ability to customise the Home Page.
• Only alerts that require actions visible on screen.
AGILE DELIVERY
Follow Industry Practices
Popular & Well-Known Agile Methods & Practices
What to expect out of Agile team?
Agile integrates proven practices that enable innovation and
mitigate solution delivery risk
Agile
Waterfall
Self-Organizing, Empowered, Cross Functional,
End-to-End Value Delivery Team
Developers
Testers
Business
Analyst
A team that has everything
and everyone they need to
deliver a working increment
of tested, documented,
deployable software.
Core Agile
Delivery
TeamLead Developer
Product Owner / Business SME
Scrum Master
Vertical Slicing & User Story	
• a premium member can cancel thesame day without a fee
• a non-premium member is charged10% for a same-day cancellation
• an email confirmation is sent.
As a member,
I want cancel a reservation,
so that I can avoid waste.
Condition of
Satisfaction	
Definition
of Done	
Condition of Satisfaction
•  = Confirmation (User Story’s 3C)
•  ≈ Acceptance Test
It is
•  Feature’s behavior details
•  User’s expected results in certain scenarios	
Quality: CoS & DoD
Small Batch, Itemized Requirement to Delivery	
Sprint Planning
•  Fit to Sprint Capacity
S
S
S
S
SS
S S
SS
S S
S
S
S
Future	
 Future	
Small Batch Requirement Analysis
•  Refine Requirements according to Sprint Capacity
•  Prepare Requirements for future Sprints
Req. Analysis	
S
S
S
S
•  Ordered Requirement/Story
•  Team Backlog
Continuous Analysis, Planning, Implementation	
Req. DONE	
 Req. Ongoing	
 Req. for Next Sprint
!  One team culture
!  Two-way flow
!  Minimise hands-off
!  End-to-end and capability within each location
!  Innovation
!  Share and learn
!  Continuous knowledge transfer
!  Empowered
!  Willing to do everything
!  T-shaped skills
!  Courage to challenge, and be challenged
!  Being able to start/stop work at low cost
!  Move from Push-to-Pull culture of Self-Service
!  Deliver Business Value rather than Projects
!  Being able to start/stop work at low cost
!  Funding of work is conductive to the Agile ways of
working
!  Agile Demand Management
Agility
@
Scale
!  End-to-end capability within teams
!  Long lived teams
!  “you build it, you maintain it”
!  Capacity and Dependency Management
PASSIONATE
PEOPLE
CONTINUOUS
IMPROVEMENT
DISTRUBUTED
DELIVERY
CUSTOMER
VALUE
SCALING
TEAMS
AGILE
GOVERNANCE
Scale Matters
Agile Delivery with Multiple Teams	
Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
 Team Backlog	
Product Feedback Loop
Product
Backlog
Product Increment Product Increment Product Increment
Agile Team A
Agile Team B
Agile Team C
Product Feedback Loop Product Feedback Loop
© 2015 IBM Corporation
Self-Organizing
Cross-Functional
Feature Teams
i.e. End-to-End
Delivery Team
Scrum of Scrums
Scrum of Scrums of Scrums
E2E
Delivery
Team S o S
E2E
Delivery
Team
Shared Dev Platform, Requirements (Product Backlog), Testing Env etc.
(@Suncorp)
Lync TV for video conference, JIRA
to sync physical wall (backlog)
Continuous Integration
Quality Dashboard
Scale Agile in a Global Organization
Product	
  
Backlog	
  
Sprint	
  
Backlog	
  
Deployable	
  
Capabili7es	
  Mul7ple	
  Sprints	
  
Agile	
  Team	
  1	
  
Agile	
  Team	
  n	
  
Product Mangement Team
Define themes, capabilities, initial stories,
assumptions
Capacity Planning for next release
Facilitate common cross-team product
insight and tradeoffs
Delivery Support Teams
Guide and support agile teams
Assist in product backlog refinement
Work WITH teams to standardize and optimize
(agile approach, architecture decisions,
reviews, code integration, regression test)
Release	
  
