Lean Agile Project Management for Large Programs

Скачать презентацию Lean Agile Project Management for Large Programs

dc875bc1668a2dd443f4148954de37a1.ppt

Количество слайдов: 57

Lean & Agile Project Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Website: http: //davidfrico. com Linked. In: http: //www. linkedin. com/in/davidfrico Facebook: http: //www. facebook. com/profile. php? id=1540017424

Author Background o o o Do. D contractor with 27+ years of IT experience B. S. Comp. Sci. , M. S. Soft. Eng. , & D. M. Info. Sys. Large gov’t projects in U. S. , Far/Mid-East, & Europe Published six books & numerous journal articles à Adjunct at George Washington, UMUC, & Argosy à Agile Program Management & Lean Development à Specializes in metrics, models, & cost engineering à Six Sigma, CMMI, ISO 9001, Do. DAF, & Do. D 5000 à 2

Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt. 3

Information Age o o o U. S. is no longer an industrial-age nation U. S. part of a group of post-industrial countries U. S. consists of information-age knowledge workers Bell, D. (1999). The coming of post industrial society. New York, NY: Basic Books. 4

Global Competition o o o Globalization has intensified market competition High-tech market dominated by international firms The trade deficit with the Far East is growing bigger Khanna, P. (2009). The second world: How emerging powers are redefining global competition in the twenty-first century. New York, NY: Random House. 5

Technological Change o o o 21 st century systems are technology-intensive Technology is evolving at an exponential speed Technology is obsolete before project completion Kurzweil, R. (2005). The singularity is near: When humans transcend biology. New York, NY: Penguin Group. 6

Today’s Environment o o o Highly-unstable global and domestic markets Customers are demanding and difficult to please Project plans cannot cope with this level of volatility Market Technology Organization Project People Result · Fierce rivalry · Economic driver · Downsizing · Vague requirements · Inability to cope · Poor performance · Global competition · Market driver · Restructuring · Volatile specs. · High stress · Cost overruns · Restructuring · Dependent · Bankruptcy · Shorter schedules · Over-allocated · Schedule overruns · Market fluctuation · Constant change · Mergers & Acq. · Smaller budgets · Over-worked · Poor quality · Currency instability · Exponential change · Lost revenues · More work · Work-life imbalance · Angry customers · Global recession · Disruptive · Budget reductions · Tough customers · Beleaguered · Market share loss · Market dependency · Growing complexity · Reorganizations · Politically-sensitive · Individualistic · Business loss · Imbalanced trade · Software-intensive · Interdependencies · Large scale and size · Poor people skills · Revenue loss · Political instability · Smaller · Bloated processes · Globally-distributed · Bad communication · Unprofitability · Regional warfare · Ubiquitous · Legacy systems · Very high-risks · No commitment · Poor morale · Emerging threats · Poor usability · Need technology · Uncertainty · Lack of ownership · High attrition · Cyber attacks · Nano technology · Project dependent · No business value · Poor customer skill · Bad reputation Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. De. Carlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 7

Need for a New Model o o o Need for a new model of project management Cope with high-level of uncertainty and ambiguity With just the right balance of flexibility and discipline R&D Oriented People Centered Adaptive Customer Friendly Fast & Efficient Disciplined · New discoveries · Highly-talented people · Global threats · Customer interaction · New technology · Lightweight strategy · Complex problems · Cross-functional teams · Market threats · A lot of communication · Quick decision-making · Lightweight plans · One-off systems · Small team size · New customer needs · Customer demos · Iterative delivery cycles · Lightweight lifecycles · Vague requirements · A lot of communication · Changing scope · Customer feedback · Frequent deliveries · Security engineering · Incomplete information · Interpersonal trust · Changing technology · Business value focus · Fast delivery schedules · Light requirements · High uncertainty · Rich collaboration · Changing regulations · Customer satisfaction · Short timelines · Light architecture · Experimentation · Empowered decisions · Continuous change · Customer responsive · Fast time-to-market · Lightweight design · Simulations · Sustainable pace · Flexible culture · Customer sensitivity · First-mover capability · Code reviews · Prototyping · Daily interaction · Flexible attitudes · Customer relationships · Minimal process costs · Rigorous V&V · Innovation oriented · Rich communications · Flexible policies · Customer contact · Low work-in-process - · Rigorous CM · New products · Face-to-face interaction · Flexible processes · Customer involvement · Flexible processes · Rigorous QA · Creative solutions · Cohesiveness · Flexible technologies · Customer driven · Market responsiveness · Project reviews Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. De. Carlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 8

