The document discusses measuring agility in large organizations like IBM. It provides an overview of IBM's size and global presence. It then describes IBM's transition to more agile practices like Blue Communities, Agile methods, and tools to improve collaboration across distributed teams. The document evaluates IBM's agility based on a survey and finds that while making progress, IBM scores lower on agility than teams solely focused on agile. It concludes that measuring agility is possible but discusses what truly defines an agile organization.

1. É possível medir se um
gigante é ágil?
Alan Braz
Arquiteto/Desenvolvedor, IBM Global Business Services (GBS), 2005-2012
Engenheiro de Software, IBM Research Brazil, 2013+
MSc Engenharia de Software, Métodos Ágeis, UNICAMP, 2009-2013
alanbraz@br.ibm.com @alanbraz
© 2013 IBM Corporation

2. 2
Gigante?

3. Presente em 174 Países
430k Empregados
6.478 Patentes em 2012
Faturamento em 2012: US$ 104 Bi
IBM Account
2000+ apps
~8000 IT prof.

4. 4
Problemas? Desafios!
Ambiente cada vez mais complexo
Equipes amplamente distribuída pelo tempo e geografia
Várias tecnologias, plataformas, linguagens, ferramentas
Comunicações fragmentadas e transparência limitada
Múltiplas estratégias de reutilização de assets

5. 5
Transição

6. 6
Blue Community
• Work is performed through Blue Communities – which are
focused on delivery output
• Blue Communities is comprised of the Delivery Community
members, including core team members and end-users,
business SMEs, executives and stakeholders
Blue Connect
Networking and
Collaboration
Tools enhance
a ‘sense of
community’ and
support sharing
of knowledge
across
geographic and
time differences
Rational Team
Concert (RTC)
Worldwide
Delivery
Platform
manages work
– and makes it
transparent and
visible to the
Worldwide team
Systematic
Reuse
Strategic value
is gained by
increasing our
institutional
asset
component
catalog – and
emphasizing
and tracking
systematic
reuse
Agile
Work is conducted
as time-based
iterations focused
on speed and
quality;
accelerated ‘time-
to-value’ gives
clients what they
demand most
Outcomes
Time-based
competition
outcomes and
individual
contribution /
recognition are
distinguished
through Digital
Reputation
Em 2009, foi iniciado um processo de transformação que
mudou a abordagem do desenvolvimento de software:
Smarter Application Development and Maintenance (ADM)
http://www-935.ibm.com/services/us/gbs/application-management/application-development-management/

7. 7
Etapas do deploy do SmarterADM
Value
Value Realization Roadmap
Phase 1: Global Practices Phase 2: Global Integration Phase 3: Global Talent
Accelerated Time-to-
Value
Classic ADM Outcomes
Innovation vs. Operation
Business Transformation
Real Global Integration
Global Visibility
Accelerated Delivery
Free-Cycle Utilization
Capital Reallocation
• Deployment Roadmap &
Business Case
• Communication Plan
• Change Readiness Assessment
Governance and Blue Communities
• Business Alignment & Planning
(EPF)
• Optimize Communities
• Deploy Connections, Wikis, etc
• Training & Orientation
• Foster Collaboration
Deploy Practices
• Agile Core & Enhanced
• Systematic Reuse
• Implement RTC
• Component Based
Development
Deploy Smarter Talent Mgmt
• Implement Smart Cards
• Expand Extended Teams
• Extend Enhanced Agile
• Align Management System
Blue Communities are created aligned to the Client’s
Process Framework (EPF). Focus on Process. Aligns
all resources to Process. Engages IT, users, SMEs,
Business functions. Baseline tooling (IBM
Connections) with associated practices (Forums,
Wikis, Collaboration, Transparency)
Agile methods deployed across
applicable projects; starting with
Agile Core. RTC deployed across
all projects, creating Global
transparency of work; Component
Development practices engaged;
Systematic Reuse engineered into
processes.
Blue Card System deployed creating Time
Based Competition and Professional
Achievement visibility and Digital Career
development; Accelerating Time-to-Value.
Recognition programs for Cycle-Time,
Speed and Reuse. Enhanced Agile
methods deployed across applicable
projects;
Illustrative
based on
Diagnostic

