Using Accolade to Manage Agile Software Development Processes

Using Accolade to Manage Agile Software Development Processes

Chief Operating Officer

Don Sarno

Chief Technology Officer

Paul Heller

Join the conversation! #AgileAccolade

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• Why Agile?• What it means to be Agile • Agile in relation to Innovation, Stage-Gate®, New Product Development and Portfolio• Pitfalls of Agile • How software and Accolade in particular can support Agile

What We’ll Cover Today


• A study in the United Kingdom shows that of 1,027 projects, only 13% did not fail• Waterfall-style scope management was the “single largest contributing factor for failure, being cited in

82% of the projects as the number one problem”

• A study of over $37 billion worth of US Defense Department projects concluded that “46% of the systems so egregiously did not meet the real needs (although they met the specifications) that they were never successfully used.”

• Another study of 6,700 found that 4 of the 5 key factors contributing to project failure were associated with – and aggravated by – the waterfall model, including

• the inability to deal with changing requirements • problems with late integration

Why The Agile Movement?

Source: “Agile and Iterative Development: a Managers Guide” by Craig Larman

© Copyright Sopheon plc. Sopheon Confidential

Why Agile?

Original Need

Final Understanding

2 weeks

4


Agile Manifesto

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and Interactions

Working Software

Customer Collaboration

Responding to Change

Processes and Tools

Comprehensive Documentation

Contract Negotiation

Following A Plan

OVER

5


Agile Today

Agile is a way of doing things, a culture that is

embedded in our beliefs and

actions, not a formal “process”

We agree to always strive to get

better and learn from what we’re

doing

We agree to adjust on the fly

knowing conditions will

always change and to work together

to solve real customer needs

6


Digital Disruption of Business

Duke Energy Center, N.C.:16 separate building systems integrated on one network

By 2020, the connected kitchen will result in 15% savings in the F&B industry, while leveraging big data analyticsSource: Gartner


1 © 2015 Gartner, Inc. and/or its affiliates. All rights reserved.

Street to Nearby Autos:I'm Closed From10 a.m. to 3 p.m. Today.

Smartphone to Bus:I'm Waiting.

Car to Parking Meters:I Need to Park Somewhere.

Parking Meter to Car: I'm the Closest Available Spot.

Bus to Smartphones:I'm Running10 Minutes Late.

How Would It Impact Your OrganizationIf Everything Is Listening, Acting and Replying?

Source: Gartner8


AGILITY SHOULD STILL BE A GOAL

• Do just enough work to move on, focus on what’s really needed to make a decision

• Appreciate that change is real and build processes that can incorporate these inputs

• Leverage prototypes (ranging from low to high fidelity) along the way

• Software is “inexpensive” to adjust iteratively as implementations are done

• Products that require manufacturing changes have a higher cost to change once in mainstream deployment

BUT…

Agile Software Development vs. Agile in NPD

9


Build Business Case

Development

Market Launch

Concept/Scoping

10

Example of Agile Embedded in NPD


Poll Question


Scrum Overview

2 Weeks

Solution BacklogAs prioritized by Customer Core Team & Sopheon

Sprint BacklogItems assigned to Sprint and estimated by team

Backlog tasksExpandedby team

Daily

Daily Scrum MeetingCompleted since last meeting, plan for today, and any obstacles

Potentially ShippableSolution Increment

Sprint Demo & Review Meeting Core Team

Customer Input

Customer InputCustomer Input

Advantages

• Deliver often and only what provides the most real user value

• Change-Resilient and enables “continuous learning”

• Encourages team collaboration and empowerment

• Predictable release cycles

• Achieve Minimal Viable Solution more quickly

Source: Adapted from Agile Software Development with Scrum by Ken Schwaber and Mike Beedle


Challenges for Agile Teams

Requires continuous and strong cross-functional team involvement

Can become too focused on today (single “stories” and focus on reducing work in progress)

Process improvements expected to be continuous (process is always evolving)

Organization culture doesn’t support the Agile mindset

Ship dates are immutable


How Accolade Supports the Agile Process


Accolade Solutions for Agile Teams

CHALLENGES FOR AGILE TEAMS

Requires continuous and strong cross-functional team involvement

Can become too focused on today (single “stories” and focus on reducing work in progress)

Process improvements expected to be continuous (process is always evolving)

Organization culture doesn’t support the Agile mindset

Ship dates are immutable

ACCOLADE SOLUTIONS

Accolade teams proactively informed of changes through email notifications, layouts, and work boards

Accolade puts releases into context with the business strategy keeping sprint alignment to the larger picture

Accolade is business-owned and easily configured over time to adapt

Lessons learned are embedded with the iterations and releases for future reference

Thank you for your attentionAny questions?