What is Agile Project Mgt. ? o A-P-M (ā-pē-ĕm): Light, flexible, collaborative, and adaptive; Market-centric project management model: n Sound, yet flexible process to manage projects under uncertainty, urgency, and a need for unique expertise n Values, principles, and practices to help project teams in coming to grips with a challenging environment n Managing the flow of human thoughts, emotions, and interactions in a way that produces business value n Rapidly and reliably creating value by engaging customers, continuously learning, and adapting n Lightweight, yet disciplined project management model for building high-quality technology-intensive systems Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. De. Carlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 10

Agile World View o o o “Agility” has many dimensions other than software Ranges from organizational to technological agility The focus of this brief is project management agility Agile Leadership Agile Acquisition Agile Organizations E Agile Strategic Planning Agile Capability Analysis Agile Program Management Agile Project Management E Agile Systems Development Agile Processes & Practices Agile Tools E Agile Information Systems Agile Technology 11

Values of Agile Project Mgt. o o o People-centric way to create innovative solutions Market-centric model to maximize business value Alternative to large document-based methodologies Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http: //www. agilemanifesto. org 12

Essence of Agile Project Mgt. o o o High degree of customer & developer interaction Highly-skilled teams producing frequent iterations Right-sized, just-enough, and just-in-time process • Business Value • Leadership • ROI, NPV, ROA • Empowerment, trust • Trust, Loyalty, Relationships • Coaching, mentoring • Market responsive • Early market feedback • Business agility • Experimentation • Customer sensitive • Sense and response Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley. 13

How do Lean & Agile Intersect? o o o Lean thinking provides the what (requirements) Agile thinking provides the how (implementation) Agile proj. mgt. is lean, light, adaptable, and flexible Womack, J. P. , & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Reagan, R. B. , & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. Do. D AT&L Magazine, 39(6). 14

Scrum Project Management o o o Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework Initial Planning Sprint Cycle Discovery Session Sprint · Agile Training · Project Discovery · Process Discovery · Team Discovery · Initial Backlog Release Planning · Business Case · Desired Backlog · Hi-Level Estimates · Prioritize Backlog · Finalize Backlog · · · Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog Sprint Planning · Set Sprint Capacity · Identify Tasks · Estimate Tasks Daily Scrum · Completed Backlog Items · Planned Backlog Items · Impediments to Progress Sprint Review · Present Backlog Items · Record Feedback · Adjust Backlog Sprint Retrospective Product Backlog · Prioritized Requirements Sprint Backlog · List of Technical Tasks Assigned to a Sprint Potentially Shippable Product · Working Operational Software Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press. 16

XP Project Management o o o Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element Release Planning Iteration Planning Exploration Phase · Build a Team · Write User Stories · Estimate User Stories · Split User Stories · Spike User Stories · Write User Tests Commitment Phase · Sort by Value · Sort by Risk · Set Velocity · Choose a Scope · Set Iteration Length · Develop Release Plan Steering Phase · Select Iteration · Adjust Velocity · Insert New Stories · New Release Plan · Select Tools · Adjust Teams · Analyze Release Plan · Identify Iteration Goal · Select User Stories · Read User Stories · Develop Tasks · Split Tasks Commitment Phase · Accept Tasks · Set Individual Velocity · Estimate Tasks · Analyze Schedules · Set Load Factors · Balance Tasks Steering Phase · Select Partner · Write Unit Tests · Design and Code · Unit/Integration Test · User Acceptance Test · Record Progress Beck, K. , & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. 17

