Agile Development Blog

Yesterday, we kicked off Rally’s Roadshow announcing the industry’s first Agile Portfolio Management solution. What an incredible opportunity to tell the Rally story, hear an inspiring presentation from Geoffrey Moore on how to escape the pull of the past, listen to the real-life story of aligning strategy and execution from Nina Schoen at Getty Images, and moderate a panel so lively that the panelists starting asking each other the questions.

Catch the Next Agile Portfolio Management Roadshow

Panelists Geoffrey Moore, Nina Schoen, Todd Olson, Dave West, Ronica Roth

The best way to learn more about this new solution is to tune in to our Agile Portfolio Management roadshow. Although we kicked it off this morning in the Bay Area, you can still catch Dec 8 in Boston (with Dave West from Forrester Research, Chris Haley from The CBORD Group, and Rallyers Todd Olson, Ann Konkler, Rick Simmons and others) and Dec 13 in Dallas (with author Dean Leffingwell, Chad Holdorf from John Deere, and Rallyers Todd Olson, Isaac Montgomery, Julie Chickering and others). If you can’t attend in-person, sign up for the virtual event where we webcast nearly the entire event from keynote to panel presentation, and incorporate online questions.

Self-Serve Materials to Learn More

Below are a few additional materials if you’re the self-serve type. The recorded webcast and slides of the above roadshows will be posted soon as well.

• Strategy Meets Execution web site - Learn about the full solution, including Rally Portfolio Manager, Agile Portfolio Steering Workshop and educational resources.
• IDC case study – Pay special attention to the great case study written by Melinda Ballou that highlights the work of Nina Schoen and her team at Getty Images on getting alignment through Kanban portfolios. Nina spoke about her real-life experiences at this morning’s Bay Area event.
• Press releases – Check out the Agile Portfolio Management press release, and also another announcement made today on our new board members Tim Wolf and Mark Carges.

Next stop of the roadshow is Dec 8 in Boston, MA. We hope to see you there!

Ryan Martens is CTO/Founder of Rally Software, a recovering Entrepreneur-in-Residence at the Unreasonable Institute and chief promoter of the Entrepreneurs Foundation of Colorado. You can follow him on Twitter @RallyOn.

40 preview customers, 34 builds, 3 launch events, 1 product. That’s what it took to launch our Agile Portfolio Management solution. Following Rally’s latest customer development project (see Ryan’s Lean Startup post), here’s how it all happened and Rally’s gift to you for the holiday season…

40 Preview Customers

A year ago, we put a call out to the Agile community. We knew to get it right, we had to first learn how customers currently managed their strategic plans, and the challenges they were encountering. So we scheduled many, many interviews talking to development managers, product managers and program managers currently working in large Agile development organizations to identify our “earlyvangelists”: those feeling the pain and feeling it badly enough that they crafted a way to solve it. We found most of the earlyvangelists were using Excel as their strategic planning solution – quite a flexible option for planning, but very tedious and manual to track development status of these plans.

As we dug deeper, a common set of needs quickly emerged from these interviews:

1. Highly customizable - Every organization seems to use different terms to refer to their strategic levels (features, projects, themes, epics, SAGAs, etc.), and how many strategic levels they tracked. There is often a strong attachment to that taxonomy.
2. High-level development status - Too much time is spent in Excel collating development status information to inform audiences outside of development. Questions such as: Did we start that initiative? Will we be able to deliver that work by this date? How much time have we spent so far working on this thing?
3. Tracking marketable items – As Agile has scaled in development, the business is drowning in user stories and needs a way to track additional information such as: value, risk, high level size, cost and sometimes unique information like the name of the product manager accountable for delivering a feature.
4. Realistic roadmaps – Roadmaps are mostly created in PowerPoint without accounting for actual development capacity. That results in overly optimistic plans and missed expectations. The challenge is exacerbated when teams cannot be fully cross-functional because the value to deliver requires specialized skills, often with limited yet high-demand capacity.
5. Alignment reports - There is a need to report back to the business that development is on track with the strategic goals. Most often those are created in Excel by manually and tediously pulling information from existing tools.

