ALM and Agile: Friends or Foes

ALM and Agile, friends... or
foes?
Can you really implement an Agile ALM system in your organization?

agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

Andrea Tomasini
Agile Coach & Trainer
andrea.tomasini@agile42.com

@tumma72


What’s happening to our
Business?


Time to Market
.5 years
13

3
m
on
th
s

1915 1939 1972 1976 1983 1994 1998 2000 2002 2004
Deepa Chandrasekaran, Gerard J. Tellis - Marshall School of Business, University of Southern California, Los Angeles, California


mo re &
Pro d ucts
co m plex
m ore


too slo w too too
exp en$ive
c om p le x

No more Mediocrity


Customers can
change ...

... and they will!

ate
lu
eva
s
er vic es
st om ser
Cu our Cus
tom
oth ers
er c infl
ust uen
ome ce
rs

Customers are in
control of the business

Customer Capitalism

Some facts about ALM and Agile


Integration
Technology

ALM

Governance
ing
rt s
po e s
S up sin
B u

Collaboration
Self-organization

Agile

n &
ti n
ta io
lu op

o
ap at
Va l
e
ve

d p
A ici
De

nt
agile42 | We advise, train and coach companies building software
A
www.agile42.com | All rights reserved. Copyright © 2007 - 2009.

To different approaches...

Agile
ALM

... to achieve the same goal?

Is Agile that simple?
Let’s make sure we are talking about the same thing...


Em p i
rical P
roces
s Contr
ol

inc i p le
Iter

ul l pr
ativ

P
e

king
&

Thin
Inc

Lean
rem
ent
al

Agile Reading Glasses

Empirical Process control vs
Deﬁned Process control
Agile is based on empirical control, through transparency, inspection and
adaptation the best processes are emerging while doing, and only retrospectively it
is possible to recognize successful adaptation from non successful ones


Deﬁned Process Control Production-based process


Empirical Process Control R&D based process


Pull vs Push
Agile approaches are based on pull principle which allows self-organizing teams to
pull in work and knowledge as needed in order to deliver valuable quality software


Pu

Pull
sh

C ti on

Focus on value
om ra
bo
pl lla
En

i an o
C
for

ce
cem
ent

Individual Team


Lean Thinking
Lean Thinking inspired process improvement through constant observation of the
unevenness in a ﬂow, resources or people overburdening and elimination of
wasteful activities


do not overload your
Overburden
People
(無理: muri)


Unnecessary
Variations
(斑: mura) keep the Flow
Even


Wasteful
Activities
(無駄: muda)
remove non value adding

Activities

Iterative & Incremental
Delivering a product in subsequent iterative releases, not only improves the explicit
quality of it, it also allows everybody involved in its development as well as every
stakeholder, to learn better what is really needed to support a business vision


it
e
lu

y
Do

d
it

Va

ea
ve
ne
ea

d

R
o
Id

pr

d
!

A
fy

Im
ri
Ve

1 2 3 4 5

0% 100%
Iterative & Incremental

Every Increment:
✓is inspect-able
✓adds value
✓it’s high quality
✓it’s ready to ship


What do opinion leaders think about
Agile ALM?
Let’s hear some opinion from market and thought leaders


“Agile and ALM
cannot exist together,
“Agile and ALM tools become embodiment of
“agile” is concerned cannot exist
together, “agile” is
critical”, Cliff
Utstein - VP
the set of best
practices we have
only with concer ned only
with development
m a r k e t i n g
AccuR ev “A gile
learned in 50 to
60 years of
development practices, while
ALM has a
needs ALM to
meet its own
application
development," he

practices, while ALM b r o a d e r r e a ch ,
from planning to
principles. You
can’t do [things
said. “It’s a
natural evolution
coding, testing, like] continuous —the current
has a broader reach, and deployment”,
Theresa Lanowitz
integration and
incremental
thinking about
how best to
from planning to - Vo ke a n a ly s t
“But as agile
software delivery
on a large scale
manage the life
cycle.”, Charles
coding, testing, and projects scale out
to dozens of
without tools”,
Griggs -
Chu - Director
P r o d u c t

deployment”, developers and
testers working at
CollabNet“If you
look at what’s
M a n a ge m e n t &
S t r a t e g y, I B M
s e p a r a t e really happening, Rational
locations, ALM Agile ALM is the
Theresa Lanowitz - Voke analyst