Flexible Project Management o o o Created by Doug De. Carlo at Cutter in 2004 Focus is on collaboration, scoping, and speed Thinner traditional project management approach Visionate Speculate Innovate Re-Evaluate Disseminate Sponsor’s Vision Planning Meeting Learning by Doing Business Questions Product Launch · Interview Sponsor · Describe Objectives · Collective Vision · Size Deliverables · SCORE Model · Architecture · Who Needs It? · What Will It Take? · Acceptance Testing · Documentation · Project Prospectus · Business Questions · · · · · Can We Get It? · Is It Worth It? · · Collective Vision · Scope Meeting · Future Scenarios · · Project Skinny Project Boundaries Project Vision Win Conditions · Benefit Map · Wow Factor · Uncertainty Profile Collective Vision Select Core Team Map Schedule Choose Life Cycle Requirements ID’d Development Tools · Risk Planning Development Construction Testing Time Boxing · Trial and Error · Collaboration Post Meeting · PM Infrastructure · Financial Goals · Benefit Plan · Partner Agreements Generate Results · Visibility · Early Value Project Review · Check Performance · Check Schedule · · Check Costs Check Benefits Check Project ROI Go/No-Go Decision · Fast Failures Project Changes Business Questions · Go/No-Go Decision · Modify Questions · Re-Direct As-Needed · Update Vision Update Prospectus · Update Stakeholders · Re-examine Team Update Prospectus Support Plan Maintenance Plan Deploy Solution Customer Service Stabilization · Training/Education · Utilization · Performance · Feedback · Corrective Action Lessons Learned Team Rewards Track Benefits De. Carlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. 18

Adaptive Project Management o o o Created by Sanjiv Augustine at CC Pace in 2005 Builds agile cultures, mind-sets, and environments Leadership model for managing agile project teams Foster Alignment and Cooperation Encourage Emergence and Self Organization Learning/Adaptation Organic Teams Guiding Vision Simple Rules Open Information Light Touch Adaptive Leadership Leadership · Craftsmanship · Collaboration · Team Vision · Team Alignment · Guiding Coalition · Community · Bold Future · Shared Expectations Management · Business Outcomes · Delineate Scope · Get Team Players · Adaptive Enterprise · Estimate Effort · Design Vision Box · Elevator Statement Management · Conduct Standups · Promote Feedback · Adapt Style · Roving Leadership · Build Trust · Facilitate Action Management · Identify Community · Design Structures · Culture of Change · Value Focus · · · Embodied Presence · Embodied Learning Go With Flow Work Life Quality Build on Strengths Gain Commitments Management · Assess Status Quo · Customize Method · Team Collocation · Get Onsite Customer · Decentralize Control · Pull vs. Push · Daily Feedback · Monitor/Adapt Rules · · · Practice Pairing · Information Radiator · Map Value Stream · Manage Flow · Use Action Sprints · Monitor Practices · Retrospectives · Scenario Planning Release Plan Iteration Plans Facilitate Design Conduct Testing · Manage Releases Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. 19

Agile Project Management o o o Created by Jim Highsmith at Cutter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework Innovation Lifecycle Envision Speculate Explore Launch Close · Product Vision · Product Architecture · Gather Requirements · Product Backlog · Iteration Management · Technical Practices · Final Review · Final Acceptance · Clean Up Open Items · Support Material · Project Objectives · Project Community · Delivery Approach · Release Planning · Risk Planning · Cost Estimation · Team Development · Team Decisions · Collaboration · Final QA · Final Documentation · Final Deployment · Final Retrospective · Final Reports · Project Celebration Iterative Delivery Technical Planning Development, Test, and Evaluation Operational Testing Adapt · Story Analysis · Task Development · Development Pairing · Unit Test Development · Integration Testing · System Testing · Focus Groups · Technical Reviews · Task Estimation · Task Splitting · Task Planning · Simple Designs · Coding and Refactoring · Unit and Component Testing · Operational Testing · Usability Testing · Acceptance Testing · Team Evaluations · Project Reporting · Adaptive Action Continuous · Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration Story Deployment Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 20

