WIXLIB

The Art ofAgile PracticeA Composite Approach forProjects and OrganizationsBhuvan UnhelkarLap) CRC PressVV -"" J Taylor & Francis GroupBoca Raton London New YorkCRC Press is an imprint of theTaylor & Francis Group, an I n f o r m s businessAN AUERBACH BOOK

gmentsAgile Terms and AcronymsPART I1xxxiiixxxvCONTEMPORARY AGILE AND ITS CHALLENGESIN PRACTICEIntroducing Agile in PracticeObjectivesIntroductionAgile in Practice—A Business IssueBudget and AgilityTime and AgilityRequirements and AgilityQuality and AgilityUnderstanding Enterprise AgilityStrategy, Method, and Practice of AgileConversational Model for Software DevelopmentAgility—Art, Craft, and EngineeringCorrelating Agility to Planned ProcessesAgile Coverage in OrganizationsAgile Organizational Methods SpacesBusiness Methods SpacePlanned Methods SpacePure Agile (Solution) Methods SpaceGovernance Methods SpaceAgile Manifesto, Principles, and PracticesAgile Methods,Composite Agile—Research ProjectConclusionsAgile in Practice: Road Map 1333789,101111131516171920212122222324252727xi

xii 2ContentsDiscussion QuestionsReferences2828Landscape of Agile and Planned MethodsObjectivesIntroductionDefining AgileWhat Comprises Agile?.'.Agile ManifestoAgile'ValuesAgile PrinciplesAgile Methods LandscapeExtreme Programming (XP)ScrumRolesArtifactsScrum MeetingsScrum FlowAgile Unified Process (AUP)CrystalLeanKaizenAdaptive Software Development/Agile Project ManagementFeature-Driven Development (FDD)Test-Driven Design (TDD)Planned Process Life Cycles and AgileThe Waterfall-Based SDLC.VThe Spiral-Based SDLC'.The Fountain-Based SDLCThe IIP—Iterative, Incremental, Parallel Development ProcessA Practical Agile ManifestoIndividuals and Interactions Together with Processes and ToolsWorking Software Together with Comprehensive DocumentationCustomer Collaboration Together with Contract NegotiationResponding to Change Together with Following a PlanAgile PracticesAnalytical PracticesRequirements PracticesDevelopment PracticesDesign PracticesProject Management PracticesQuality Assurance PracticesOperational PracticesTesting PracticesConclusionsAgile in Practice: Road Map 2Discussion 55556565758585959616161626363646565656667676768

Contents 3ReferencesFurther Reading6869Agile Challenges in PracticeObjectivesIntroductionAgile Project ChallengesAgile Organizational Challenges in PracticeProject-Specific Agile ChallengesMatrix of Agile ChallengesProject Type and Agile ChallengesProject Size and Agile ChallengesOrganizational Domain and Agile ChallengesBusiness Type and Agile ChallengesScalability and AgileProject Management and AgilePeople Management and AgileBusiness Analysis and AgileTesting and AgileMetrics and Measurements in AgileEnterprise Architecture and AgileMaintenance and AgileDocumentation and AgileLegal and Compliance Issues and AgileExpanding Agile Challenges at the Organizational LevelStrategic versus Tactical AgileConclusionsAgile in Practice: Road Map 3Discussion 88989909091919395959596PART II4xiiiCOMPOSITE AGILE METHOD AND STRATEGY AND ITSAPPLICATION IN PRACTICEComposite Agile Method and Strategy (CAMS)ObjectivesIntroductionComposite Agile: Balance and Coverage.Taxonomy of Organizational Methods and Their Agile Touch PointsSoftware Agile (Development)Business AnalysisTestingModeling and ArchitectureSoftware Processes and AgileRational Unified Process (RUP)Process MentorObject-Oriented Process, Environment, and Notation (OPEN)9999100100104109109109110112112113113