From that list of identified needs, we created our backlog of features to build in our MVP (Minimum Viable Product), and took names of customers willing to install it. What was in it for them? Helping us build a supported solution to their current challenges.

We also engaged with Rally coaches and industry experts, like Dean Leffingwell, to ensure our solution would support practical and proven ways to scaling Agile.

34 Builds

Our very first MVP was actually provided to us by one of those preview customers who had been trying to solve the problem on his own – a true sign of an earlyvangelist! Thank you, Stephen, for your contribution to this project.

The MVP – named Project Stratus – was a rich client application connected to the Rally platform.  That separate application allowed us to clearly separate our development resources – those focused on our current product roadmap – from our customer development resources, and to iterate quickly to incorporate earlyvangelists feedback. We produced 34 builds in that period, about 3 each month.

Once it became obvious that we were on to something of great value to the Agile community, we started allocating core development resources to implement the critical features in our flagship product, Rally ALM.

Our hypothesis of providing a separate application well integrated with Rally was invalidated. Earlyvangelists were clear: they expected to have both strategy and execution solutions in one single environment, so the strategy was visible to development teams and execution information was available when building strategic plans.

3 Launch Events

After 34 builds, we are ready to launch the product to all customers! To unveil our entire Agile Portfolio Management solution, we are getting on the road and rallying software and business celebrities to share their knowledge on the need for businesses to join the Agile curve. We will launch our solution in the Bay Area, Boston and Dallas. In-person attendees will have the opportunity to:

• Meet industry experts such Geoffrey Moore, Dean Leffingwell and Dave West
• Meet preview users, from Getty Images, The CBORD Group and John Deere, to learn how they used the highly-functioning MVP to help steer their Agile portfolios over the last year
• Participate in breakout sessions to get up close and personal with our Agile Portfolio Management solution

Not to foreshadow too much, this launch signals a major advancement for the Agile community, one that links the business and technical parts in agility. Now that is what we like to call – Scaling Agility.

1 Product

On Dec 6, we will launch the first increment of our Agile Portfolio Management product. That increment will address the most critical needs identified above. As 2012 unfolds, we will continuously deliver additional increments of the product roadmap that we validated in our customer development effort.

Don’t miss the chance to kick off Agile Portfolio Management in your organization!  We are sending quite a crew of Rally folks to each launch event to answer questions and demo our solution. We hope you will jump on that opportunity!

To sign up, register at www.rallydev.com/rpm for your preferred city. If you cannot attend live, sign up for the webcasts that will broadcast a portion of the live events.

(This post is the eighth in our series Scaling Agile to the Strategic Level)

Catherine Connor is Product Marketing director at Rally Software, with a passion for bringing Agile to product management. She loves hiking the Colorado foothills and cheering on the University of Colorado women’s basketball team.

Geoffrey Moore, a leading high-tech strategist and author of the bestselling Silicon Valley bible Crossing the Chasm, is speaking at Rally’s December 6^th launch event. His new book, Escape Velocity: Free Your Company’s Future from the Pull of the Past, offers a pragmatic plan for established enterprises to move beyond past successes and drive next-generation growth from new lines of business.

We chatted with Geoffrey last week about the focus of Escape Velocity, his thoughts on how companies can capitalize on their portfolio of opportunities, and why he’s excited to speak at Rally’s Dec. 6 launch event. Watch highlights of our conversation below, and join us next Tuesday to hear Geoffrey talk about how established companies can create and sustain next-generation business growth.

Geoffrey is speaking at the first of three Rally launch events that bring together authors, technology thought leaders and industry peers to discuss how to bridge the gap between development execution and business strategy. Sign-up to join us in-person or via live simulcast:

• December 6, 2011, Menlo Park, CA, 9:00am – 12:00pm (PST)
• December 8, 2011, Boston, MA, 9:00am – 12:00pm (EST)
• December 13, 2011, Dallas, TX, 9:00am – 12:00pm (CST)

Tune-in to our December launch events to hear Rally’s big news on the future of portfolio management, and thanks to Geoffrey Moore for giving us a sneak-peek of his keynote.