Envision Phase o o o Determine product vision and project objectives Identifies project community and project team The major output is a “Product Vision Box” Envision Phase Product Vision · Product Vision Box · Elevator Test Statement Delivery Approach · Product Roadmap · Product Features · Product Vision Document Product Architecture · Self-Organization Strategy · Collaboration Strategy · Product Skeleton Architecture · Hardware Feature Breakdown · Communication Strategy · Process Framework Tailoring · Practice Selection and Tailoring · Software Feature Breakdown · Organizational Structure · Guiding Principles Project Community Project Objectives · Get the Right People · Participant Identification · Project Data Sheet · Key Business Objectives · Types of Stakeholders · List of Stakeholders · Customer-Developer Interaction · Tradeoff Matrix · Exploration Factor · Requirements Variability Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 22

Speculate Phase o o o Determine organizational capability/mission needs Identifies feature-sets and system requirements The major output is a “System Release Plan” Speculate Phase Gather Requirements · Analyze Feasibility Studies · Evaluate Marketing Reports · Gather Stakeholder Suggestions · Examine Competitive Intelligence · Collaborate with Customers Cost Estimation Product Backlog · Establish Estimate Scope · Establish Technical Baseline · Product Features List · Feature Cards · Collect Project Data · Size Project Information · Prepare Baseline Estimates · Performance Requirements · Prioritize Features · Feature Breakdown Structure Risk Planning Release Planning · Risk Identification · Risk Analysis · Project Startup Activities · Assign Stories to Iterations · Risk Responses · Risk Monitoring · Risk Control · First Feasible Deployment · Estimate Feature Velocity · Determine Product Scope Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 23

Explore Phase o o o Determine technical iteration objectives/approaches Identifies technical tasks and technical practices The major output is an “Operational Element” Explore Phase Iteration Management · Iteration Planning · Estimate Task Size · Iteration Length · Workload Management · Monitoring Iteration Progress Collaboration Technical Practices · Pair Programming · Daily Standup Meetings · Reduce Technical Debt · Simple Design · Daily Product Team Interaction · Stakeholder Coordination · Customer Interactions · Continuous Integration · Ruthless Automated Testing · Opportunistic Refactoring Team Decisions Team Development · Decision Framing · Decision Making · Focus Team · Molding Group into Team · Decision Retrospection · Leadership and Decision Making · Set and Delay Decision Making · Develop Individual Capabilities · Coach Customers · Orchestrate Team Rhythm Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 24

Adapt Phase o o o Determine the effectiveness of operational elements Identifies customer feedback and corrective actions The major output is a “Process Improvement Plan” Adapt Phase Customer Focus Groups · Requirements Reviews · Preliminary Design Reviews · Critical Design Reviews · Product Demonstration Reviews · Acceptance Testing Reviews Adaptive Action Technical Reviews · Release Plan Adaptations · Iteration Plan Adaptations · Desk Checks/Individual Reviews · Structured Walkthroughs · Feature Set Adaptations · User Story Adaptations · Task Plan Adaptations · Formal Software Inspections · Quality Assurance Audits · Configuration Management Audits Project Reporting Team Evaluations · Scope and Quality Status · Cost and Schedule Status · Communications Quality · Team Cohesiveness · Risk and Value Status · Customer Satisfaction Status · Team and Agility Status · Interpersonal Trust · Individual Talent and Effort · Team Performance/Effectiveness Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 25