xiv5 ContentsIT Governance and AgileControl Objectives for Information and Related Technology (CoBIT)Information Technology Infrastructure Library (ITIL)Project Management and AgileBusiness Management and AgileSix SigmaKaizenKanbanComposite Agile Method and Strategy (CAMS)Life Cycles as Basis for CompositeCAMS ArchitectureInitial IterationMajor IterationFinal IterationThe CAMS Repository of Agile PracticesCAMS in Practice: ConfigurationPracticing CAMS—Role-Based ExecutionAdvantages and Limitations of CAMSAdvantages of Composite AgileLimitations of Composite AgileConclusionsAgile in Practice: Road Map 4Discussion 23126127127128131135135135136136137137137Composite Agile and IT: Enablement, Development, and MaintenanceObjectivesIntroductionEmergent Information Technologies: Agile EnablersCloud ComputingMobile TechnologiesBusiness IntelligenceWeb Services and SOAApplications IntegrationSocial MediaIT Areas of Work and AgileDevelopment and AgilityConfiguration and AgilityIntegration and AgilityConversion and AgilityDeployment, Training, and AgilityMaintenance and AgilityArchitecture, Design, and QualityRequirements (Functional, Nonfunctional, and Interface);Agile Practices and CAMS Process MapsEnterprise Architecture Process MapRoles in Enterprise 5146146146147147148148148150

ContentsDeliverablesActivities and Tasks in Enterprise ArchitectureSystem Architecture Process MapRoles in System ArchitectureDeliverablesActivities and Tasks in System ArchitectureNonfunctional (Operational) Requirements and Architecture(Enterprise and System)System Design Process MapRoles in System DesignDeliverablesActivities and Tasks in System DesignImplementation Process MapRoles in ImplementationDeliverablesActivities and Tasks in ImplementationAgile Elements in ImplementationDeployment Process MapRoles in DeploymentDeliverablesActivities and Tasks in DeploymentConclusionsAgile in Practice: Road Map 5Discussion QuestionsReferences6Collaborative-Agile Business ManagementObjectives-.'IntroductionAgile Business ManagementComposite Agile Method and Strategy (CAMS)Business Agility and CAMSSix Sigma in Composite AgileKaizen in Composite AgileKanban in Composite AgileAgility in Learning OrganizationsCollaboration and AgilityCollaborative Business Processes and AgilityCollaborative Cluster FormationBusiness Size and CollaborationCharacteristics of Collaborative-Agile BusinessCustomer Experience through CollaborationKnowledge Management Collaborations and AgilityEvolution in Knowledge ManagementKnowledge Synchronization for AgilityDocumentation and Knowledge ManagementEnterprise Risk Management (ERM) with Collaborative Agile 189191192192193194194196196197199201201

xvi7 ContentsMarket Expansion through CollaborationGlobal Trade and AgilityOrganizational Leanness and RestructuringOutsourcing and Offshoring with Collaborative AgileLegal Compliance and Tax Management with Collaborative AgileCarbon Consciousness and Lean-AgileEvolving Complexities in Collaborative-Agile BusinessTypes of CollaborationPhysical CollaborationElectronic CollaborationMobile CollaborationReaching Collaborative Intelligence in Agile BusinessCollaborative Data and AgilityCollaborative Information and AgilityCollaborative Process and AgilityCollaborative Knowledge and AgilityCollaborative Intelligence (CI) and AgilityReaching Collaborative Business ProcessBroadcasting Business ProcessesInformative Business ProcessesTransactive Business ProcessesOperative Business ProcessesCollaborative Business ProcessesBusiness Evaluation Process MapRoles in Business EvaluationDeliverablesActivities and Tasks in Business EvaluationSWOT TLE AnalysisCost-Benefit AnalysisChange Management in Agile BusinessExternal ChangesInternal ChangesRisks and Challenges in Collaborative-Agile BusinessConclusionsAgile in Practice: Road Map 6Discussion ess Analysis and Composite AgileObjectivesIntroductionWhat Is Business Analysis?223223223225