8. 8
IBM Confidential
H U M A N C L O U D
The community is comprised of the Blue Community
members, including core team members and end-users,
business partners, executives and stakeholders
Project team is comprised of project managers,
architects, developers, testers, development managers,
testers, requirements analysts, scrum-masters, release
engineers and etc.
Community
Announce, discussNetworkingManage
Activities Profiles Blogs
Responsible forDeliversDefines
Plan Streams Work-items
Discuss, support
Forums
Document collaboration
Wikis
Subscribe, aggregateShare, organize
Bookmarks Feeds
Follows
Process
Produces
Build
OwnsShares
Dashboard Components
Generates
Events
Integration
Project
Transformando o ambiente de trabalho para
melhorar a transparência e produtividade
Connections

9. 9
Alguns números de comunidades
Element 2011 2012
Forum topics 1377 977
Forum replies 8442 9188
Wiki pages 3374 2469
Blog entries 1052 1170
Files 1936 2020
Bookmarks 695 794
Activity updates 3882 2600
120 comunidades
50 muito ativas
Média de 125 membros
Maior comunidade com 498
17 com 200+

10. 10
Ágil?

11. 11
Características de IBM Account para Agile
Vantagens
–Clientes, stakeholders e
usuários disponíveis
(mesma rede)
–Alocação dos membros dos
times (Time&Material)
–Disponibilidade de
ferramentes (RTC)
–Requisitos de escopo aberto
–Projetos de tempo curto
(3-6 meses)
–Projetos de suporte e
manutenção
Desvantagens
–Times globalmente
distribuídos
–Tamanho médio dos times
de 20-30 pessoas
–Múltiplas tecnologias
(legado)
–Mentalidade
“Big Plan Up Front” dos
gerentes de projeto e muitos
certificados PMP

12. 12
Waterfall, Agile-Core and Agile-Plus processes
Waterfall Process
Concept Plan Develop Qualify ROLLOUT
Understand what is
to be built and who
to build it for
Understand and
confirm how to
build it
Build it Test it Deploy it!
Agile-Core Process
Concept Plan Iteration 1, 2, 3… ROLLOUT
Understand what is
to be built and who
to build it for
Understand and
confirm how to
build it
Build it and test It
Deploy it!n
Develop & qualify phases
Agile-Plus Process
Concept Iteration 1, 2, 3… iteration n* ROLLOUT
Understand what is
to be built and who
to build it for
Understand and confirm what is to be built, how to build
it, build and test it!
Deploy it!n
Plan, develop & qualify phases

13. 13
Medir?

14. The World is our Lab: 12 Labs Worldwide in 10 Countries
ChinaWatsonAlmaden
Austin
JapanIsrael
Switzerland
India
Ireland
Australia
Behavioral
Science Chemistry
Electrical
Engineering
Computer
Science
Materials
Science
Mathematical
Science Physics
Services
Science
IBM Research world-wide has 1600+
PhDs with diversity of disciplines:
Africa

15. 15
Medir agilidade?
http://www.versionone.com/state-of-agile-survey-results/

16. 16
Quão ágil você é?
How Agile Are You? Survey
http://www.ambysoft.com/surveys/
Business Value
Validation
Stakeholders
Self organizing
Improvement
All Criteria
All but self org
94%
87%
95%
56%
55%
53%
72%
91%
88%
99%
72%
92%
65%
82%
How agile are teams which claim to be agile?
Ambysoft 2010
Ambysoft 2013

17. 17
VALUE:
What strategies does your team follow to provide value to
your stakeholders?
* Business value agile criteria (OR)
We are producing working software every iteration/sprint during construction*
We actively consider usability issues in the development of the solution
There were one or more iterations at the start of the project where we did not produce working software*
At the start of the project we identified our key stakeholder groups and their goals
We have regular discussions with key stakeholder groups to understand their goals throughout the project
We have a definition of what it means to be done
We are implementing improvements to the business process
We are making business personnel changes as a result of this project
We are producing supporting documentation, such as user manuals or operations manuals
64%
57%
33%
58%
68%
61%
80%
19%
39%

