Waterfall to Agile: Flipping the Switch Bhushan Gupta Nike Inc . - - PowerPoint PPT Presentation

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Waterfall to Agile: Flipping the Switch Bhushan Gupta Nike Inc . - - PowerPoint PPT Presentation

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Waterfall to Agile: Flipping the Switch Bhushan Gupta Nike Inc . October 9, 2012 Disclaimer This presentation is NOT NOT a This presentation is a recommendation recommendation to switch from to switch from Waterfall to Agile. It is an

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Waterfall to Agile: Flipping the Switch

Bhushan Gupta Nike Inc.

October 9, 2012

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Disclaimer This presentation is This presentation is NOT NOT a a recommendation recommendation to switch from to switch from Waterfall to Agile. It is an analysis of team dynamics if you Waterfall to Agile. It is an analysis of team dynamics if you are considering to switch or have already switched. The are considering to switch or have already switched. The author would like to share his experiences which you may author would like to share his experiences which you may find helpful in making the change decision. find helpful in making the change decision.

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Agenda

Comparison between Waterfall and Agile Personality - Types vs. Traits Role changes for team players Making the transition Conclusions

Conclusions

Q&A

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Waterfall vs. Agile

Waterfall Waterfall

  • Big Bang Approach

Big Bang Approach

  • Well planned

Well planned checkpoints and checkpoints and Milestones Milestones

  • Planned but limited

Planned but limited Agile Agile

  • Incremental Approach

Incremental Approach

  • Planned iterations

Planned iterations

  • On

On-going customer going customer interactions interactions

  • Planned but limited

Planned but limited customer interactions customer interactions

  • Throw code over the

Throw code over the wall to QA wall to QA

  • Break the code

Break the code

  • Gold plating

Gold plating – – adding adding bells and whistles bells and whistles interactions interactions

  • Lets work together with

Lets work together with QA engineers QA engineers

  • Help them fix it

Help them fix it

  • Get more story points

Get more story points

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Goal of a Software Delivery Team Deliver a software product with intended Deliver a software product with intended quality quality on a planned

  • n a planned

schedule schedule that meets a predefined that meets a predefined scope scope using allocated using allocated resources resources.

Scope

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Resources Schedule Quality

T E A M

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The Change Process

Adaptation Adaptation – team has team has decided to change decided to change

  • Changing overtime

Changing overtime

  • Changing overnight

Changing overnight

Mandate Mandate – management management has forced the change has forced the change

  • Changing Overnight

Changing Overnight External Entities

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External Entities

Vendors, Service Providers

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Change Preparation Training Training

  • normally fast pace, a few days

normally fast pace, a few days

  • How to build epics, stories, backlog prioritization, tools

How to build epics, stories, backlog prioritization, tools

  • Some high level processes

Some high level processes

What gets overlooked? What gets overlooked?

The team dynamics. The team dynamics. The team dynamics. The team dynamics.

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Personality Types – Type A and Type B

  • Achievement oriented
  • Impatient
  • Easy going
  • Relaxed

Bhushan Gupta, Nike Inc., Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com bhushan.gupta@nike,.com

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Personality Traits Grouping by tendencies: Grouping by tendencies:

  • Neuroticism

Neuroticism – experience unpleasant emotions easily experience unpleasant emotions easily

  • Extraversion

Extraversion – seek simulation and enjoy company seek simulation and enjoy company

  • Conscientiousness

Conscientiousness – self self-discipline, competence, organized discipline, competence, organized Conscientiousness Conscientiousness – self self-discipline, competence, organized discipline, competence, organized

  • Agreeableness

Agreeableness – compassionate towards others compassionate towards others

  • Openness to Experience

Openness to Experience – enjoy new experience and Ideas enjoy new experience and Ideas

  • Cognitive

Cognitive – – analytical, abstract level thinking analytical, abstract level thinking

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Key Players in Software Development

  • Customer

Customer

  • Product Owner (

Product Owner (equivalent to Marketing Manager equivalent to Marketing Manager)

  • Scrum Master (

Scrum Master (equivalent of Project/Program Manager equivalent of Project/Program Manager)

  • Development Team

Development Team Development Team Development Team

  • Quality Assurance Team

Quality Assurance Team

  • Build and Deployment Team

Build and Deployment Team

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Agile

Provide prioritized stories For each iteration:

  • Provide acceptance

criteria

  • Validate test approach/test

scenarios

Team Transition – Customer/Customer Surrogate

Waterfall Waterfall

  • Provide and align on

Provide and align on requirements requirements

  • Accept product

Accept product

  • Undergo training

Undergo training

Product Owner + Scrum Master

scenarios

  • Accept release
  • Undergo training

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Surrogate

Driver + Analytical

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Agile

Deliver value in each iteration:

  • Align/Adjust backlog
  • Be cognizant of customer

perspective

Team Transition – Product Owner

Waterfall Waterfall

  • Facilitate requirements

Facilitate requirements gathering gathering

  • Assure requirements

Assure requirements understanding understanding

  • Finalize product

Finalize product requirements requirements

  • Assure delivery

Assure delivery

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Type A Extraversion Conscientiousness Agreeableness

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Agile

Orchestrate high value delivery Understand business and technical issue Be able to remove road blocks Maintain trusting relationship

Team Transition – Scrum Master (the BACKBONE)

Waterfall Waterfall

  • Manage schedule

Manage schedule

  • Achieve checkpoints

Achieve checkpoints and milestones and milestones

  • Assure delivery

Assure delivery (Project / Program (Project / Program Maintain trusting relationship (Project / Program (Project / Program Manager) Manager)

Bhushan Gupta, Nike Inc., Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com bhushan.gupta@nike,.com

Extraversion Conscientiousness Agreeableness Openness Humble and trusting

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Agile

  • Develop product one story at a

time

  • Design / refactor as often as

necessary

  • Collaborate with others to

produce a quality story

  • Strive for story point and not

Team Transition – Development Team

Waterfall Waterfall

  • Architect / design to

Architect / design to requirements requirements

  • Code to requirements

Code to requirements

  • Add bells and whistles

Add bells and whistles

  • Strive for story point and not

for bells and whistles

  • Integrate often

Bhushan Gupta, Nike Inc., Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com bhushan.gupta@nike,.com

Neuroticism: Low Extraversion: Medium Conscientiousness: Medium Openness To Experience: High Cognitive Capability: High Agreeableness : High Extraversion: High Openness : High Conscientiousness: Very High Cognition: High

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Agile

  • Understand each story – one

story at a time

  • Develop test cases from

acceptance criteria

  • Test story and submit defects
  • Support defect resolution

Team Transition – Quality Assurance Team

Waterfall Waterfall

  • Write test plan

Write test plan

  • Develop test Case

Develop test Case

  • Test and submit

Test and submit defects defects Assess quality Assess quality

  • Support defect resolution
  • Collaborate with development

team

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Neuroticism: Low Extraversion: Medium Conscientiousness: Medium Openness To Experience: High Cognitive Capability: High Agreeableness : High Extraversion: Very High Openness : Very High Agreeableness: High

  • Assess quality

Assess quality

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Agile

Build and Deploy in each sprint Shorter time to get it right Consistency and repeatability Highly

Team Transition – Build and Deployment

Waterfall Waterfall

  • Bing

Bing-Bang Approach Bang Approach

  • Get it right in a short

Get it right in a short time time repeatability Highly Automated

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Neuroticism: Low Extraversion: Medium Conscientiousness: Medium Openness To Experience: High Cognitive Capability: High Agreeableness : High Extraversion: Medium Cognitive capability: Very high Conscientiousness: Medium Agreeableness: Very High

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Making Transition – Evaluate Need and Potential

  • Return on Investment

Return on Investment

  • Reduced cost

Reduced cost

  • Shorter Schedule

Shorter Schedule

  • Better Quality

Better Quality

  • Magnitude of Delta

Magnitude of Delta

  • Speed of Transition

Speed of Transition

  • Speed of Transition

Speed of Transition

  • Adaptation vs. Total Immersion

Adaptation vs. Total Immersion

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Evaluate Team Characteristics Peer Peer Evaluation Evaluation Commitment to Change Commitment to Change – Pushback, Passive Resistance Pushback, Passive Resistance

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

Cognitive Conscientious Extraversion Openness

Agreeable

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Making Transition

  • Management Understands Change Impact

Management Understands Change Impact

  • Mentoring and Coaching available until change has taken a

Mentoring and Coaching available until change has taken a hold hold

  • External entities are committed to support the change

External entities are committed to support the change

  • Measuring Success

Measuring Success –

  • Reduced resistance

Reduced resistance Active participation in Scrum Active participation in Scrum

  • Active participation in Scrum

Active participation in Scrum

  • Genuine effort level

Genuine effort level

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Conclusion

  • Waterfall and Agile development methodologies are vastly

Waterfall and Agile development methodologies are vastly different different

  • Switch only if there is an ROI

Switch only if there is an ROI

  • Consider adaptation as opposed to immersion if possible

Consider adaptation as opposed to immersion if possible

  • Team needs to posses certain characteristics to make agile

Team needs to posses certain characteristics to make agile successful successful Team should evaluate itself and make an effort to have right Team should evaluate itself and make an effort to have right

  • Team should evaluate itself and make an effort to have right

Team should evaluate itself and make an effort to have right individuals in the key roles individuals in the key roles

  • Personal changes will be required

Personal changes will be required

  • Measure success

Measure success

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com

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Thanks! Thanks!

Q&A

Thanks! Thanks! Questions? Questions?

Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com Bhushan Gupta, Nike Inc., bhushan.gupta@nike,.com