Ryan Martens is CTO/Founder of Rally Software, a recovering Entrepreneur-in-Residence at the Unreasonable Institute and chief promoter of the Entrepreneurs Foundation of Colorado. You can follow him on Twitter @RallyOn.

I just played our fourth Agile portfolio planning game with a team of executives. First they had to rank and plan a portfolio of new product ideas, enhancements, architectural refactorings, and other work. It’s tough to balance competing priorities against strategic financial targets. Then we simulate a monthly steering council that must react to new learnings, development mishaps and market changes, all while maintaining strategic alignment.

I’ll give you a hint to winning the game:  Turn that waterfall team into Scrum teams early, and pay attention to quality.

Wagged by Plans: Is It Time to Change?

Do any of these problems sound familiar?

Execs play an Agile steering game

• The organization funds all or most proposed projects, and expects to make progress on them all simultaneously.
• Teams adjust each iteration based on new learnings, but the annual plan for the organization does not change.
• Teams adjust, but it’s hard to know whether the adjustments throw the portfolio off-goals.
• Projects are managed within silos; trade-off decisions are not made across the portfolio. As a result, some silos are under-capacity and others are overcapacity. Or, the whole doesn’t add up to the strategic objects for the organization.
• Teams are judged on their ability to deliver value; the portfolio is judged on its ability to meet plan.

If these scenarios apply to you, you’re probably ready to bring Lean and Agile principles into your portfolio management process. Especially if you have already solved these problems:

• Your Scrum teams are cross-functional and persistent and have learned to deliver consistently on iteration and mid-range commitments.
• Your Kanban teams have reduced significant waste in their value stream and consistently deliver to service level agreements.
• Agile teams have achieved a fairly consistent velocity/throughput (amount of work delivered per timebox) while delivering against quality goals.
• The Product Owner group elaborates requirements just-in-time, feeding teams a steady stream of high-value work.
• You have added the structures that enable multi-team programs to coordinate dependencies and deliverables within a closely related group of teams.

In working with earlyvangelists to develop our Agile Portfolio Management solution, we learned that in most organizations the portfolio is managed under the old, plan-driven paradigm, which is at odds with the Agile practices at the team and program level. However, it is equally clear that we cannot begin to challenge that paradigm before we’ve reached a certain level of Agile maturity.

It is too hard to engage the business before development has a track record of success.

It is too hard to build a realistic roadmap before teams have developed a steady velocity.

It is too hard to emphasize steering before teams have the discipline to deliver iteratively and incrementally.

Advance Your Agile Practices: The Agile Enterprise
Our early work delivering the Agile Portfolio Steering service has been exciting.  Fellow coach Isaac Montgomery and I have watched a room simply buzz as a group of leaders begins to imagine and employ the paradigm shift from plan-driven to value-driven portfolio management.

The buzz begins because of the people in the room; namely, a cross-functional group of leaders (directors, VPs, SVPs) from the business, product/portfolio, and technology. Together, we explore and understand the current challenges around building realistic roadmaps, tracking the progress of initiatives, and leveraging the agility of teams without losing focus and alignment. Sometimes this group has never built so shared a view of the organization.

There can be a moment of frustration when we’ve made the challenges so clear. But then the energy gets high as Isaac and I begin to provide possible solutions in the form of Lean practices. Together we dig into redesign their portfolio processes, to inject the visibility, feedback, governance and focus that enables Agile to work at scale.

Rally has already begun to see patterns in the Lean practices that implement more adaptive portfolio management.