Close Phase o o o Determine project outcome and effectiveness Identifies strengths, weaknesses, and rewards The major output is a “Lessons-Learned Report” Close Phase Clean Up Open Items · Close Open Action Items · Close Open Change Requests · Close Open Problem Reports · Close Open Defect Reports · Close Open Project Issues Project Celebration Support Material · Individual Rewards · Group Rewards · Finalize Documentation · Finalize Production Material · Partner Rewards · Managerial Rewards · Product Rewards · Finalize Manufacturing Material · Finalize Customer Documentation · Finalize Maintenance Information Final Reports Final Retrospective · End-of-Project Reports · Administrative Reports · Process Performance Assessment · Internal Product Assessment · Release Notes · Financial Reports · Facilities Reports · External Product Assessment · Team Performance Assessment · Project Performance Assessment Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 26

Multi-Level Teams o o o Enables projects to plan for the future and present Decomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely Multi-Level Teams Product Management Team · Chief Product Manager · Chief Architect · Product Development Manager · Release Management Team members (1 -2 per release team) Release Management Team · Product Manager · Project Manager · Chief Architect · Feature team members (1 -2 per feature team) Feature Teams · Product Specialist (and owner) · Iteration Manager · Technical and product Members · Development team members (1 -2 per development team) Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 28

Multi-Level Planning o o o Enables multiple level enterprise plans to co-exist Allows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals Multi-Level Planning Product Roadmap · Enterprise architecture needs · Capability focused · Vision, objectives, and backlog · 18 to 36 weeks Release Plan · Subsystem architecture · Feature set focused · Strategy, objectives, and backlog · 6 to 12 weeks Iteration Plan · Component-level architecture · User story focused · Implementation plan, objectives, and backlog · 2 to 4 weeks Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 29

Multi-Level Backlog o o o Enables multiple levels of abstraction to co-exist Allows customers and developers to communicate Makes optimum use of people’s time and resources Multi-Level Backlog Capabilities Capability 1 Capability 2 Capability 3 · Mission goal or objective level · High-level business or product function · Also called an Epic, i. e. , multiple feature sets · Comprises 18 -90 days worth of work Feature Sets Feature 1 Feature 2 Feature Set Feature 3 · Cross-functional mission threads · Related user stories that are grouped together · Also called a Theme, i. e. , implemented as an entity · Comprises 6 to 30 days worth of work User Stories User Story 1 Story 4 Story 7 Story 2 Story 5 Story 8 Story 3 Story 6 Story 9 · Functional, system-level requirements · Simple requirement written by customer or user · A small unit of functionality having business value · Comprises 2 to 10 days worth of work Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 30

Multi-Level Coordination o o o Enables lean and agile methods to scale-up Allows enterprises to create large-scale programs Unleashes optimum productivity and overall control Multi-Level Coordination Capability Team Feature Set Team Feature Team Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 31

Multi-Level Governance o o o Enables enterprises to achieve functional needs Allows programs to coordinate functional activities Ensures optimal technical performance is achieved Multi-Level Governance Governing Team R T S Functional Team R R R R R T T T T T S S S S S Feature Team R A D R A D R A D I T C I T C I T C Q M S Q M S Q M S R A D R A D R A D I T C I T C I T C Q M S Q M S Q M S R A D I T C Q M S Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 32

What is Kanban? o Kan-ban ('kæn-bæn): Signboard, billboard, signal cards; Lean, just-in-time system of production: n A lean and just-in-time manufacturing process for regulating the flow of production based on demand n A pull-system philosophy of customized production vs. a push system of mass-market manufacturing n A set of principles for creating a lean, efficient, and waste-free product flow by limiting work-in-process n Use of simple organizational policy changes resulting in order-of-magnitude performance improvements n Results in high customer satisfaction, stakeholder trust, quality, productivity, efficiency, and morale 34

Kanban Goals o o o Kanban seeks initially to change as little as possible Change without resistance is the first Kanban goal Focus on improving quality, lead time and morale Goal 1 Optimize existing processes (rather than change them) Goal 2 Deliver high product quality (to build stakeholder trust) Goal 3 Reduce long lead times (and stabilize them) Goal 4 Achieve sustainable pace (work-life balance) Goal 5 Provide process slack (for process improvement) Goal 6 Simplify workload prioritization (of customer needs) Goal 7 Provide transparency (into design and operations) Goal 8 Strive for process maturity (to improve performance) Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 35