Backlog	
  
SAMPLE Organization Structure	
Arch CoP
Tester CoP
Front-End
Dev CoP
SoS
Scrum Team
Chief PO
POPO PO
SM SM SM SM SM SM
Chief SM
MW Dev CoP
End-to-EndProductDelivery
SpecificArchTeam
Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team
SAMPLE: Business Process Modeling & User Story	
Business Process Modeling	
MRD
L0—L2	
PRD
L3	
Level 0 – Industry Area
Level 1 – Business Area
Level 2 – Business Scope
Level 3 – Business Process
Level 4 – Business Activity
Level 5 & 6 – Business Step
Level 7 & 8 – System
Operation Step
As [type of user],
I want [feature],
So that [business value]
User Story	
 Estimation	
5 Story Points	
Task1
Make login page UI
Estimate
5 Hours
Task2
Coding text field verification rule
Estimate
2 Hours
Task3
Call web service to verify credentials
Estimate
3 Hours
Task4
Write tests
Estimate
4 Hours
Priority
User Experience Design and Agile
Agile Team Kanban Board	
SAMPLE: Project & Team Kanban Boards	
Project Kanban Boards	
Not a Perfect Example, as Team is in multi-Projects
Pair Programming
TDD
Acceptance Test
Collective Code Ownership
Daily Standup
Product Backlog
Burndown Chart
Sprint Planning Retrospective
Scrum Master
Product Owner
Refactoring
Whole Team
Sustainable Pace
Awareness
Agile Transformation Committee
Product Planning & Management
System Metaphor
Governance
Management Technical
Agile
Delivery
Adoption
Agile Transformation	
We also need tooling+ to speed up delivery.
DEVOPS
The DevOps Ecosystem
1
2
3
4
5
Developer
Tools
Environment
Process
QA Tester Team Lead
Operations
Analyst
DevOps components: Process
(includes governance and
organization), Tools, Environment
DevOps Methodology supports
various environments:
Mainframe, Midrange, Distributed,
Cloud, Mobile, etc
Various Tools to support
project life-cycle depending
upon the environment
The processes aid continuous
solution delivery using Iterative
Agile Methodology by
leveraging tighter integration
between Development and
Ops Teams
The processes, tools and
environment become the
foundation on which product
driven iterative development
occurs
DevOps is a development and test approach that fosters collaboration
between Development and Operations teams to enable continuous delivery
Previous efforts/practices, such as Agile, addressed only a subset of the value chain
Develop /
Test
Release /
Deploy
Plan /
Measure
Monitor /
Optimize
Continuous Delivery of Software-driven innovation
with a feedback loop
Business
Owner
Service
Developer/Tester Service
Operations Target
Customer
Goal: Get ideas into market/production fast, get people to use it, get feedback
Idea Market
DevOps
DevOps breaks down silos and enables collaboration
Continuous Deployment
Cont. Business Planning Continuous Integration
Agile Development Continuous Monitoring
Continuous Testing
DevOps enables an E2E approach to product delivery
© 2015 IBM Corporation
Implementing a DevOps toolchain
SCM
Build / CI
Server
Unit testing
Test Automation
Test Stubbing
Delivery
Pipeline
Environment
Configuration
Automated
Monitoring
Asset
Repository
DevOps Best Practices,
Build a tooling “pipeline” for
DevOps practices
!  Assess tooling options that are available
!  Implement tooling solutions for
enablement of DevOps
!  Supporting build cycle
–  source code check in source code control, coordinate your
build
!  Deployment
–  automated test environments and infrastructure
!  Automated testing
!  Reporting & monitoring
!  Experimentation & feedback loops
!  Analytics
Provide those Tools-as-a-Service
!  Dev teams should use hosted everything
!  Infrastructure, dev tools, build/test/deploy
tools, + operational tools
!  Hosted tools should evolve quickly, be
extensible, and have great SLAs
!  Tools should work well individually but
better together
how does IBM do it and recommend
People
Process Tools
Operate Develop/
Test
Deploy
Steer
Continuous Delivery Pipeline
Agile	
  planning	
  and	
  tracking	
  
