Upload
ashfaq-ahamed
View
232
Download
1
Embed Size (px)
Citation preview
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 1/42
The 2015 State Of Agile
Development
Forrester Research
Authors: Diego Lo Giudice
August 3, 2015
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 2/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Why read this report
• Agile development is high on every BT agenda, but many still struggle to be
truly Agile and achieve the real benefits beyond a single team’s experience.
• This 2015 online survey, contrary to many existing surveys in the market that
survey Agile and non-Agile practitioners, focuses on understanding the
strategies being adopted by 215 Agile practitioners from around the world.
• The survey primarily illustrates:
• What the benefits are, how success is measured, and which Agile practices
are adopted.
• Which Agile methods they prefer and use both upstream and downstream of
the application delivery-cycle process.
• How they deal with large enterprise scale issues and what the most common
barriers are.
• How teams organize and with which core and extended roles.
• What Agile testing strategies they adopt.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 3/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Agenda
• Demographics
• Agile practices and organization
• Agile testing and outsourcing
• Measuring Agile value
• Methodology and related research
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 4/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
27%
33%
28%
12%
I am responding on behalf of my team only
I am responding on behalf of more teams(departmental/divisional level)
I am responding for the entire technologymanagement organization (global level)
Other
Base: 215 professionals with knowledge of their firm’s Agile practices
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
215 respondents, 68% responding on behalf of their team, division,and enterprise
4
Sixty-one percent use Agile in
multiple teams at the departmental
and enterprise levels.
“Which of the following best describes the scope of your management authority?(Select one)”
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 5/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 5
Primary group of respondents are executives: 69% of respondentsare VPs or managers; 8% are transformation leaders
Base: 190 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
“What is your primary role? (Select one)”
Directors/managers: 48%
VPs/other execs: 21%
Deployment/ops: 1%
QA/testers: 2%
13%
1%
1%
2%
2%
3%
5%
6%
7%
8%
8%
21%
24%
Other (please specify)
Deployment or Operations (e.g., sysadmin, DBA,deployment manager)
Portfolio manager
DevOps manager
Software quality assurance manager (includingtesters)
Business analyst
Product manager
Development manager
Chief architect
Transformation or change leader
Program manager
Vice-president or C-level executive
Mid-level manager (e.g., Manager, Director, etc.)
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 6/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 6
“Which of the following best describes the industry to which your company
belongs? (Select one)”
In line with previous years, IT/BT industry participationleads. This year, 25% come from financial services orinsurance; 6% from retail and wholesale
Base: 149 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
27%
18%
16%
9%
8%
6%
5%
3%
3%
2%
3%
IT/BT professional services (System integration,outsourcing, consultancy, web agency)
Software products (ISV, SW Vendor)
Financial Services
Insurance
Public sector and healthcare
Retail and wholesale
Utilities and telecommunications
Manufacturing
Media, entertainment, and leisure
Business services and construction
Other
Agile survey 2015 2013 2011
Tech
industry
45% 34% 37%
IT/BT end
users
47% 58% 49%
Government 8% 8% 8%
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 7/42© 2015 Forrester Research, Inc. Reproduction Prohibited
7%
7%
7%
3%
22%
23%
30%
Less than 100
Between 100 - 249
Between 250 - 499
Between 500 - 999
Between 1,000 - 4,999
Between 5,000 - 19,999
20,000 or more
7
“Using your best estimate, how many employees work for your company worldwide?
(select one)”
More than 50% of respondents are from very large or largeenterprises. However, smaller shops have higher adoption of Agilethan the larger enterprises.
Base: 149 (*37 from small enterprises) professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Respondents from
small enterprises*
(those with fewer than
1,000 employees) lead
Agile adoption. Sixty-
five percent of people
from this group report
having 100% of
development teams
using Agile.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 8/42© 2015 Forrester Research, Inc. Reproduction Prohibited
“What is your estimate of the number of developers that are part of your internal and
external staff? (select one for internal, and one for external)”
7%
29%
36%
29%
14%
10%
21%
17%
6%
4%
9%
7%
7%
4%
Internal staff
External staff
1-10 11-49 50-99 100-499 500-999 1,000 - 4,999 5,000 or more
8
The bulk (36%) have between 11 and 49 developers asinternal staff; 14% have between 50 and 99; and 21%have between 100 and 499
Base: 184 professionals with knowledge of their firm’s Agile practices
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 9/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 9
“What kind of software development is your organization primarily responsible for?