Kanban Recipe for Success o o o Based on principles for product development flow Uses operations and mathematical queue theory Pragmatic operating principles for development Focus on Quality Reduce WIP Deliver Often Balance Demand Prioritize Attack Variability · Walkthroughs · Process flowcharting · Short releases · Regulate inputs · Prioritize inputs · Work item size · Inspections · Workflow analysis · Short increments · Identify bottlenecks · Business focus - · Work item type mix · Technical reviews · Kanban boards · Short iterations · Create slack · Business value focus · Service class mix · Peer reviews · Limit work tasks · Small releases · Limit work-in-process · Influence prioritization · Irregular flow · Pair programming · Limit queues · Frequent releases · Create pull system · Stabilize process · Rework · Test driven design · Limit buffers · Small batch sizes · Focus on precision · Build stakeholder trust · Ambiguous reqmnts. · Continuous integration · Limit backlogs · Customer collaboration · Focus on quality · Perform risk analysis · Expedited requests · Design patterns · Simple prioritization · Developer collaboration · Take pride in work · Analyze demand · Environment avail. · Refactoring · Adequate resources · Ample communication · Improve morale · Evaluate size · Market fluctuations · Design simplicity · Process automation · Frequent builds · Learn new skills · Evaluate complexity · Coordination · Usability engineering · Policy statements · Deploy often · Obtain training · Market forecasting · Technological change · Formal methods · Simplify process · Automatic updates · Continuously improve · Technology analysis · Skill/experience mix Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 36

Value Stream Mapping o o o Start by flow-charting the as-is product workflow Add buffers and queues one feels are necessary Add WIP limits to buffers, queues, and activity Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 37

Work-in-Process o o o High work-in-process leads to longest lead times Low work-in-process greatly reduces lead times Results in better customer trust and satisfaction Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 38

Basic Agile Metrics o o o Agile methods are based on traditional measures Size, effort, and velocity metrics are most common Top-notch shops use complexity and testing metrics Type Size Effort Example Story, Story Point, Task, Function Point, LOC, etc. Ideal or Actual Hours, Days, Weeks, Months, Years, etc. Velocity Story, Story Points, Function Points, or LOC per Iteration/Sprint Complexity Mc. Cabe, Halstead, Object-Oriented, Relational Database, etc. Quality Defect Density, Defect Removal Efficiency, Rayleigh, etc. Testing Tests Passed/Failed/Broken, Running Tested Features, etc. Reliability Mean Time to Failure, Mean Time between Failure, etc. Rico, D. F. , Sayani, H. H. , & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. 40

Burndown/Burnup Metrics o o o Time expended is used for project tracking Tracked on a per-iteration or per-sprint basis Often described as a basic earned-value metric Type Example Ideal Days How many days something takes without interruptions Actual Days How many days something takes with interruptions Ideal Hours How many hours something takes without interruptions Actual Hours How many hours something takes with interruptions User Stories How many customer requirements have been satisfied Story Points How many units of software size have been satisfied Technical Tasks How many technical tasks have been completed Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education. 41

Agile Cost Models o o o Costs based on productivity and quality models Development costs based on LOC productivity rate Maintenance costs based on defects KLOC MH Type Basic Form Example (LOC Productivity + Quality KLOC 100) Hourly Rate XP (LOC 16. 1575 + 0. 7466 KLOC 100) Hourly Rate TDD (LOC 29. 2800 + 2. 1550 KLOC 100) Hourly Rate PP (LOC 33. 4044 + 2. 3550 KLOC 100) Hourly Rate Scrum (LOC 05. 4436 + 3. 9450 KLOC 100) Hourly Rate Agile (LOC 21. 2374 + 1. 7972 KLOC 100) Hourly Rate Rico, D. F. , Sayani, H. H. , & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. 42