Applica7on	
  auto-­‐scaling	
  
AppScan	
  mobile	
  analyzer	
  
Con7nuous	
  delivery	
  pipeline	
  
Git	
  hos7ng	
  
Mobile	
  applica7on	
  security	
  
Mobile	
  data	
  
Mobile	
  quality	
  assurance	
  
Monitor	
  &	
  analy7cs	
  
Push	
  
Bluemix DevOps services
RapidApps	
  (beta)	
  
Server-­‐side	
  code	
  
Web	
  IDE	
  
AGILE TRANSFORMATION	
Operate Develop/
Test
Deploy
Steer
© 2015 IBM Corporation
First, preposition the role of
architecture and product
manager. They need sort out
the items and set priority to
projects and requirements by
using tools like integrated
model.
Second, architecture and
product manager will assign
tasks with agreed priorities to
each development team.
Agile in development team includes daily scrum
meeting, sprint iteration, Kanban, automatic testing,
continuous integration, etc. Put aside environment
dependency, through data and environmental
simulation, with the help of XP and TDD which can
improve personal capability and efficiency, component
team can be transferred into feature team. Each team
can achieve team level agile and ultimately improve
team productivity.
From project level, under project
dimension, each development team leader
and project manager form virtual project
agile team. They track and monitor tasks,
coordinate progress. Finally delivery
based on priority achieved.
Based on project level agile, each
department collaborate with each
other to solve problems of version-
level requirements, dependency
management, multiple project
requirements pool, project priority
and requirements , task priority
analyze and delivery, testing task
precondition, large version project
tracking and management issues.
The ultimate vision is to achieve enterprise level agile with continuous delivery, that is, agile practice with
continuous integration extends to the testing center and application support, achieve continuous integration
testing and deployment of agile whole processes, product innovation center hit from the business requirements
and back-end verification, testing center quick delivery, starting with requirements analysis, application support
provide high efficient support for quick delivery.
Vision for Transformation
SAMPLE: Pilot Projects Execution Plan	
standardization and commitment	
 Guidance and consolidation	
Cultivation and Research	
	
ProjectPreparation
EstimationPhase	
Promotion of development culture changes
Promotion of Agile core implementation
Promotion of Agile Tool/Environment support
Promotion of Implementation Requirement Agility
	