“But as agile projects “Agile and ALM tools become embodiment of

scale out to dozens of cannot exist
critical”, Cliff
Utstein - VP
the set of best
practices we have
concer ned only m a r k e t i n g learned in 50 to
developers and testers with development AccuR ev “A gile 60 years of
practices, while needs ALM to application
working at separate ALM has a
b r o a d e r r e a ch ,
meet its own
principles. You
development," he
said. “It’s a
locations, ALM tools from planning to
coding, testing,
can’t do [things
like] continuous
natural evolution
—the current
become critical”, and deployment”,
Theresa Lanowitz
integration and
incremental
thinking about
how best to
- Vo ke a n a ly s t software delivery manage the life
“But as agile on a large scale cycle.”, Charles
Cliff Utstein - VP marketing projects scale out without tools”, Chu - Director
AccuRev to dozens of Griggs - P r o d u c t
developers and CollabNet“If you M a n a ge m e n t &
testers working at look at what’s S t r a t e g y, I B M


“Agile needs ALM to
meet its own
principles. You can’t
“Agile and ALM tools become embodiment of
do [things like] cannot exist
critical”, Cliff
Utstein - VP
the set of best
practices we have
continuous concer ned only
with development
m a r k e t i n g
AccuR ev “A gile
learned in 50 to
60 years of
integration and practices, while
ALM has a
needs ALM to
meet its own
application
development," he

incremental software b r o a d e r r e a ch ,
from planning to
principles. You
can’t do [things
said. “It’s a
natural evolution
coding, testing, like] continuous —the current
delivery on a large and deployment”,
Theresa Lanowitz
integration and
incremental
thinking about
how best to
scale without tools”, - Vo ke a n a ly s t
“But as agile
software delivery
on a large scale
manage the life
cycle.”, Charles
projects scale out without tools”, Chu - Director
Griggs - CollabNet to dozens of Griggs - P r o d u c t
developers and CollabNet“If you M a n a ge m e n t &
testers working at look at what’s S t r a t e g y, I B M


“If you look at what’s
really happening, Agile
ALM is the
embodiment of the set
of best practices we “Agile and ALM
cannot exist
tools become
critical”, Cliff
embodiment of
the set of best
together, “agile” is Utstein - VP practices we have
have learned in 50 to concer ned only m a r k e t i n g learned in 50 to
with development AccuR ev “A gile 60 years of
60 years of application practices, while
ALM has a
needs ALM to
meet its own
application
development," he
development," he said. b r o a d e r r e a ch ,
from planning to
principles. You
can’t do [things
said. “It’s a
natural evolution
“It’s a natural coding, testing,
and deployment”,
like] continuous
integration and
—the current
thinking about

evolution—the current Theresa Lanowitz
- Vo ke a n a ly s t
incremental
software delivery
how best to
manage the life
“But as agile on a large scale cycle.”, Charles
thinking about how projects scale out without tools”, Chu - Director
to dozens of Griggs - P r o d u c t
best to manage the life developers and
testers working at
CollabNet“If you
look at what’s
M a n a ge m e n t &
S t r a t e g y, I B M
cycle.”, s e p a r a t e
locations, ALM
really happening,
Agile ALM is the
Rational

Charles Chu - Director Product
Management & Strategy, IBM
Rational


Remember tools alone are not
solving problems...


How many Pla
adopted c n n in
integration ontinuous g
tools but s Pok
continuous till do not er
integration do
? Task
ent
gem nts? Board
ana me d
nt m uire Bu il
n
me req atio
uire od A utom Emer
req go gent
p ted ave Desig
a do not h n
ny do Continuous
ma still
ow but
H s Integration
l
too
d
egrate t Test
ing int emen !
are us anag irst

ing
u
y of yo rtfolio m F
w man nd po

ir
s

Pa
Ho roblem table
plan ning a still have p ving s Driv
en
a Test
ns and time and h nt
solutio ng on evelo
pme
de liveri D
plans?
w orking


Fa
co ce
mm to

Adaptation
un fac
ica e

!
sy
t io

Ea
n

Inspection
Flo
w


Friends?
le
g i
A
M
AL


1. Common Goal: realize what the customers want
2. End-to-end: from idea to delivery
3. Transparency: information to support decision making
4. Improve performance: automation
and adaptation


...or Foes?
A TM

Ag
il
e

1. Agile Teams change
process at every
iteration... sometimes
radically... can tools do?


f - io n
el at
s
iz
an
o rg

2. Agile team are self managed, control

there is no hierarchy

Killing a
Bug?

o n Po
si
ci w
er
Pre

3. Agile team might chose different tools to solve the
same problem, as they better fit to the team skills

4. Agile Teams to communicate An
aly
constantly, possibly face-to- sis
face
Transparency

n
s io
ci
De
am
Te


to u se?
E asy

Simple?

5. Agile Teams seeks constantly powerful and simple
tools to help their daily work in various disciplines

This is what
It’s Yo ur matter most!
People

ur
o s
Y s
t’s ine
I s
B u

o d ur
t
uc
It’s

Yo
Cu Your
sto

It’s
me

Pr
r

Let the Team choose the tools

Encourage simple tools approach

Value is in the Product, not in how
you build it!

Y ou!
h an k
T

More food for thought...

http://slideshare.net/tumma72

ALM and Agile: Friends or Foes

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