(Check all that apply — select one if you are representing only one team)”
Base: 191 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Agile is pervasive across all types of businesses anddevelopment organizations. Respondents are from bothcentralized IT/BT as well as from divisional teams.
Agile is used by software
vendor product groups, customapplication development groups
that develop mobile and web
apps, and by packaged
application development teams
(e.g., SAP).
2%
8%
9%
24%
25%
29%
36%
36%
42%
43%
45%
46%
Console games
PLM or embedded software/systems engineering(consumer)
PLM or embedded software/systems engineering(business/government)
Departmental IT for internal applications
Departmental IT or app dev team for mobileapplications development
Central IT app dev team for mobile applicationsdevelopment
Delivering software products for desktop, contentmanagement, collaboration tools
Departmental IT or App dev team for customapplication development
Central IT for internal applications
Central IT App dev team for custom applicationdevelopment
Delivering software products for development,platform/middleware or deployment tools
Custom software (services or system integrationcompany)
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 10/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 10
“In which region or country do you work?”(select one)
We received responses from all over the globe.Geography: Americas — 55%, Europe — 26%, APAC —15%, Other — 4%.
Base: 149 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
52%
25%
15%
3%
1%
4%
North America
Western Europe
Asia Pacific
South America
Eastern Europe
Other
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 11/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
What It Means
• All types of businesses have responded to the survey: large system
integrators and consulting organizations, software product vendors, and IT/BTorganizations of end users coming from various industries.
• Although the bulk of respondents are from the US, almost half come from the
rest of the world, making it a global online survey.
• With 25% coming from financial services or insurance, further data cuts and
considerations can be made on the Agile adoption trends for this industry. If
you are interested and a Forrester client, check with your account manager.
• Respondents are mostly IT/BT executives.
Demographics
11
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 12/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Agenda
• Demographics
• Agile practices and organization
• Agile testing and outsourcing
• Measuring Agile value
• Methodology and related research
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 13/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
10%
15%
21%
25%
18%
10%
All team members are in the same location
90% to 99% of the team is in the same location
75% to 89% of the team is in the same location
50% to 74% of the team is in the same location
25% to 49% of the team is in the same location
Less than 25% of the team is in the same location
13
“To what extent is your primary team geographically distributed?”
(Select one)
Distributed Agile teams are the norm. Only 10% havefully collocated teams
Base: 184 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Seventy-one percent,
the majority, keep more
than half of the team in
the same place.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 14/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
5%
11%
22%
15%
8%
40%
12%
15%
28%
17%
10%
18%
15%
22%
20%
18%
10%
14%
Less than six months
More than six months, but less than an a year
More than a year, but less than two years
More than two years, but less than three years
More than three years, but less than four years
Four or more years
2015
2013*
2011**
14
“How long have Agile practices been in use in your organization? (select one)”
The proportion of professionals with four or more yearsof Agile adoption at their firms has increasedsignificantly
Base: 184, *149 and **205 professions with knowledge of their firm’s Agile techniques.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
• Forty percent have been
doing Agile for more than
four years and are likely
to be beyond large scale
adoption.
• Thirty-eight percent have
been doing Agile for less
than two years and most
likely still need to scale.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 15/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
23%
20%
15%
18%
24%
45%
21%
12%
11%
11%
40%
17%
13%
12%
19%
Under 25%
Between 25% and 49%
Between 50% and 74%
Between 75% and 99%
100%
2015
2013*
2011**
15
“Roughly what percent of development teams in your organization are using Agile
practices? (select one)”
Base: 182 , *149 and **205 professionals with knowledge of their firm’s Agile techniques.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Over half of respondents have scaled the use of Agile tomore than 50% of teams, and 24% have 100% adoption.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 16/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
24%
22%
22%
20%
13%
Under 25%
Between 26% and 49%
Between 50% and 74%
Between 75% and 99%
100%
16
“And among those using Agile practices, what percent are using those practices to a
satisfactory level? (select one)”
Fifty-five percent of respondents have between 50% and100% of teams using Agile to a satisfactory level
Base: 182 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
M t l i A il ti 20%
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 17/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 17
Many teams are leveraging core Agile practices. 20% areleveraging Agile from ideation to deployment (includingDevOps). Interestingly, 51% use Agile in upstream.