SummaryofPilotProjects	
Three Phases
Agile Practice Implement
SAMPLE: Agile Assessment*	
* IBM Service Offering
© 2015 IBM Corporation
Coaching and Transformation*	
Identifying priorities of practices of each phases by measuring the team maturity and traits  
Burn
Down
Chart
User
story
DifficultyLevel
Team Maturity
Stand-up
meeting
Kanban
Panning
meeting
Retrospective
Spring
Review
Requirement
Itemizing	
SoS
Grooming
Proactive
testing
Continuous
Integration
Unit
Test
Estimation
and
Velocity	
Automation
Testing
Environment
Improvement
Requirement
List
Agile
manageme
nt tooling	
Main
Branch
Development
team
morale Prioritizing
requirements
Iteration
List
Initial Underway Mature
*	
*	
*	
*	
*	
SAMPLE: Team’s Agile Practice Adoption Path	
* IBM Service Offering
Coaching and Transformation*	
Actions
Implemented	
Key Points along
the way	
•  Intense training and
education training
to internal Agile
Coaches
•  Agile Coaches train all members of
product line teams
•  Rearrange requirements according to
Agile approach
•  Core member backup
development
•  Code peer review
•  Dev-Test collaboration
•  Arch-Design cross-
review
•  Training to business
department senior
directors
•  Add cooperation and
deployment processes
•  Consultant coach on refining
architecture
•  Product KPI, data-based operation
•  Team self-organizing, community
interaction
•  Culture cultivation, activity
management
•  Re-charging Period
for Agile Coaches
•  Office place select
•  Role candidates
selection
•  Learning period for
team members	
•  Coaching on solving conflicts
between new and traditional ways of
working
•  Agile capability build-up
•  Q&A and coaching during Agile
adoption	
•  Coaching more
product lines
•  Product quality
support
•  Testing work
coaching
•  Labor division problem
of product x
•  Collaboration and
cooperation (with
other related systems)
problems of product y
•  Architecture problem
coaching
•  Operation planning and
coaching
•  Teams into rapid
development period
Awareness
&Training	
Coachingby
IBMConsultant	
Coachingby
InternalCoach	
TeamSelf-
Organizing	
* IBM Service Offering
Agile Planning & Agile Project Delivery*	
2~4 Week Sprint
Daily
Product
Backlog
Sprint
Backlog
Stand-Up
Potential Shippable
Product Increment
Sprint
GoalArea Product
Backlog
Product Vision
Release Planning Sprint Planning Sprint Review Sprint Retro
Continuous
Integration
Test
Automation
User
Story
Through Continuous Coaching to Embrace Agile Values and Principles into Practice
Expect to take two or three months to start feeling comfortable with the practices and another two to six months for them to
become second nature. ------ “The Art of Agile Development”, James Shore
* IBM Service Offering
IBM Design Thinking, Agile and DevOps
!  Organisations are embracing User Stories as a way to document project requirements.
!  Great User Stories alone do not guarantee compelling customer experiences.
> Design Thinking focusses teams on valuable customer outcomes
!  Organisations are embracing agile software development techniques to create potentially
valuable outcomes.
!  Great outcomes are only valuable when they can be used by customers.
> DevOps brings an Agile way of working into the IT Operations teams, enabling rapid delivery.
!  Live use generates real feedback from real Customers, Business & IT Operations people.
!  Imagine a world where project outcomes are shaped by genuine insight, not clairvoyance.
1(IBM Design Thinking) + 1(Agile Development) + 1(DevOps) > 3
Kaveri, Yi XU
Agile Coach & Consultant
GCG Agile/DevOps Center of Excellence
IBM GBS GCG
CSM, CSP, PSM I
PMI-ACP, ITILv3 Foundation
Certified Coach of MG-SCC
CONTACT
•  Email: shxyi@cn.ibm.com
•  Site: http://kaverjody.com
•  http://linkedin.com/in/kaveri
•  http://slideshare.net/kaverjody
•  WeChat / Skype: kaverjody
•  Translation: Agile Manifesto, Scrum
Reference Card, Explore It, Agile
Coaching, The Element of Scrum,
Management 3.0, Beautiful Teams
Books Translated by Yi XU
Thanks!
Enjoy Agile Coaching!
Yi XU, Agile Coach & Consultant
GCG Agile/DevOps CoE, IBM GBS

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Design Thinking, Agile, DevOps - fuel the innovation delivery

