Webinar Distributed Agile Becomes A Distinct Possibility Hansa Iyengar, Analyst Charles Green, Analyst November 11, Call in at 10:55 a.m. Eastern.

Slides:



Advertisements
Similar presentations
How to Implement Agile in Your Organization
Advertisements

Course: e-Governance Project Lifecycle Day 1
Conceptualizing & Initializing the IT Project
Archana Mehta. Spot a Failing project Costs a lot more than it should Its takes longer than anyone expected The product doesn’t do what it was supposed.
Shared Learning Services : Key Learnings Session 102 November 9, 2009.
MARCH 2010Developed by Agency Human Resource Services, DHRM1 Organizational Design What Is It? Organizational Design is the creation of roles, processes,
Microsoft Premier Support for Partners Capitalize on cloud potential Receive and deliver end-to-end cloud support Ease customers’ transition to the cloud.
Westpac Banking Corporation ABN NEEOPA FORUM OCTOBER 2013 MAINSTREAMING FLEXIBILITY AT WESTPAC GROUP.
Don Von Dollen Senior Program Manager, Data Integration & Communications Grid Interop December 4, 2012 A Utility Standards and Technology Adoption Framework.
About Aequitas Infotech Solid foundation, focused on customer needs Founded in 2011 Comprehensive set of services Strong multi-
System Management for Virtualization and Automation in a Dynamic Data Center SVM’08 Munich Karsten Beins, Sen. Director Infrastructure Technology.
© 2013 IBM Corporation IBM Enterprise Content Management Solutions Services and Support.
People Priorities Framework
Recap Systems Philosophy Organization frames Project life cycle IT projects and recent trends Project management process groups 2.
Robert Mahowald August 26, 2015 VP, Cloud Software, IDC
Agile Development Implementation Considerations. Agile software development is a methodology based on iterative and incremental development, where requirements.
B ANKING I NFORMATION S YSTEMS L ECTURE 9. Make or BuySelectionImplementationOperation Phase 3: Implementation.
© Copyright 2015, Esquare Info Solutions - Confidential Esquare Info Solutions Simplifying Open Source…
B ANKING I NFORMATION S YSTEMS L ECTURE 10. Package Based Solutions The four main phases are: Make or BuySelecAonImplementaAonOperaAon.
OffShore Product Development Best Practices. Contents ●Introduction ●Hire Expert Remote Teams ●Language and Cultural Evaluation ●Use of The Right Tools.
Webinar B2B Marketing Measurement: How To Graduate From Reporting Outputs To Impacting Outcomes Laura Ramos, Vice President, Principal Analyst Laura Patterson,
Webinar Cloud Management For Cloud Admins – Take Control Of Cloud Dave Bartoletti, Senior Analyst July 16, Call in at 12:55 p.m. Eastern time.
Project Execution Methodology
Digital Transformation with DevOps
DevOps: Critical Success Factors in Accelerating Adoption
SAM Baseline Review Engagement
Purchasing Decisions And Business Strategy
Mgt Project Portfolio Management and the PMO Module 8 - Fundamentals of the Program Management Office Dr. Alan C. Maltz Howe School of Technology.
Wolfgang Benkel, Principal Analyst
Allison Snow, Senior Analyst
© 2016 Disciplined Agile Consortium
Why change, Why agile? Background to the Leading Enterprise Agile Programme (LEAP)
Introduction to Employee Training and Development Chapter 1
WEBINAR In The Digital Age, Agile Testing With The Right Data Matters
Continuous Delivery- Complete Guide
WEBINAR Future IT Organizational Models Will Be Service-Based
SAMPLE Drive Engagement Through Interdepartmental Collaboration
WEBINAR The Total Economic Impact Of Software-As-A-Service
Jerry Yerardi • Michelle Bautista • Paolo Mercado
BANKING INFORMATION SYSTEMS
SAMPLE Develop a Comprehensive Competency Framework
Identify the Risk of Not Doing BA
Professional Services in Open Source
Webinar Is It Time To Move Your Contact Center To The Cloud?
Chip Gliedman, Vice President, Principal Analyst
Anjali Yakkundi, Analyst
WEBINAR The Rise Of Insights Services
Webinar Optimize Your Business Applications Strategy
PMO In 2020: Lean, Adaptive, Agile, And Business-Focused
Information Technology Project Management – Fifth Edition
Webinar Rightsource For More Agility
Webinar Microsoft Windows Evolves From Dominance To Contender
William Band, Vice President, Principal Analyst
Introduction to Magento Magento is one of the most popular ecommerce solutions in the world. But learning this powerful content management system also.
Precision and Art in Technology Solutions
Copy rights  Exam Eligibility  Exam Pattern  Pre requisites  Content Distribution  Tools and Techniques  Domains and Tasks for.
Sample Agile Assessment Report for XYZ Company
How to Successfully Implement an Agile Project
ECM in an Era of Digital Disruption
William Band, Vice President, Principal Analyst
JOINED AT THE HIP: DEVSECOPS AND CLOUD-BASED ASSETS
Cinny Little, Senior Analyst
Managed Content Services
Dave Scott – Middle School Principal – Kristin School
Procurement category management structures
CHAPTER 13 THE STRUCTURE OF INTERNATIONAL FIRM
Agenda Start with Why What Are Best Practice Frameworks, and Why Do We Need Them? Best Practices Defined Lean, Agile, DevOps and ITSM/ITIL 4 The Increasing.
Automating Profitable Growth
Are you measuring what really counts?
Dave Scott – Middle School Principal – Kristin School
Presentation transcript:

Webinar Distributed Agile Becomes A Distinct Possibility Hansa Iyengar, Analyst Charles Green, Analyst November 11, Call in at 10:55 a.m. Eastern time

© 2013 Forrester Research, Inc. Reproduction Prohibited2 Agenda › IT’s role in the business is changing. › There is an increasing interest in Agile. › Enterprises are turning to vendors to support their agile experiments. › Preparing for the shift to distributed Agile › Recommendations

© 2013 Forrester Research, Inc. Reproduction Prohibited3 The IT to BT shift Supports the business Purchased by IT buyer “Inside-out” view of technology Embedded in business Influenced by business buyer “Outside-in” view of technology IT BT “I don’t have internal customers. I only have business colleagues. Together, we serve our customers.” — Head of sourcing, Leading retail company “At its core, I define BT as measuring your usage of technology with business metrics instead of technology metrics. It’s not the mean time between failure or server response times that matter....” — Forrester CEO

© 2013 Forrester Research, Inc. Reproduction Prohibited4 Customer expectations are evolving faster than IT or business can keep up — creating new opportunity Technology expectations 1990 Customer expectations Business expectations IT expectations

© 2013 Forrester Research, Inc. Reproduction Prohibited5 The call of the hour is for SPEED... Faster development cycle Faster deployment cycle Faster testing cycle Faster go-to-market

© 2013 Forrester Research, Inc. Reproduction Prohibited6... which is causing increased interest in Agile development methodologies › Either as a way to improve existing IT processes... ›... or as a way to support new internal stakeholders (such as product development leadership) “We were jaded with our traditional waterfall approach using fixed contracts. Our business requirements are changing so rapidly, we needed an approach with far greater feedback loops.” (SVM professional in the utilities sector)

© 2013 Forrester Research, Inc. Reproduction Prohibited7 Base: 149 IT professionals from organizations that are planning to implement or have implemented Agile (multiple responses accepted); Source: Q Global Agile Software Application Development Online Survey Organizations are applying Agile primarily in-house but also with partners Firms use SIs and consultants for coaching and advanced agile support on a selective resource basis. “Do you use systems integrators on your Agile projects?”

© 2013 Forrester Research, Inc. Reproduction Prohibited8 Base: 149 IT professionals from organizations that are planning to implement or have implemented Agile (percentages do not total 100 because of rounding); Source: Q Global Agile Software Application Development Online Survey Growing opportunity for “distributed Agile” True colocation is reality for less than one-quarter of the respondents. “To what degree are your teams geographically distributed?”

© 2013 Forrester Research, Inc. Reproduction Prohibited9 Source: July 30, 2010, “Agile Systems Integrators: Plausible Or Paradoxical?” Forrester report Agile and third-party vendors are not natural bedfellows

© 2013 Forrester Research, Inc. Reproduction Prohibited10 Use of Agile varies significantly between service providers Source: September 4, 2012, “Rightsource Your Agile-Lean Ecosystem” Forrester report

© 2013 Forrester Research, Inc. Reproduction Prohibited11 Base: 149 IT professionals from organizations that are planning to implement or have implemented Agile (multiple responses accepted); Source: Q Global Agile Software Application Development Online Survey Testing and development are the primary phases of the software development life cycle that companies outsource Development and testing are the hottest outsourced app services, but one-third of firms claim not to outsource at all! “Which part(s) of your development process do you outsource?”