• Map the value stream from concept to cash, and build a Kanban board to represent those states. “In Development” is just one state.
• Limit work-in-progress on that board. Fewer initiatives in play means better throughput, productivity, time to market, responsiveness, and reduced risk.
• Emphasize value and budget over cost estimates. This requires new data and a new mentality.
• Provide clear strategic objectives  and constraints, and then let the people closest to the work (the teams) plan the work. Use clear visualizations and data to verify the results align back to the strategy. Help teams adjust as necessary to remain aligned.
• A rolling wave cadence of planning and steering helps your leadership be both strategic and adaptive.
• Effective portfolio management will require planning and learning at different levels of the organization, on different levels of abstraction and strategy, and on different cadences.

The Service: Re-Tool for Agile Portfolio Management
Built on those early deliveries, I’m excited to now offer more generally our Agile Portfolio Steering workshop. I think it provides a powerful benefit through focused work.

Inspired by the lessons of the portfolio planning game, the leadership group works with an Agile coach to begin to redesign its portfolio management process:

• How could we have better value data on proposed projects?
• How can we decide our investments rather than be wagged by cost projections?
• How could we fund fewer projects?
• How could we commit to goals rather than to lists of features?
• What data would we need to be able to steer the portfolio effectively?
• How often should we steer the portfolio? A project? A program?
• Could we reorganize our teams to enhance flexibility?

The outcome might be a new planning process, new data requirements, new progress visualizations, new planning and steering councils, and more.

The service is listed as “2 days”. In reality, we have learned that a leadership group might not spend two whole days in a room with us, but the hours they commit will be intense, with short breaks and working lunches, because this work matters. Dollars are at stake; business success is at stake. We will work together to design the right on-site session.

Stay tuned for more details during our Dec 6 and beyond launch events. We look forward to working with your organization, to understanding your context, and what challenges you have to align the work of your Agile teams and your strategic goals. What prevents you from delivering all the value you could to your business?

As Rally’s “Solutions Evangelist”, Ronica Roth promote solutions for our customers that combine product and process. She also promotes fun that involves mountains and snow.

This post has been a long time coming. I’ve started and restarted it at least a half-dozen times.

Quality – there may be no more multi-faceted and powerful attribute in successful software development. Quality is central to everything we do and seek.

• Higher quality leads to greater productivity, throughput and velocity
• Higher quality leads to increased responsiveness, reduced cycle-times, shorter lead-times
• Higher quality leads to improved customer satisfaction, employee satisfaction
• Higher quality leads to better predictability, reduced risk, improved decision making

Or at least that’s my hypothesis…

And that hypothesis is widely shared amongst the Agile and product development communities.  We’ve developed numerous principles, practices and techniques intended to improve quality:  Test Driven Development; Continuous Integration; Automated Build and Deploy; Pair Programming; Customer Demos; Behavior Driven Development; Acceptance Test Driven Development; and Set-based Design techniques are all at least partially focused on yielding quality improvements.

But quality can’t simply be viewed as a set of tools and techniques – independent variables/levers which we hypothesize will lead to improved business outcomes. Quality is also a business outcome unto itself.

This series emphasizes the need to focus on business outcomes (success) first – methods and practices second.  So, putting aside the methods and good practice assumptions of Agile, and focusing solely on the business outcome of improved quality:

Quality = Fewer Defects in Production

We apply Agile quality practices and techniques, because we believe that doing so will yield improved business outcomes – quality (fewer defects in production) being one of those outcomes – along with productivity, predictability, responsiveness, customer and employee satisfaction.

Large, manual, end-of-cycle execution of formal testing by an independent QA organization is also a method aimed at improving these business outcomes. I hypothesize that it is less effective than alternative Agile techniques. But I don’t take that on faith, and neither should you. We must test our hypothesis.

How Do We Measure Quality?

There are innumerable quality metrics that have been devised over the years – each with its own strengths and weaknesses.  In my experience, it’s important to keep metrics simple, and to not let great become the enemy of good enough. In other words, if you have a metric that does a good job of providing insight into the quality of your product/solution, and is simple to collect and interpret; that is likely better than chasing after a metric that will do a great job, but would be more complicated.