  • 1. Design Thinking, Agile, DevOps Fuel the Innovation Delivery Yi XU, Agile Coach & Consultant GCG Agile/DevOps CoE, IBM GBS
  • 2. Agile has been Hot for Years 9th Annual State of Agile Survey, by VersionOne
  • 3. Visibility Adaptability Business Value Risk 1.  Functionality is developed or prototyped and immediately checked with business - hence the outcome (application functionality) is visible from the start and continuously improved 2.  Close interactions or collaboration between business and IT leads to better outcome 3.  Responding to changes instead of following long term plans gives flexibility 4.  Pervasive transparency that shows the status of the development at any stage reduces risk Agile Value Proposition is Good, but Not Enough
  • 4. IBM Design :: IBM Confidential :: ©2014 IBM Corporation 4 “The biggest driver of sustained growth is the Client Experience” -- Ginni Rometty
  • 5. IBM Design :: IBM Confidential :: ©2014 IBM Corporation !  An approach for leaders to guide their teams to achieve market outcomes !  An approach for project teams (business, design, & technology) to develop exemplary solutions !  An approach to transform companies into becoming client-centered IBM Design Thinking Placing ‘user experience’ and the ability to meet customer needs at the core of design, by using it as the measure for generated business and customer value.
  • 6. DevOps Approach Apply Lean principles to software innovation and delivery to create a continuous feedback loop with customers Line-of- business Customer 1 3 2 1.  Get ideas into production fast 2.  Get people to use it 3.  Get feedback Adopt DevOps approach to continuously manage changes, obtain feedback and , deliver changes to users Eliminate any activity that is not necessary for learning what customers want
  • 8. Understand Explore Prototype Evaluate Hills Invest for market outcomes Sponsor Users Envision the user experience Playbacks Collaborate, align, engage! !  The IBM Design Thinking framework is a modern approach to iterative experience design and development. Paired with agile, IBM Design Thinking is a powerful way to increase and accelerate innovation across our clients. IBM Design Thinking Principles The IBM Design Thinking is rooted in a product management philosophy for software and experience implementation and has been practiced and refined at scale across hundreds of IBM Software Application and client digital design and development initiatives. The main principles of design thinking include: •  understand developing deep empathy for users •  explore the process of generating potential solutions for your user’s problem •  prototype process of rendering ideas as concrete experiences •  evaluate decide whether to move forward with an idea, or generate more solutions IBM Design Thinking combines these general principles with three new core practices that are unique to IBM: Hills, Sponsor Users, and Playbacks. These practices are designed to maintain a Team’s focus as they attempt to solve big, often complex problems for real people, ensuring that we hit unforeseen roadblocks early, before we get to market. IBM Design Thinking supports Agile product development
  • 9. IBM Design Thinking 9 IBM has a long history in design and was the first corporation to establish a worldwide design program in the 1950s. Our services organization has worked for decades helping clients achieve their business goals through design. Building on that heritage and organizational knowledge as well as industry best practices, we now have a company-wide framework called IBM Design Thinking which is optimized for the fast moving world of cloud, mobile, analytics, social, and more. It is used within our product divisions and is available to clients through our Interactive Experience services organization within Global Business Services (GBS). It brings together specialists in business, technical, and design to collaborate in order to understand, explore, prototype, and evaluate with a razor focus on the problem spaces to address and achieving desired market outcomes. IBM Design Thinking focuses on three core practices to help solve a number of well-known issues during product delivery – Hills, Sponsor Users, and Playbacks.
  • 12. Karel Vredenburg IBM Design Director/ Sponsor User Playback and Evaluate I Like I Wonder I Suggest I Would Improve • Overall experience and improvement the function will bring to work efficiency. • PEM chat function between HR, PEM and staff. • Having an overview of staff and activities in one place (home screen). • Alerts notifying of outstanding actions and approaching deadlines. • The clarity of the overall Home Screen • The labelling of the alerts and functions to make it clearer • Clearer understanding of how to go between screens • The link functionality to all PEM data sources • Can I see employee salary? • Will this bring a reduction in the number of reminders and approval emails that I currently receive (5/day)? • Including texts for icons on the Home Screen • Making it clearer that all key links are on one page. • Consistency between screens (e.g. headings). • Maximum of 5 clicks to complete a task • Calendar will automatic booking of meetings • Ability to customise the Home Page. • Only alerts that require actions visible on screen.