86%
84%
84%
80%
78%
76%
68%
64%
58%
58%
56%
50%
47%
47%
39%
16%
10%
Short iterations (between 2-4 weeks)
Daily Scrum meetings
Story-based requirements
Product Owner
Early and frequent feedback
Scrum Master
Use Burndown or burn-up boards (prioritized list)
Up front p lanning initial estimate (dev&testing, sprint 0)
Continuous Integration
Continuous Delivery
Up front requirements (sprint 0)
Refactoring
Up front a rchitecture (sprint 0 )
User acceptance test-driven development
Test-driven development
Behavior-driven development
Other
Base: 176 professionals with knowledge of their f irm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
“Which core Agile practices do you apply? (Check all that apply)”
Agile upstream (51% of
respondents do all of the
following):
• Short iterations
• Daily scrum meetings
• Product owner
• Early and frequent
feedback• Burn-down/burn-up
Agile downstream (24% of
respondents do all of the
following):
• Continuous integration
• Continuous delivery
• Test-driven
development
Agile upstream anddownstream (15% of
respondents do all
upstream and downstream
activities)
O l 13% dh t l A il th d l M t
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 18/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
13%
54%
27%
6%
25%
44%
24%
7%
17%
31%
39%
13%
We adhere to one particular Agile methodology asclosely as we can.
We use a mix of Agile methodologies
We deliberately mix Agile and non-Agile techniques
Other
2015
2013*
2011**
18
“How would you describe your adherence to a particular Agile methodology?)”
(select one)
Only 13% adhere to only one Agile methodology. Mostuse a mix of Agile methods, which is a rising trend.
Base: 175, *149, and **205 professionals with knowledge of their firm’s Agile techniques.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Twenty-seven percent are mixing
Agile with non-Agile methodologies.This is not necessarily a bad thing
when done right! We call this Water-
Agile-Fall.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 19/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
86%
57%
57%
50%
49%
35%
35%
35%
33%
29%
23%
20%
20%
17%
12%
8%
6%6%
5%5%
Scrum
Iterative
Kanban
DevOps
Lean
Hybrid Waterfall and Agile (WaterScrumFall)
Test-Driven Development (TDD, test cases are implemented first…
Waterfall
Scaled Agile Framework (SAFe)
Extreme Programming (XP)
Feature-Driven Development (FDD)
Capability Maturity Model Integration (CMMI)
Lean Startup
Behavior-Driven Development (BDD)
Rational Unified Process (RUP)
Disciplined Agile Delivery (DAD)
Microsoft Solutions Framework (MSF) For Agile
Spiral
Dynamic Systems Development Method (DSDM)
Other derivative of the Unified Process (AUP, OUP, etc.)
19
Scrum leads, but Kanban and DevOps adoption is alsoquite widespread with 57% and 50% use, respectively
Base: 174 professionals with knowledge of their f irm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
“Which of the following methods do you partially or wholly apply? (Check all that
apply)”
XP is still under considered,
although continuous
integration, XP’s most popular
practice, ranked 58% among all
Agile practices adopted.
Enterprise Agile practices are
also making in roads: Water-Agile-Fall (done right) and SAFe
(which seems to enjoy fast
growth).
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 20/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
59%
49%
40%
39%
38%
38%
37%
36%
36%
36%
People behavioral change
Lack of skilled Product Owners from the business
Lack of dedicated cross functional teams
Lack of Agile skills in project management practices, backloggrooming, planning, requirements, architecture, etc.
Lack of Product Owners commitment from the business
Scaling Agile at the enterprise by replicating success throughoutthe organization to more teams
Lack of Agile skills in downstream or DevOps
Lack of Agile testing skills
Lack of automation tools and/or infrastructure
Lack of Agile executive leadership
20
Behavioral change is the biggest barrier to adoption;properly skilled business product owners are also a bigimpediment for Agile adoption success.