Contents xviiBusiness Analysis and AgilityHandling Agile Challenges in the Context of Business Business RulesChangeBA and Agile Practices in CAMSBusiness Analysis Frameworks and AgilitySFIA, IIBA (BABOK ), AIBA FrameworksSFIA and Agile BABA-SFIA Levels 1-4BA-SFIA Levels 4 - 6 BA-SFIA Levels 6-7Comparing SFIA and IIBA with AgileBusiness Process Management and AgilityBusiness Process Reengineering (BPR)Processes: Individual, Organizational, and CollaborativeCustomer-Driven Analysis and AgilityRequirements Modeling Process MapRoles in Requirements ModelingDeliverablesActivities and Tasks in Requirements ModelingConclusionsAgile in Practice: Road Map 7Discussion 6267CAMS Project Management and ICT GovernanceObjectivesIntroductionPlanning and Agility in CAMSDeclaration of Interdependence and Agile Project ManagementOrganizing Composite Agile ProjectsProject Management Process MapRoles in Project Management Process MapDeliverables in the Project Management Process MapActivities and Tasks in the Project Management Process MapLeadership and People Management in Agile ProjectsSoft Issues and Subjective SkillsAgile Team FormationIT Governance and Business AgilityThe IT Governance FrameworksControl Objectives for Information and Related Technology (CoBIT)Information Technology Infrastructure Library 294296304305306306307

xviii ContentsAgile in Practice: Road Map 8Discussion QuestionsReferencesFurther Reading3093103113129Composite Agile: Quality, Testing, and MetricsObjectivesIntroductionQuality Context: Management, Assurance, and ControlQuality Management Process MapRoles in Quality ManagementDeliverablesActivities and Tasks in Quality PlanningQuality Assurance Process MapRoles in Quality AssuranceDeliverablesActivities and Tasks in Quality AssuranceQuality Techniques and Agile PracticesQuality Control Process MapRoles in Quality ControlDeliverablesActivities and Tasks in Quality ControlOrganizing TestingTest DataAnalyzing Risks in Testing Risks: AnalyzingComposite Agile Metrics and MeasurementsChallenges of Agile Projects MetricsFundamentals of CAMS EstimationCAMS Metrics in PracticePlanning MetricsRequirements MetricsDevelopment MetricsTesting and Release MetricsRole-Based CAMS MetricsApplying Estimation and Metrics in CAMSConclusionsAgile in Practice: Road Map 9Discussion QuestionsReferencesFurther 36236236336410Agile Adoption in OrganizationsObjectivesIntroductionOrganizational Adoption of Agility and Business TransformationAdopting of CAMS: Reasons and ValueCAMS Organizational Adoption—High-Level Road Map365365366366369370

ContentsAgile Business Transformation—Internal and External FactorsExternal Influencing FactorsCustomer RelationshipBusiness PartnersGovernment Regulatory FactorsSociocultural EnvironmentInternal Factors and ResponsesBusiness StructureBusiness InnovationBusiness ComplianceTechnology ManagementPeople ManagementProduct ManagementOrganizational Focus Areas in Agile Business TransformationBusiness Transformation Process and Organizational Focus AreasDiagnosePlanEnactMeasure and ReviewWork Areas for ABTBusiness ModelProduct and Service PortfolioCustomers and PartnersICT Systems, Applications, and DatabasesOperational/OrganizationalBusiness ProcessesNetworks and InfrastructureRegulatoryVarying Influence of ABTCAMS and Center of ExcellenceConfiguring, Training, and Upskilling in Agile Business TransformationMoneyTechnologyProcessPeopleCAMS and Process Maturity—The CMM Standards in an Agile EnvironmentConclusionsAgile in Practice: Road Map 10Discussion QuestionsReferences 95396396398401402402403PART III CASE STUDIES IN CAMS11Case Study: Outsourced ProjectObjectivesIntroductionOutline of the Case Study "MITS"—An Outsourced Project407407407408