  • 15. Popular & Well-Known Agile Methods & Practices
  • 16. What to expect out of Agile team? Agile integrates proven practices that enable innovation and mitigate solution delivery risk Agile Waterfall
  • 17. Self-Organizing, Empowered, Cross Functional, End-to-End Value Delivery Team Developers Testers Business Analyst A team that has everything and everyone they need to deliver a working increment of tested, documented, deployable software. Core Agile Delivery TeamLead Developer Product Owner / Business SME Scrum Master
  • 18. Vertical Slicing & User Story • a premium member can cancel thesame day without a fee • a non-premium member is charged10% for a same-day cancellation • an email confirmation is sent. As a member, I want cancel a reservation, so that I can avoid waste.
  • 19. Condition of Satisfaction Definition of Done Condition of Satisfaction •  = Confirmation (User Story’s 3C) •  ≈ Acceptance Test It is •  Feature’s behavior details •  User’s expected results in certain scenarios Quality: CoS & DoD
  • 20. Small Batch, Itemized Requirement to Delivery Sprint Planning •  Fit to Sprint Capacity S S S S SS S S SS S S S S S Future Future Small Batch Requirement Analysis •  Refine Requirements according to Sprint Capacity •  Prepare Requirements for future Sprints Req. Analysis S S S S •  Ordered Requirement/Story •  Team Backlog Continuous Analysis, Planning, Implementation Req. DONE Req. Ongoing Req. for Next Sprint
  • 21. !  One team culture !  Two-way flow !  Minimise hands-off !  End-to-end and capability within each location !  Innovation !  Share and learn !  Continuous knowledge transfer !  Empowered !  Willing to do everything !  T-shaped skills !  Courage to challenge, and be challenged !  Being able to start/stop work at low cost !  Move from Push-to-Pull culture of Self-Service !  Deliver Business Value rather than Projects !  Being able to start/stop work at low cost !  Funding of work is conductive to the Agile ways of working !  Agile Demand Management Agility @ Scale !  End-to-end capability within teams !  Long lived teams !  “you build it, you maintain it” !  Capacity and Dependency Management PASSIONATE PEOPLE CONTINUOUS IMPROVEMENT DISTRUBUTED DELIVERY CUSTOMER VALUE SCALING TEAMS AGILE GOVERNANCE Scale Matters
  • 22. Agile Delivery with Multiple Teams Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Team Backlog Product Feedback Loop Product Backlog Product Increment Product Increment Product Increment Agile Team A Agile Team B Agile Team C Product Feedback Loop Product Feedback Loop
  • 23. © 2015 IBM Corporation Self-Organizing Cross-Functional Feature Teams i.e. End-to-End Delivery Team Scrum of Scrums Scrum of Scrums of Scrums E2E Delivery Team S o S E2E Delivery Team Shared Dev Platform, Requirements (Product Backlog), Testing Env etc. (@Suncorp) Lync TV for video conference, JIRA to sync physical wall (backlog) Continuous Integration Quality Dashboard
  • 24. Scale Agile in a Global Organization Product   Backlog   Sprint   Backlog   Deployable   Capabili7es  Mul7ple  Sprints   Agile  Team  1   Agile  Team  n   Product Mangement Team Define themes, capabilities, initial stories, assumptions Capacity Planning for next release Facilitate common cross-team product insight and tradeoffs Delivery Support Teams Guide and support agile teams Assist in product backlog refinement Work WITH teams to standardize and optimize (agile approach, architecture decisions, reviews, code integration, regression test) Release   Backlog  
  • 25. SAMPLE Organization Structure Arch CoP Tester CoP Front-End Dev CoP SoS Scrum Team Chief PO POPO PO SM SM SM SM SM SM Chief SM MW Dev CoP End-to-EndProductDelivery SpecificArchTeam Scrum Team Scrum Team Scrum Team Scrum Team Scrum Team
  • 26. SAMPLE: Business Process Modeling & User Story Business Process Modeling MRD L0—L2 PRD L3 Level 0 – Industry Area Level 1 – Business Area Level 2 – Business Scope Level 3 – Business Process Level 4 – Business Activity Level 5 & 6 – Business Step Level 7 & 8 – System Operation Step As [type of user], I want [feature], So that [business value] User Story Estimation 5 Story Points Task1 Make login page UI Estimate 5 Hours Task2 Coding text field verification rule Estimate 2 Hours Task3 Call web service to verify credentials Estimate 3 Hours Task4 Write tests Estimate 4 Hours Priority