© 2013 Forrester Research, Inc. Reproduction Prohibited12 Base: 67 IT professionals from organizations that are using SIs for Agile; Source: Q Global Agile Software Application Development Online Survey Agile outsourcing is done on a time-and- materials basis; mature organizations use fixed-price sprints or fixed plus a variable bank Three in five adopt a T&M pricing model when outsourcing Agile. One in five use a fixed price on the entire project. A few adopt creative new approaches. “When you use SIs or external consultants, what payment method do you use?”

© 2013 Forrester Research, Inc. Reproduction Prohibited13 Base: 67 IT professionals from organizations that are using SIs for Agile (percentages may not total 100 because of rounding); Source: Q Global Agile Software Application Development Online Survey Full Agile outsourcing is split between time-and-material and fixed-price sprints “How do companies approach quantifying work with SI’s when outsourcing?”

© 2013 Forrester Research, Inc. Reproduction Prohibited14 Preparing for the shift to distributed Agile

© 2013 Forrester Research, Inc. Reproduction Prohibited15 Client and vendor maturity greatly influence the outcome of agile engagements Source: upcoming Forrester report

© 2013 Forrester Research, Inc. Reproduction Prohibited16 Preparing for distributed Agile › Assess your own company’s Agile readiness. › Evaluate your company’s maturity around testing. › Be mindful that many providers will gravitate toward waterfall approaches. › Be aware of specialist providers.

© 2013 Forrester Research, Inc. Reproduction Prohibited17 Provider agile maturity varies significantly Low maturity providers that focus on process optimization and lack understanding of Agile Midmaturity providers that understand the concept and are in the midst of transitioning High maturity providers already utilize Agile extensively

© 2013 Forrester Research, Inc. Reproduction Prohibited18 Low maturity providers › Lack of variety in potential payment models › Rigid approach to colocation › Limited array of hybrid agile options for clients › No agile CoE › Relies on partners for agile training › Organizational culture is rigid, formal, and hierarchical. › Client relationship strongly based on contractual T&Cs › Formal change request needed for each adaptation

© 2013 Forrester Research, Inc. Reproduction Prohibited19 Midmaturity providers › Developing agile advisory and consulting › Agile engagement utilizes primarily T&M pricing models. › Agile training program is limited in scope. › Developing necessary infrastructure for distributed agile › Client relationships gradually moving away from being purely based on contractual T&Cs › Agile CoE in development

© 2013 Forrester Research, Inc. Reproduction Prohibited20 High maturity providers › Fully developed consulting offerings including agile assessment models for new engagements › Organizational culture is proactive, open, and transparent. › Strong track record of distributed agile engagements. › Formal agile training program is widespread throughout the company. › Client relationships based on trust and integrity, not just contractual T&Cs › Creative pricing models (e.g., fixed price per sprint) › Strong investments specifically around tools, communication, training, and agile CoEs

© 2013 Forrester Research, Inc. Reproduction Prohibited21 Example of provider making major agile investments › Birlasoft shows a very mature approach toward really creative and flexible pricing models that can be adapted based on client maturity. › Wipro has a highly mature agile readiness assessment framework to help identify the right combination of location, pricing and delivery cycles. › Cognizant has developed a hybrid agile framework called Daikibo to help scale large distributed agile engagements. › HCL has developed interesting metrics to assess each aspect of the project to ensure predictability across the engagement.

© 2013 Forrester Research, Inc. Reproduction Prohibited22 When looking for agile partners, ask yourself if they have the following characteristics › Dedicated agile training and certification at the core of investments › Invested in soft-skill training › Made investments in communications platforms › Have access to tools and frameworks to track and foster progress › Built agile centers of excellence (CoEs) to nurture best practices

© 2013 Forrester Research, Inc. Reproduction Prohibited23 Recommendations › Agile philosophy is more important than rigid adherence to agile processes. › Not everything is suitable for agile delivery. › Assess your own company’s Agile readiness. › Evaluate your company’s maturity around testing. › Be mindful that many providers will gravitate toward waterfall approaches.

© 2013 Forrester Research, Inc. Reproduction Prohibited24 Selected Forrester research › Upcoming (H2 2013), “Offshore Agile Comes Of Age” › October 28, 2013, “What Are Companies Doing To Scale Agile Development?” › September 9, 2013, “Agile Metrics That Matter” › January 15, 2013, “Consistent Performance In Agile Teams Must Include Testing” › September 4, 2012, “Rightsource Your Agile-Lean Ecosystem” › April 30, 2012, “Survey Results: How Agile Is Your Organization?” › April 27, 2012, “Embrace Holistic Change To Achieve Agile Results” › February 8, 2012, “Justify Agile With Shorter, Faster Development”

Thank you Hansa Iyengar +1 (0) Charles Green +49 (0)