It never ceases to amaze me how many people and organisations seem to think that to become agile they just need to sprinkle some magic agile “pixie dust” around their projects and all will be transformed.
In my latest blog for UPMentors and IBM developerWorks, “Is your agile project environment “fragile?”, I try to dispel some of the notions and highlight the discipline required for an organisation to adopt agile practices and achieve Disciplined Agile Delivery.
- Context counts - The Agile Scaling Model
- People first – People, and the way they interact with each other, are the primary determinant of success for a solution delivery project.
- Learning-oriented – The DAD process framework promotes the ideas that team members should collaborate closely and learn from each other, that the team should invest effort to learn from their experiences and evolve their approach, and that individuals should do so as well.
- Hybrid – DAD adopts and tailors strategies from Scrum, XP, Agile Modeling, UP, Kanban, and many others. It addresses many of the issues Mark Kennaley discusses in SDLC 3.0.
- IT solution focused – DAD teams produce potentially consumable solutions every construction iteration. This extends Scrum’s “potentially shippable” strategy to explicitly address usability/consumability plus the fact that we’re really delivering full solutions not just software.
- Goal-driven delivery life cycle – The DAD lifecycle is focused on delivery, not just construction. Furthermore it is goals-driven, the DAD process framework suggests various strategies to fulfill those goals but does not prescribe specific practices.
- Risk and value driven – The DAD lifecycle is risk and value driven. It extends Scrum’s value-driven lifecycle which produces potentially shippable software each sprint/iteration so that it explicitly includes light-weight milesstones such as ensuring stakeholder consensus as to the scope of the project early in the lifecycle, proving the architecture with working code early in the lifecycle, ensuring sufficient functionality exists before transition, and ensuring production readiness before actual release of the solution.
- Enterprise aware – The DAD process framework promotes the ideas that DAD teams should work closely with theirenterprise architecture groups to ensure they leverage and evolve the existing infrastructure, adopt and follow corporate guidelines, and work to the overall organizational vision. DAD teams are self organizing with appropriate governance.