  • 28. Agile Team Kanban Board SAMPLE: Project & Team Kanban Boards Project Kanban Boards Not a Perfect Example, as Team is in multi-Projects
  • 29. Pair Programming TDD Acceptance Test Collective Code Ownership Daily Standup Product Backlog Burndown Chart Sprint Planning Retrospective Scrum Master Product Owner Refactoring Whole Team Sustainable Pace Awareness Agile Transformation Committee Product Planning & Management System Metaphor Governance Management Technical Agile Delivery Adoption Agile Transformation We also need tooling+ to speed up delivery.
  • 31. The DevOps Ecosystem 1 2 3 4 5 Developer Tools Environment Process QA Tester Team Lead Operations Analyst DevOps components: Process (includes governance and organization), Tools, Environment DevOps Methodology supports various environments: Mainframe, Midrange, Distributed, Cloud, Mobile, etc Various Tools to support project life-cycle depending upon the environment The processes aid continuous solution delivery using Iterative Agile Methodology by leveraging tighter integration between Development and Ops Teams The processes, tools and environment become the foundation on which product driven iterative development occurs DevOps is a development and test approach that fosters collaboration between Development and Operations teams to enable continuous delivery
  • 32. Previous efforts/practices, such as Agile, addressed only a subset of the value chain Develop / Test Release / Deploy Plan / Measure Monitor / Optimize Continuous Delivery of Software-driven innovation with a feedback loop Business Owner Service Developer/Tester Service Operations Target Customer Goal: Get ideas into market/production fast, get people to use it, get feedback Idea Market DevOps DevOps breaks down silos and enables collaboration Continuous Deployment Cont. Business Planning Continuous Integration Agile Development Continuous Monitoring Continuous Testing DevOps enables an E2E approach to product delivery
  • 33. © 2015 IBM Corporation Implementing a DevOps toolchain SCM Build / CI Server Unit testing Test Automation Test Stubbing Delivery Pipeline Environment Configuration Automated Monitoring Asset Repository
  • 34. DevOps Best Practices, Build a tooling “pipeline” for DevOps practices !  Assess tooling options that are available !  Implement tooling solutions for enablement of DevOps !  Supporting build cycle –  source code check in source code control, coordinate your build !  Deployment –  automated test environments and infrastructure !  Automated testing !  Reporting & monitoring !  Experimentation & feedback loops !  Analytics Provide those Tools-as-a-Service !  Dev teams should use hosted everything !  Infrastructure, dev tools, build/test/deploy tools, + operational tools !  Hosted tools should evolve quickly, be extensible, and have great SLAs !  Tools should work well individually but better together how does IBM do it and recommend People Process Tools Operate Develop/ Test Deploy Steer
  • 35. Continuous Delivery Pipeline Agile  planning  and  tracking   Applica7on  auto-­‐scaling   AppScan  mobile  analyzer   Con7nuous  delivery  pipeline   Git  hos7ng   Mobile  applica7on  security   Mobile  data   Mobile  quality  assurance   Monitor  &  analy7cs   Push   Bluemix DevOps services RapidApps  (beta)   Server-­‐side  code   Web  IDE  
  • 37. © 2015 IBM Corporation First, preposition the role of architecture and product manager. They need sort out the items and set priority to projects and requirements by using tools like integrated model. Second, architecture and product manager will assign tasks with agreed priorities to each development team. Agile in development team includes daily scrum meeting, sprint iteration, Kanban, automatic testing, continuous integration, etc. Put aside environment dependency, through data and environmental simulation, with the help of XP and TDD which can improve personal capability and efficiency, component team can be transferred into feature team. Each team can achieve team level agile and ultimately improve team productivity. From project level, under project dimension, each development team leader and project manager form virtual project agile team. They track and monitor tasks, coordinate progress. Finally delivery based on priority achieved. Based on project level agile, each department collaborate with each other to solve problems of version- level requirements, dependency management, multiple project requirements pool, project priority and requirements , task priority analyze and delivery, testing task precondition, large version project tracking and management issues. The ultimate vision is to achieve enterprise level agile with continuous delivery, that is, agile practice with continuous integration extends to the testing center and application support, achieve continuous integration testing and deployment of agile whole processes, product innovation center hit from the business requirements and back-end verification, testing center quick delivery, starting with requirements analysis, application support provide high efficient support for quick delivery. Vision for Transformation