For my part, I’ve had success over the years using a couple relatively simple metrics:

• DEFECT DENSITY – # Defects / KLOC
• DEFECT ARRIVAL – # Defects Identified / Month

What Do We Consider a Defect?

In both cases, I include only defects in the production system.

Measuring defects found and eliminated during the development cycle may be useful for managing your development and quality processes.  But from a business outcomes perspective, our focus is reducing the number of defects that make it to production – not making assumptions about how or when to achieve that.

Not All Defects Are Created Equal

Any good metric should drive in more questions than answers.  I find it useful to tag defects with information about type and severity, so that we can consider some of those questions more deeply.

• Our defect density is high; but our severity 1 & 2 density is low. What is the impact on other outcomes (productivity, customer satisfaction, etc.) if we were to invest in reducing our low severity defects?
• Our defect arrival is very high immediately following a major release. But the defects are mostly Type = Usability. Why are our customers having such a tough time using our new features; and how can we ease them through the learning curve?

You may have some hypotheses based on these questions. Perhaps those hypotheses involve application or improved use of Agile tools and techniques. What experiments would you run to prove or disprove your hypothesis?  What new questions will those results yield?

This is the third post in our blog series, Measuring the Impact of Your Agile Investments. The series focuses on measuring the impact that Agile practices have on business outcomes.

Isaac Montgomery is the harried father of twin sons, a frustrated hack on the golf course, and an Agile Coach at Rally Software. He blogs at Leading Results, you can follow him on twitter at @iwmontgomery

Last week, in Copenhagen, I had my first ever taste of moose. I also had my first taste of cowberries.  Both different and tasty and new to my palate. And so I suppose you could say my palate matured a little as a result. That alone could have been enough to make for an interesting week. But what do moose and cowberries have to do (if anything) with my passion around Agile transformations

Several weeks ago, I posted about my pending Agile Europe Road Tour . In that post, I mentioned that I’d be on an Agile grand tour in Europe for 6 weeks. And so here I am. The trip started in London, moved to Copenhagen Denmark, Aarhus Denmark, back to Copenhagen, and then on to Stockholm where I am right now. I’ll soon have a brief trip to Estonia, back to Sweden in Malmo, and the a final stop in London as the punctuation of the tour before heading home to Boulder.

Lucky for me, the variety of Agile conversations has been delightful everywhere. At the Agile Business Conference in London, it was wonderful to bring my “Community of Thinkers” message as a keynote. (And yes, for those of you keeping score, I delivered it barefooted :-) The keynote afforded me opportunity to once again promote my conviction about our actions as an Agile community. That is, as Agile matures and as Agile transformations are going mainstream, we must invite dialogue, inquiry and artistry in how we bring our “genius selves” to the continued healthy growth of Agile.

At the GOTO conference in Aarhus, I suspected that the very technical community gathered there wouldn’t be powerfully driven by Agile conversations. And yet, there was a full day of an Agile track. In that track I talked about Simon Sinek’s  ”The Golden Circle: Tell Me Why” with regard to Agile Adoptions. (The talk received a nice write up in Danish here.) Both in this track and in my keynote the following day, I found people clearly eager to be transformative agents in their organizations based on their Agile passions. My keynote on “Complexity Theory and Design Thinking in Agile Adoptions” helped further these discussions and even invited several people to approach me afterward to talk about how they now understood they work they really wanted to do in Agile. They agreed. Agile was more than just a set of engineering practices and more than the Scrum framework; organizational Agile and its growth are now moving beyond just a level set with IT disciplines. And it wasn’t too shabby to get to play Pong using my Smartphone, or to watch the annual Lego Mindstorm competition!