Base: 170 professionals with knowledge of their f irm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
• Organizations are
finally realizing
that the lack of
cross-functional
teams is one of the
top impediments
for successful
Agile adoption.
• A lack of properexecutive
leadership is also
an important
impediment.
“Which of the following are barriers to your organization’s Agile adoption? (check all
that apply)”
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 21/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
69%
77%
80%
85%
88%
93%
93%
94%
Employee applications for back end systems
Architecture implementation (e.g., ESB, SOA)
Application integration
API development
Employee applications for serving customers
Website development
Product development
Mobile development
21
“For which of the following areas is Agile development important? (check one)”
Agile development is recognized as most important formobile, software products, and website development
Base: Between 137 and 161 professionals with knowledge of their f irm’s Agile practices (each row has a unique sample
size within this range.)
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
While mobile is
considered most
important, it’s not the
top area where Agile
is practiced. This may
be because:
1. Mobile
development might
have even shorter
cycles and smaller
teams, making
people identify
themselves as not
sticking to any
method.2. Or responding on
backend (SoR)
which might not be
done in Agile.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 22/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
7%
44%
46%
48%
49%
59%
67%
76%
82%
84%
87%
Other
Designer
UX design professional
Project manager
Product owner from IT/BT
Architect
Product owner from Business
Back-end developer
Tester
Scrum master
Front-end developers
22
“Who’s on a typical team using Agile practices? (Select all that apply)”
Two-thirds have a business product owner. Testers arenow peers to developers and first-class citizens of Agileteams (a good sign).
Base: 169 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
However, some double
down on the business
product owner with an
IT/BT product owner
(these might be eitherplaying the role of the BA
or are SIs POs in Agile
outsourcing).
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 23/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
What It Means
• Just over half of respondents show an expert or mature adoption pattern. This group
has between 50% and 100% of the teams practicing Agile development to satisfactory
levels. These teams:
• Know when to use certain Agile practices and how to mix various methods. Scrum
is still the top Agile method for project management, followed by Kanban. DevOps
has made inroads too, and since 2013, a newcomer, the SAFe framework for
enterprise Agile adoption, has also made important strides.
• Integrate Agile development with waterfall practices in an overall enterprise
governance framework. When done well, Forrester calls this Water-Agile-Fall.
“Done well” means upfront planning and an understanding of very high-level
product requirements (water), then sprints kick off with further user stories of
refinement, design, development, testing, and integration (Agile), and, lastly,
release packaging and deployment (fall).
• Organize in cross-functional product (value stream) teams with core roles such as
product owners, scrum masters/Agile coaches, testers, and developers. Thesework exclusively on one product or value stream at a time. Additional members
might extend the core team on call, such as architects, UX designers, business
analysts, and operations managers.
Agile practices and organization
23
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 24/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
What It Means (cont.)
• Main impediments to scaling Agile successfully:
• Lack of strong leadership.• No business product owner or a lack of skilled business product owners.
• No cross-functional or integrated end-to-end teams; people not dedicated to
one product/project/stream of work at a time.
Agile practices and organization
24
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 25/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Agenda
• Demographics
• Agile practices and organization
• Agile testing and outsourcing
• Measuring Agile value
• Methodology and related research
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 26/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 26
“Which of the following statements are true about your testing organization
structure? (Check all that apply)”
Most testers are allocated fulltime to project teams. It isnot clear if they are most likely to work on one project ata time, which would be highly desirable.
Base: 168 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
4%
6%
18%
28%
29%
35%
36%
41%
57%
61%
Don't know
Other
Testing is managed and executed in the TCoE
Automation architects are shared across projects
Testers belong to a Testing Center of Excellence(TCoE) where testing is managed and executed
Performance and Load testers are in project teams
We have a Testing Practice Center of Excellence withspecialized skills
Performance and Load testers are centralized
Testers are members of an integrated delivery team
Testers are allocated full time to project teams
• Testing center of excellence (TCOE)
breakdown, as Forrester predictedin 2013, is a growing reality.
• Performance and load testing
activities are also moving in
projects. This confirms performance
testing is also shifting to the left.