  • 38. SAMPLE: Pilot Projects Execution Plan standardization and commitment Guidance and consolidation Cultivation and Research ProjectPreparation EstimationPhase Promotion of development culture changes Promotion of Agile core implementation Promotion of Agile Tool/Environment support Promotion of Implementation Requirement Agility SummaryofPilotProjects Three Phases Agile Practice Implement
  • 39. SAMPLE: Agile Assessment* * IBM Service Offering
  • 40. © 2015 IBM Corporation Coaching and Transformation* Identifying priorities of practices of each phases by measuring the team maturity and traits   Burn Down Chart User story DifficultyLevel Team Maturity Stand-up meeting Kanban Panning meeting Retrospective Spring Review Requirement Itemizing SoS Grooming Proactive testing Continuous Integration Unit Test Estimation and Velocity Automation Testing Environment Improvement Requirement List Agile manageme nt tooling Main Branch Development team morale Prioritizing requirements Iteration List Initial Underway Mature * * * * * SAMPLE: Team’s Agile Practice Adoption Path * IBM Service Offering
  • 41. Coaching and Transformation* Actions Implemented Key Points along the way •  Intense training and education training to internal Agile Coaches •  Agile Coaches train all members of product line teams •  Rearrange requirements according to Agile approach •  Core member backup development •  Code peer review •  Dev-Test collaboration •  Arch-Design cross- review •  Training to business department senior directors •  Add cooperation and deployment processes •  Consultant coach on refining architecture •  Product KPI, data-based operation •  Team self-organizing, community interaction •  Culture cultivation, activity management •  Re-charging Period for Agile Coaches •  Office place select •  Role candidates selection •  Learning period for team members •  Coaching on solving conflicts between new and traditional ways of working •  Agile capability build-up •  Q&A and coaching during Agile adoption •  Coaching more product lines •  Product quality support •  Testing work coaching •  Labor division problem of product x •  Collaboration and cooperation (with other related systems) problems of product y •  Architecture problem coaching •  Operation planning and coaching •  Teams into rapid development period Awareness &Training Coachingby IBMConsultant Coachingby InternalCoach TeamSelf- Organizing * IBM Service Offering
  • 42. Agile Planning & Agile Project Delivery* 2~4 Week Sprint Daily Product Backlog Sprint Backlog Stand-Up Potential Shippable Product Increment Sprint GoalArea Product Backlog Product Vision Release Planning Sprint Planning Sprint Review Sprint Retro Continuous Integration Test Automation User Story Through Continuous Coaching to Embrace Agile Values and Principles into Practice Expect to take two or three months to start feeling comfortable with the practices and another two to six months for them to become second nature. ------ “The Art of Agile Development”, James Shore * IBM Service Offering
  • 43. IBM Design Thinking, Agile and DevOps !  Organisations are embracing User Stories as a way to document project requirements. !  Great User Stories alone do not guarantee compelling customer experiences. > Design Thinking focusses teams on valuable customer outcomes !  Organisations are embracing agile software development techniques to create potentially valuable outcomes. !  Great outcomes are only valuable when they can be used by customers. > DevOps brings an Agile way of working into the IT Operations teams, enabling rapid delivery. !  Live use generates real feedback from real Customers, Business & IT Operations people. !  Imagine a world where project outcomes are shaped by genuine insight, not clairvoyance. 1(IBM Design Thinking) + 1(Agile Development) + 1(DevOps) > 3
  • 44. Kaveri, Yi XU Agile Coach & Consultant GCG Agile/DevOps Center of Excellence IBM GBS GCG CSM, CSP, PSM I PMI-ACP, ITILv3 Foundation Certified Coach of MG-SCC CONTACT •  Email: shxyi@cn.ibm.com •  Site: http://kaverjody.com •  http://linkedin.com/in/kaveri •  http://slideshare.net/kaverjody •  WeChat / Skype: kaverjody •  Translation: Agile Manifesto, Scrum Reference Card, Explore It, Agile Coaching, The Element of Scrum, Management 3.0, Beautiful Teams Books Translated by Yi XU
  • 45. Thanks! Enjoy Agile Coaching! Yi XU, Agile Coach & Consultant GCG Agile/DevOps CoE, IBM GBS