Liv, Jean, Aino, and Helene - GOTO Aarhus Denmark

Another part of my GOTO positive experience were the great people of Trifork : tireless volunteers and selfless sponsors of GOTO throughout the organization including their energetic CTO Kresten Krab Thorup. I was grateful to meet so many Trifork people, to enjoy their enthusiasm, intellectual curiosity, passion and knowledge. In particular, it was such a pleasure to meet Aino Vonge Corry, Helene Simoni Thorup, Janne Jul Jensen, Liv Beswick Skov, Marlene Staunstrup Hyldborg, and Simon Hem Pedersen. Also from Trifork, Jesper Boeg was kind enough to provide me with a copy of his book on Kanban, as well as a book on Personal Effectiveness by his colleague Troels Richter. And Jasper Bjergard Arildslund sponsored me in speaking at a Copenhagen ScrumGroup gathering. Such great enthusiasm around Agile and its growth in software development communities worldwide.

But the pinnacle to date of discussions about complex challenging Agile transformations has been during my time at Rally’s Agile Open Forum in Copenhagen October 19th. Why? Because, in that day of tutorials and interactions, we engaged as a community of executives looking to bring Agile success out of the IT group. We created dialogue about the challenges organizations face when we move Agile upstream from the IT work into the business, and downstream into Agile practices for deployment and maintenance. Besides the session presenters from Rally (Ryan Martens in a surprise appearance, Karl Scotland, Wanda Marginean, and me) we were very fortunate to have the insights of Peter Holmelin of NetOp regarding his experiences in adopting Agile and creating significant organizational change.

I feel so fortunate to have engaged as a sponsor, a speaker and a participant in this event. In Copenhagen, During that one day, we concentrated on seeking the next level of maturity with regard to Agile practices  effective scaling, and organizational change. I loved it. The level of engagement and the variety of conversations were definitely different than any other Agile event I have attended in the past.

Karl Scotland - Agile Open Forum, Copenhagen Denmark

All in all, you might say that, as I have been on this tour, I see that the Agile community is primed to stretch the “knowledge discovery process” posited by David Anderson in his blog based on his application of Michael Kennedy’s work in Lean Enterprise guidance. In the discussions in London, Aarhus, Copenhagen and now Stockholm, we’ve been challenging ourselves to expand the definition of knowledge and the definition of discovery as Agile expands: when does the discovery begin, and when does it end (if ever)?

To that end, I’ve been listening to these leaders of large Agile adoptions. And I’ve heard the need to create greater understanding around the value and disciplines of Agile Portfolio Steering. (In fact, Wanda Marginean led a great afternoon session game on Enterprise Steering based on work by Rally colleagues Isaac Montgomery and Ronica Roth.)

Now I am in Stockholm. Thanks to a colleague from the LSSC community, Joakim Sunden of Spotify, I have been invited to a number of additional Agile events here. The level of discussions of Agile transformations continues to concentrate on organizational issues. I’m excited about my upcoming talk at the LESS2011 conference on Systems Perspectives in Agile Adoptions through Visioning and Learning Models.  I can’t wait to hear the participants’ experiences and challenges, to engage in all the interactions and, perhaps, to continue to expand my palate as well.

And so my Agile Europe Trip continues. As for my taste in food though, I know right now I won’t be tasting the specialty found on my dinner menu in Stockholm last week: “Långhalsar” in Swedish. Or if you prefer English: “Barnacles”. Gotta draw the line somewhere.

Jean Tabaka is a frequent flyer on no particular airline hence no particular status, an author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

Last week, Zach and I enjoyed the incredible opportunity of engaging in a video interview with Geoffrey Moore on his new book, Escape Velocity.  First things first, for those of you who didn’t attend live, the archived webinar and slides are now available.