Agile Business Value o o o A major principle of Agile Methods is creating value ROI is the measure of value within Agile Methods There are seven closely related ROI measures Type Costs Benefits Breakeven Example Total amount of money spent on agile methods Total amount of money gained from using agile methods Point when the benefits of using agile methods exceed the costs B/CR Ratio of agile methods benefits to costs of using agile methods ROI Ratio of adjusted agile methods benefits to costs of using them NPV Present value of agile methods benefits that result from their use Real Options Value gained from incremental investments in high-risk projects Rico, D. F. , Sayani, H. H. , & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. 43

Agile EVM o o o EVM has been adapted to Agile Methods EVM based on notion that total scope is known EVM is “not” well-suited for large-scale agile projects Type Example PMB Total number of story points planned for a release SBL Total number of iterations multiplied by iteration length BAC The planned budget for the release PPC Number of current iterations divided by planned iterations APC Total story points completed divided by story points planned SPC Story points of work completed from backlog during iteration SPA Story points added/subtracted from backlog during iteration Sulaiman, T. , Barton, B. , & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7 -16. 44

E-Commerce—Google o o o Google started using agile methods in 2005 Used it on one of their most profitable products Incrementally adopted agile one practice at a time Project Name Ad. Words Project Type Pay-per-Click (PPC) Internet Advertising Mechanism Project Size 20 teams of 140 people distributed over 5 countries Product Size 1, 838 user stories, 6, 250 function points, 500, 000 lines of code Environment Entrepreneurial, egalitarian, dynamic, unpredictable, informal, unstructured Before APM Chronic schedule delays, poor quality, unpredictability, poor estimation APM Practices Release planning, wikis for APM support, early testing and continuous integration After APM Better planning and estimates, earlier testing, better quality, large-scale adoption Lessons Learned Agile fit like a hand-in-glove, introduce agile methods slowly and then scale-up Striebeck, M. (2006). Ssh: We are adding a process. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 193 -201. 46

Shrink-Wrapped—Primavera o o o Primavera started using agile methods in 2004 Used it on their flagship project management tools Adopted agile all-at-once with top-down mgt. support Project Name Primavera Project Type Enterprise Project Management Tool Project Size 15 teams of 90 people collocated at one site Product Size 26, 809 user stories, 91, 146 function points, 7, 291, 666 lines of code Environment Top-down, hierarchical, command control, traditional, waterfall approach Before APM Poor relationships, quality, usability, and customer satisfaction, functional silos, 18 -hour days, 7 -day work weeks, frustration, disappointment, apathy, exhaustion APM Practices After APM Lessons Learned Release planning, agile project management tools, automated testing tools 75% quality and 40% cycle time improvement, 40 -hour work week, 0% attrition Agile results in better communication, motivation, and empowerment Schatz, B. , & Abdelshafi, I. (2005). Primavera gets agile: A successful transition to agile development. IEEE Software, 22(3), 36 -42. 47

Healthcare—FDA o o o FDA suppliers started using agile methods in 2008 Used it on most stringent Class 3 certified products Used to modernize 1990 s era products & processes Project Name m 2000 Real-time PCR Diagnostics System Project Type Human Blood Analysis Tool (i. e. , HIV-1, HBV, HCV, CT, NG, etc. ) Project Size 4 teams of 20 people collocated at one site Product Size 1, 659 user stories, 5, 640 function points, 451, 235 lines of code Environment FDA-regulated medical devices, real-time, safety-critical, Class III–most stringent Before APM Cumbersome process, poor quality, long cycle time, slow big-bang integration, obsolete, hard-to-staff tools and methods, inability to keep pace with changing requirements, Intense market competition, exponential rate of technological change, fewer resources APM Practices After APM Lessons Learned Release planning, lighter-weight agile testing techniques, continuous integration 25% cycle time and staff-size reduction, 43% cost reduction, fewer defects Agile enables the ability to balance fast cycle time with high-quality safety-critical solutions Rasmussen, R. , Hughes, T. , Jenks, J. R. , & Skach, J. (2009). Adopting agile in an FDA regulated environment. Proceedings of the Agile 2009 Conference (Agile 2009), Chicago, Illinois, USA, 151 -155. 48

