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*Hint* - It’s More than just Process
A successful Agile transformation requires a confluence of people, process and
technology, but too often these aspects are treated separately. Organizations
need an approach that connects the entire application lifecycle with tools that
are tightly integrated and automated to support processes.
Join us as we demonstrate how this unified approach allows companies to
• speed delivery through real-time collaboration
• increase visibility of project status and compliance with cross tool
traceability and reporting
• encourage the use of specialized tools that support practitioners’ process.
Scot brings over 20 years of product management and
services experience to Tasktop. Throughout his career, he
has worked in all stages of the product development lifecycle
chain, from ideation to execution to delivery. His experience
in business process refactoring and software and hardware
development spans industries including payment systems,
petroleum and retail.
Zubin Irani, CEO cPrime
Zubin’s background includes a Bachelor’ Degree from
USC, and a MBA from Columbia & Berkeley. He started
his professional career at Deloitte implementing large
complex IT Projects before becoming the youngest
Director at DirecTV. After a successful tenure, he left to
build cPrime and as CEO led the Company to 6
consecutive years of Top 50 fastest growing companies in
the SF Bay Area.
Agile is Popular…
There has been a huge wave of Agile Adoption across every industry
Why?
Organizations need to build great Software with speed and quality so they can survive/innovate/grow/compete and keep up
with Global Competition at a Scale and Pace that has never been experienced in history
So What’s gone wrong?
Agile Coaching isn’t working
The Agile Industry hasn’t evolved
There is a fear of Technology
Seen as lightweight
and ineffective
Investments have been made, but
the Returns are lacking
Ironic, yes.
Still talking about
facilitation and teams
Agile Coaches can’t talk
about Tech
Teams want tangible
solutions not theoretical
Key initiatives are run
separately
Same Consultants
talking about the same
topics at Agile Conferences
Everyone calls
themself a Coach
How to tell if you are in a failed/failing state?
Teams adopting Agile stop, slow down or
backtracks
“We are sorta doing Agile” is a common
description from team members
Businesses and Mgmtaren’t seeing Results
Reversion is the kiss of death
Lack of success allows
resistance to grow
Following Scrum
Ceremonies doesn’t mean
your Agile
Saying and Being are
two different
things
Features aren’t being built or
released much faster
Quality isn’t
improving
Collaboration isn’t occurring
Interviewees and new hires figure this out
quickly
Agile Champions
start leaving
Change Mgmt
Process + Technology
No unified approach
QA & Dev do not come together as a team, and is Ops is
rarely even discussed
Top Reasons for Agile Failure
Executive Buy-in Using Old Tools
Mgmt is planning and looking at waterfall
(old) metrics
We believe that
software services
must contain a unique
blend of people,
process and
technology that align
to support the overall
effectiveness of the
software delivery
lifecycle.
“
”
Software Services Lifecycle Management (SSLM)
Software Services Lifecycle Management (SSLM) addresses the fragmented way software AND services
are used in support of Agile, DevOps and ALM initiatives.
Basically, it is the union between process and technology for faster delivery and more fulfilled teams.
Bringing Alignment to Agile, DevOps and ALM initiatives
Delayed ReleasesNo ROI from Agile/DevOps
Waste from duplicate entry
Crippling cycle/resolution times
Cost overrunsFailed tool deployments
Integration maintenance
Impossible to satisfy requests
Project failuresLack of project visibility
Manual & incorrect reports
Audit & traceability gaps
Can’t scale without integrationT
oo
ls T
ea
mD
ev T
eam
s
PPM ITSMREQUIREMENTS DEVOPSDEFECT & TEST
• Product Manger/ Owner
• Business Analyst
• Portfolio Manager
• Project Manager
• QA Lead• Tester
• Engineer• Config
Management
• Customer Success
• Customer Service
AGILE TEAM
Breakdown in collaborationBreakdown in visibility
{ }
PPM ITSMREQUIREMENTS DEVOPSDEFECT & TEST
AGILE TEAM
© Tasktop 2016
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
Requirements Traceability
Test Traceability
Defect Unification
© Tasktop 2016
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
EpicRequirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Epic
Story
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Epic
Story
Requirement
Requirement
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Epic
Story
Requirement
Requirement
Test Case
Test Run
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Requirement
Requirement
Test Case
Test Run
Test Tool
Epic
Task
Task
Story
Requirement
Requirement
Requirement
Req. Tool JIRA
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Epic
Task
Task
Story
Requirement
Requirement
Test Case
Test Run
Defect
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
© Tasktop 2016
Epic
Task
Defect
Task
Story
Requirement
Requirement
Test Case
Test Run
Defect
Requirement
Requirement
Requirement
Req. Tool JIRA Test Tool
BUSINESS ANALYST TESTERAGILE TEAM
AUTOMATED FLOW ACROSS THE VALUE STREAM
• Agility beyond the scrum team
• Eliminate manual work, information scavenger hunt
• Decreased cycle time, increased capacity
INCREASED VISIBILITY
• Lifecycle analytics for continual improvement
• Automated traceability, reporting, governance
Software Lifecycle Integration
AchievementsIssues exposed earlier in the dev cycle
Through changing how the software Dev team worked we were able to shorten dev release cycles resulting in the exposure of defects and issues earlier in the software delivery process.
Lock step with changing market and customer demandsThrough the advent of sprint planning and execution Dev and Product teams were able to be more nimble in reacting to product feature changes eliminating the scenario where Development code completes features in anticipation while Product spends months vetting their roadmap.
Not realized Faster time to Market
Still takes just as long and in some cases longer than it took in a waterfall process
Larger Feature SetsMisconception of being nimble resulting in more features
Quality ImprovementsFinding issues and defects earlier in the process did not translate in the Quality metrics as anticipated
Cost SavingsRealized efficiencies not translating to reduced effort and resource needs
Typical Agile Transformation Experience
ReqmtsAgile
Mgmt
ALM
Suite
Test
MgmtPPM ITSM
Tasktop: DevOps Integration Hub
SCM CI CD APMAutomated
Test…
SDLC Metrics Repository
BI Tools
© Tasktop 2016
Putting it all together
Po
rtfo
lio M
gmt
Agile PM
Requirements
TestDev
Op
eration
s
Interested in a unified approach to your Agile, ALM and DevOps initiatives?
Learn more about SSLM here:
https://www.cprime.com/software-services-lifecycle-management
See Tasktop in action: http://www.tasktop.com/demos
Contact us: http://www.tasktop.com/contact-us
Learn More