18. 18
VALIDATION:
What strategies does your team follow to validate their
work?
* Validation agile criteria (OR)
We perform our own regression testing on a regular basis*
We take a test-driven development*
We take a TDD approach at the requirements level*
Regression testing is performed by an independent test team in parallel to development
At the end of the project, “final” testing is performed before releasing the system by an independent test team
We review our work with other technical people external to the team
At the end of each iteration, we demo our work to key stakeholders
We have “all hands” demos to a wider range of stakeholders every so often
We include static code analysis in our build
We include dynamic code analysis our build
We follow non-solo development techniques such as pair programming
62%
23%
29%
36%
43%
19%
52%
23%
29%
17%
26%

19. 19
STAKEHOLDERS:
What strategies does your team follow when working with
your stakeholders?
* Stakeholders agile criteria (OR)
Our team has a product owner who represents the stakeholder community*
We work with specific stakeholders, particularly domain experts*
We have access to stakeholders, or their representatives, on a daily basis*
We demo the solution to stakeholders every iteration/sprint during construction
We have a demo sandbox where stakeholders can work with an interim version
We have a written requirements specification which defines what we need to deliver
Stakeholders work with business analysts who provide requirements to our team directly
Stakeholders work with business analysts who provide requirements to our product owner
We did some initial requirements envisioning with our stakeholders at the start of the project
Throughout the project we hold modeling sessions with stakeholder groups to repopulate the backlog
22%
12%
10%
12%
12%
20%
7%
6%
6%
6%

20. 20
SELF ORGANIZATION:
What strategies does your team follow to organize how
they work together?
* Self organizing agile criteria (AND)
Each iteration/sprint we hold a planning meeting where the team determines who will do what that iteration*
The project manager/coach/scrum master assigns tasks to team members
We hold daily stand-up meetings to coordinate our activities*
Our product owner is responsible for prioritizing what our team produces
We generate reports, such as burn down charts and defect trend charts, manually
We produce a status report at least once an iteration for senior management
Our tools populate a project reporting dashboard to automatically provide status information
At least once a week, a senior manager will attend our daily stand up meetings to get a status update
Senior management uses our status information, however provided, to help my team succeed
Our organization has development standards
My team follows those development standards as appropriate
Our organization has identified a common technical infrastructure
My team leverages and builds towards this common technical infrastructure
65%
22%
55%
14%
57%
52%
52%
22%
36%
57%
57%
51%
41%

21. 21
REFLECTIVE IMPROVEMENT:
What strategies does your team follow to improve the way
that they work together?
* Improvement agile criteria (OR)
We hold a retrospective/reflection session at the end of each iteration/sprint*
We hold a retrospective session several times throughout the project, but not every iteration*
We hold a “post mortem” meeting at the end of each project to identify potential improvements for future project
We actively try to address the issues which we identify in the retrospective sessions throughout the project
We measure and track our progress of adopting improvements to our process
External auditors may review what we are doing during the project to help identify potential improvements
42%
20%
41%
58%
43%
10%

22. 22
Resultados
Business Value
Validation
Stakeholders
Self organizing
Improvement
All Criteria
All but self org
91%
88%
99%
72%
92%
65%
82%
73%
71%
14%
32%
59%
2%
0%
Equipes que se dizem ágeis
Ambysoft 2010
Ambysoft 2013
IBM Account 2013

23. 23
Resultados
Business Value
Validation
Stakeholders
Self organizing
Improvement
All Criteria
All but self org
83%
69%
94%
51%
90%
39%
65%
44%
50%
22%
22%
28%
0%
0%
Equipes tentando ser ágeis
Ambysoft 2010
Ambysoft 2013
IBM Account 2013

24. 24
Discussão
Business Value
Validation
Stakeholders
Self organizing
Improvement
All Criteria
All but self org
91%
88%
99%
72%
92%
65%
82%
73%
71%
14%
32%
59%
2%
0%
Poucos dados?
Passou o pico? Zona de conforto?
Projetos de suporte/manutenção?
Times distribuídos?
Cultura?
Falta de coaching?
Falta de foco em Agile?
Dependência de outros deptos?

25. 25
Conclusão
É possível medir se um
gigante é ágil? Sim!
Reflexão: Mas o que é ser ágil afinal?
http://link.springer.com/chapter/10.1007/978-3-642-39179-8_22
http://www.youtube.com/watch?v=gnvVQr3L42I

26. 26
Obrigado
http://hub.jazz.net/
@alanbraz