The book really hit home for me because, at its core, its really all about steering the Agile business. It provides both the new portfolio models and the specific stories for executives, as well as Product and Development teams to escape the “pull” of the past successes and set yourself up for the next success.  Specifically for development teams making the transition to a more Agile execution model, Geoffrey describes ways to work the budget/portfolio process to invest in the further development of the companies crown jewels.  With this kind of strategic investment, you can work to create your unmatchable offer power that wins customer market while increasing company power necessary to become a top tier play in your category. Geoffrey really connected the topics from the book with his perspective on the value of Agile development:

“Agile puts you in the problem state with the end user, live in that problem state and drive backwards on how to get there.  If there is an opportunity for a breakthrough, you will find it before anyone else does.” – Geoffrey Moore

Take the next step
I highly recommend buying the book, if you haven’t already.  In addition to standard e-book, hardcover and audible versions of the book, Geoffrey has released a real innovations for his new and 20 year fans. With Escape Velocity, he created an enhanced ebook on Amazon with embedded videos and an enhanced ebook for the Ipad/Ibook with links back into past books and models. There is now one source for everything Moore!
Geoffrey’s book has specific strategies for transforming vision and strategy.  These strategies should be easier for Agile teams that can support fast learning. If  however you are looking to first transform execution power to enable your escape velocity, don’t miss some of our great content to support your Agile adoption:

• If you currently use Agile at the team or multi-team level or are brand-new to these concepts, share one of our online Agile toolkits with your team:
  • Iteration Planning Toolkit
  • User Stories Toolkit
  • Multi-team Release Planning Toolkit
  • Project Managers Toolkit
• If you want more education in this webinar format, sign up for our ongoing Agile Webinar Series. Our next topic is Agile in High Assurance Environments, led by author and methodologist Dean Leffingwell and our own Craig Langenfeld.
• If you want to make the case for Agile development in your organization and learn why it’s becoming the norm, get the Forrester report on Agile development trends and tools.

Please let us know what you thought of the webinar by commenting on this post.

Ryan Martens is CTO/Founder of Rally Software, a recovering Entrepreneur-in-Residence at the Unreasonable Institute and chief promoter of the Entrepreneurs Foundation of Colorado, you can follow him on Twitter @RallyOn

Rally was founded shortly after the signing of the Agile Manifesto, the document created at a 2001 meeting of leading software developers at Snowbird, Utah, that gave rise to the Agile movement. Since then, Rally has taken what we’ve learned from leading countless enterprise Agile transformations and funneled our collective experience into a formula that includes our Agile ALM platform and products, our expert coaching services, a vast library of educational resources, and a supportive community for asking questions and sharing advice. In celebration of the 10-year anniversary of the signing of the Agile Manifesto, Rally had a special commemorative activity at the Agile2011 conference.

Bryce Widom, chalkboard artist and painter, joined us and literally drew, in real-time, the history of Agile. Rally team members and conference attendees collaborated on the stories that made up this “Road to Agility” starting with the Agile Manifesto, and continuing with important milestones such as Dr. Dobb’s Agile adoption survey, Forrester’s Agile ALM Wave report and the formation of the PMI’s Agile community of practice. Bryce also drew colorful stories that illustrated benefits of agility from companies like Betfair, John Deere and McKesson.

Announcements

The announcements we made at the conference are a culmination of Rally’s experience in helping organizations expand Agile practices to maximize value across the entire organization, along with strengthening support for multi-process development (check out these video interviews on SSQ’s blog to hear more). Our first announcement highlights Rally’s support for multi-process Agile. As Agile moves deeper into new functional areas, Rally’s Agile ALM platform, products and coaching services have been evolving to meet these diverse needs. When Scrum is not the best fit, we include support for other Agile methods such as Kanban and high-assurance methods to ensure that we can be the go-to partner for all enterprise Agile roll-outs. We announced:

• Enhanced Kanban support, including support for Class of Service highlighting and reporting. Read this product blog post for more details.
• Support for new customizable defect reports that support all processes.
• A new Iteration Summary Panel for Scrum teams that provides in-product coaching assistance. The panel guides teams based on their performance and offers coaching-authored best practices.
• Apps that support traceability and documentation in Rally within High Assurance organizations (check out this blog series on High Assurance Software Development).