Manual testing prevails and unit testing follows UAT
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 27/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
3%
5%
8%
6%
13%
11%
14%
21%
28%
29%
53%
49%
11%
14%
16%
19%
19%
31%
29%
33%
38%
38%
25%
33%
BDD
Service Virtualization Testing
TDD
Test Data Management – Synthetic Generation
Test Data Management – Masking, Obfuscation
Test Data Management – Production Data Sub-setting, etc.
Exploratory Testing
Functional Test Automation
Functional Regression Tests Automation
User Acceptance Testing In Sprints
Unit Testing
Manual Testing
Always Usually
27
“How frequently do you use the following testing practices? (select one)”
Manual testing prevails and unit testing follows. UATdone early in sprints enjoys significant adoption
Base: 160 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Automation
enjoys growing
adoption for
both functional
regression and
nonregression
tests
Service
virtualization,
TDD, and BDDare still far from
where they need
to be.
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 28/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 28
Agile teams do more functional than non-functional testautomation. GUI and non-GUI automation still coexist.Levels of test automation are starting to increase.
% Automation
(mean across responses)
Unit tests 53%
Functional tests (GUI) 45%
Functional tests (Beyond GUI, e.g., APIs) 42%
We implement continuous testing — tests are kicked off at each
code check in and integration (CI)42%
We automate nonfunctional (performance) 38%
We automate nonfunctional (integration) 35%
We automate test environment provisioning 30%
Base: 155 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
“Using your best estimate, how much do you automate the following?”
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 29/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 29
“Which of the following are barriers forusing system integrators on your Agile
projects? (Check all that apply)”
Few claim they use SIs on Agile projects successfully;24% don’t use SIs because they develop only withinternal resources
Base: 152 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
FALSE77%
TRUE23%
“I have no barriers for using systemintegrators on my Agile projects
and I'm using them successfully.”
9%
8%
8%
12%
17%
24%
Other
I don’t care what developmentmethod my SI uses; I just buy the
output as a managed service
I don’t trust industry contractingpractices are mature enough
I don’t feel SIs have sufficient skills
My current contractual aspects
and SLAs make it hard to use Agile
I develop only with my internalresources
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 30/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
What It Means
• Although Agile testing has matured overall, it’s still the biggest impediment for
teams to truly develop applications with speed and quality because:• The testing center of excellence, as we know it, is a concept of the past. It’s
becoming a federated practice testing center of excellence, rather than a
highly centralized testing execution shared service.
• The majority are including testers in development teams.
• TDD, BDD, and other modern testing practices, such as servicevirtualization for integration testing, are still lagging.
• Levels of test automation seem to have improved from as low as 10% in the
past years to between 30% to 53%. While a great improvement, in any case
it is still too low to not compromise agility.
• When doing Agile, many still rely on internal resources. The biggest
impediment to Agile outsourcing is still in old vendor governance practices and
waterfall contracts, and there is still some mistrust in true SI Agile expertise.
Agile testing and outsourcing
30
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 31/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Agenda
• Demographics
• Agile practices and organization
• Agile testing and outsourcing
• Measuring Agile value
• Methodology and related research
The top e pected benefits are s all achie ed b t ith
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 32/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
25%
36%
46%
54%
58%
58%
60%
60%
69%
71%
72%
Lower maintenance costs
Continuous Delivery
Improved technical quality
Greater predictability of resultsaligned with requirements
Greater frequency of releases
Greater predictability of releases
Improved functional quality
Increased team
motivation/morale
Faster delivery of solutions
More opportunities for mid-course corrections
Better business/IT alignment
32
“What are the benefits expected by
your business for using Agile?
(select all that apply)”
The top expected benefits are usually achieved but withsmall gaps
Base: 151 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
“What are the benefits achieved/realized
by your business for using Agile?
(select all that apply)”
40%
57%
58%
63%
63%
67%
68%
70%
75%
79%
83%
Lower maintenance costs
Continuous delivery
Improved technical quality
Greater predictability of releases
Increased teammotivation/morale
Greater frequency of releases
Greater predictability of resultsaligned with requirements
Improved functional quality
More opportunities for mid -course corrections
Faster delivery of solutions
Better business/IT a lignment
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 33/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
3%
9%
13%
15%
22%
23%
33%
37%
37%
45%
49%
56%
56%
57%
Other metrics
Decreased technical debt
Data analytics generated during the development & delivery process
Decreased mean time to repair
Completed tests at each sprint/iterations
Function points completed
Increased predictability of planned releases
Cycle time
Increased perceived value of software delivered
Features completed
Business value
Quality
Velocity
User stories completed
33
“How do you measure the value of Agile? (Check all that apply)”
Productivity and quality are the top metrics that Agileteams use; business value closely follows.