Our second announcement signifies the bridging of Agile into the Project Management Office (PMO). In its 10th year, Agile’s mainstream appeal has broadened its reach from the technical to the business parts of the organization. We recognize the trend and are helping to ease the transition for all parties. We announced:

• Unmatched integrations with industry-leading Project and Portfolio Management (PPM) vendors like Oracle Primavera, CA Clarity, Daptiv, and Planisware.
• An update to Rally Idea Manager, the leading Agile ALM demand management solution. This release bolsters the integration with Rally and provides a new leaderboard to drive end-user engagement.
• Availability of a new Agile Portfolio Steering services offering. This offering represents the next frontier of Agile and includes an interactive simulation to facilitate collaboration between Agile teams and business stakeholders.

Field Guide

At Agile2010, we provided vuvuzelas in celebration of the World Cup and, while I’m sure that many of you annoyed your families with these, we decided to leave you with a lasting educational giveaway at Agile2011. We assembled a content guide written by our coaches on Agile best practices. We hope you find this field guide useful in your day-to-day activities – download your copy here.

Thanks to everyone who contributed to the “Road to Agility” illustration, whether you were at Agile2011 or were following our progress on Twitter, Facebook and Flickr. In addition to celebrating the 10-year anniversary of the Agile Manifesto with the community at Agile2011, Rally also embraced the opportunity to reflect on how much we’ve learned from helping some of the world’s largest organizations apply Agile practices. We look forward to making continued meaningful improvement in our industry, and leading the next 10 years of Agile innovation.

Todd Olson is VP of Product at Rally Software. He is a marathon runner and cake baker. Find Todd on Twitter at @tolson.

Bernard, our top penguin here at Rally, has been doggedly engaged in our search for a Director of HR. Feedback from our recent blog post about the search generated interesting discussion. To wit: why wasn’t Rally using this opportunity to come up with a new title for this Director position?

Epiphany moment for Bernard! Being a highly engaged Agile penguin, he became quite concerned about this very important role. Bernard realized that the traditional title just didn’t seem to fit with Rally as a truly Agile organization. Rally has been named best company to work for in Colorado. And we place #6 by Outside Magazine as one of the top 50 places to work for in the US. With the vision, culture, and values here at Rally, Bernard is now quite determined that we bring a new title to this role.

And so on Bernard’s behalf (lack of opposable thumbs limits some of Bernard’s “hands-on” work at Rally), I recently put the call out on twitter:

W00t! We received 27 responses, though I suspect some suggestions were more tongue-in-cheek than real suggestions. Nonetheless, it is clear: we have great creative people in the Agile community thinking about this role.

Here are the 27 title suggestions Bernard and I received in our search:

1. Company Capacity & Fun Facilitator
2. VP of Keeping It Real
3. Talent Facilitator
4. Chief People Advocate
5. Chief Happiness Officer
6. Head of Talent
7. Team Consistency Enforcer
8. “Sparkles” – (Okay, this person was confusing a dog-naming twitter stream with our stream)
9. Director of Human Capital
10. Director of Human Power
11. Chief People Servant
12. People Potentiator
13. Hawaiian Shirt and Jeans Facilitator
14. Director for Business Enablement through People
15. Pit Crew Leader – (a Daniel Pink reference?)
16. People & Fun Leader/Facilitator
17. Head Cat-Herder – (Bernard is unamused)
18. Kitten Cultivator and Litterbox Cleaner – (see above)
19. Director of Helping People Be More Resourceful
20. Staffing Facilitator
21. Director of the People Team
22. Employee Ombudsman
23. [certified] People Master
24. Head Employee Servant Leader
25. People Servant Leader
26. Employee Development
27. Trusted Employee Advisor

Thanks to all, and nice work. Bernard and I keep going back to Daniel Pink’s “Drive.” Because we value Pink’s guidance on autonomy, mastery, and purpose, we believe this role must embody Rally’s commitment to an Agile culture of learning and growth.

Now, what do YOU think the name of this role should be?

Jean Tabaka is a March Madness college hoops freak, a crash skier, author and Agile Fellow at Rally Software Development. You can follow Jean on Twitter at @jeantabaka

Bernard is a member of the Rally Office of the CTO and mascot for the Unreasonable Institute of Boulder CO.