Base: 150 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 34/42
© 2015 Forrester Research, Inc. Reproduction Prohibited 34
“How do you measure the value of Agile? (check all that apply)”
Quality, velocity, and business value can be measured ina variety of ways
Base: 150 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Quality Velocity Business value
32%
50%
Increase in thestability of deployed
sprints/iterations
Reduction of number of defects in
production
18%
23%
43%
Growth of plannedfeatures in backlog
over time
Increase in thenumber of features
of backlog
Increase in thenumber of user
story points
32%
40%
As measured bysales increase,client retention,
% of revenueincrease over
period of time, or end user…
As measured byincreased
user/customer
satisfaction
St i t b f th i it f i
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 35/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
4%
4%
12%
23%
35%
45%
49%
65%
Other
Lines of code
Function points
Features
Hours of work
User stories
Sizes (e.g., XL, L, M, S, XS)
Story points
35
Q24: “How do you size epics, themes, and your product backlog?
(Check all that apply)”
Story points are by far the primary unit of measuringsize; t-shirt size follows in popularity
Base: 150 professionals with knowledge of their firm’s Agile practices.
Source: Forrester's Q2 2015 Global Agile Software Application Development Online Survey
Sizing in terms of hours of work
is no longer the primary sizing
technique
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 36/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
What It Means
• The top three expected and achieved benefits of becoming Agile are the same
– with small gaps between the two:• Better business and IT alignment
• Faster delivery of solutions
• More opportunities for midcourse corrections
• The top three metrics used by Agile teams are:
• User stories completed
• Velocity
• Quality
• However, among Agile expert teams, another top metric is predictability. They
still need to prove when a release will happen and what is being delivered.
• Business value is getting closer to the top three metrics.
• The most common sizing technique is story points with poker planning and
Fibonacci.
Benefits and measuring agile value
36
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 37/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Agenda
• Demographics
• Agile practices and organization• Agile testing and outsourcing
• Measuring Agile value
• Methodology and related research
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 38/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Survey and data methodology
• Name of survey: Forrester's Q2 2015 Global Agile Software Application
Development Online Survey• Survey sample size: 215 professionals with knowledge of their firm’s Agile
practices. Exact sample sizes are displayed for each question.
• Methodology: Forrester fielded the survey during April and May 2015.
Respondent incentives included a summary of the survey results.
38
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 39/42
© 2014 Forrester Research, Inc. Reproduction Prohibited
Thank you to the following vendors who helped ussocialize our survey
• CI&T
• Cigniti• Cognizant
• CollabNet
• IGate Global Solutions
• Imola Informatica
• IBM
• Interactive Intelligence
• L&T Infotech
• Magenic
• Parasoft• Rally Software Development
Corporation
• Softek Solutions
• Software Development Experts
• Tata Consultancy Services
• Tech Mahindra
• Wipro
39
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 40/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Want to know more?
• See more research from the author, Diego Lo Giudice.
http://www.forrester.com/home#/Diego-Lo-Giudice• Access The Modern Application Delivery Playbook For 2015.
https://www.forrester.com/The+Modern+Application+Delivery+Playbook+For+2
015/-/E-PLA750?objectid=PLA750
• Please give us feedback on this report.
http://www.forrester.com/forr/reg/contact.jsp?id=38
40
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 41/42
© 2015 Forrester Research, Inc. Reproduction Prohibited
Selected Forrester Research
• “The 2015 State Of Agile Development: Learn From Agile Expert Firms”
Forrester report• “Five Must-Do's For Testing Quality At Speed” Forrester report
• “Overcoming Barriers To Modern Application Delivery” Forrester report
41
7/23/2019 Forrester_2015 State of Agile Development Report
http://slidepdf.com/reader/full/forrester2015-state-of-agile-development-report 42/42
Thank you