Law Enforcement—FBI o o o IC started using agile methods following 9/11 Used it on billion dollar transformation initiatives Goal is to catch bad guys better, faster, and cheaper Project Name Inter-Agency Intelligence Sharing System Project Type Domestic Terrorist Database/Data Warehouse Project Size 3 teams of 12 people collocated at one site Product Size 643 user stories, 2, 188 function points, 175, 000 lines of code Environment CMMI Level 3, ISO 9001, government-mandated document-driven waterfall life cycle, emerging federal directives for more information sharing and integration among intelligence community partners, rapidly changing customer requirements Before APM Unresponsive waterfall life cycles, chronic schedule delays, anxious customers, unhappy developers, resource focus on becoming CMMI Level 3 certified caused everyone to lose track of the real goal, which was to “catch bad guys” APM Practices After APM Lessons Learned Release planning, user stories, test-driven development, continuous integration 50% quality improvement, 200% productivity increase, FBI created policy for agile methods Agile enables fast response times, customer satisfaction, and ability to "catch bad guys" Babuscio, J. (2009). How the FBI learned to catch bad guys one iteration at a time. Proceedings of the Agile 2009 Conference (Agile 2009), Chicago, Illinois, USA, 96 -100. 49

U. S. Do. D—STRATCOM o o o U. S. Do. D started using agile methods following 9/11 Used it on billion-dollar software-intensive systems Goals are to respond to rapidly emerging threats Project Name Strategic Knowledge Integration Website (SKIweb) Project Type Knowledge Management System (KMS)—Advanced Search Capability Project Size 3 teams of 12 people collocated at one site Product Size 390 user stories, 1, 324 function points, 105, 958 lines of code Environment Traditional linear documentation-based development, contract-oriented, hierarchical communication, rapidly changing operational requirements, need for leaner U. S. military force, seeking better and faster ways of getting critical information to decision makers, decentralization, migration to net-centric service oriented architectures, egalitarian decisions Before APM Long cycle times, dissatisfied customers, unresponsive life cycles, poor quality APM Practices After APM Lessons Learned Release planning, frequent customer collaboration, continuous integration Good teamwork, 200% productivity increase, improved quality, fewer defects Agile improves customer satisfaction/communication, and overall product quality Fruhling, A. , Mc. Donald, P, & Dunbar, C. (2008). A case study: Introducing extreme programming in a U. S. government system development project. Proceedings of the 41 st Annual Hawaii International Conference on System Sciences (HICSS 2008), Waikaloa, Big Island, Hawaii, USA, 464 -473. 50

Advanced Agile Measures o o Customer Collaboration · Interaction frequency · Customer trust · Communication quality · Customer loyalty · Strength of Relationship · Customer satisfaction Individuals & Interactions · Team competence · Team trust · Team motivation · Team cohesion Team cooperation · · Team communications Working Software · Iteration size · Continuous iterations · Iteration number · Operational iterations · Iteration frequency · Validated iterations Responding to Change · Organizational flexibility · Process flexibility · Management flexibility · Design flexibility · Individual flexibility · Technology flexibility valued more than Contracts · Contract compliance · Contract deliverables · Contract change orders valued more than Processes · Lifecycle compliance · Process Maturity Level · Regulatory compliance valued more than Documentation · Document deliveries · Document comments · Document compliance valued more than Project Plans · Cost Compliance · Scope Compliance · Schedule Compliance Traditional Metrics Agile Metrics o Agile Methods are a fundamentally new paradigm Agile Methods are “not” lighter Traditional Methods They should not be viewed through a traditional lens Rico, D. F. , Sayani, H. H. , & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing. 52

Benefits of Agile Proj. Mgt. o o o Analysis of 23 agile vs. 7, 500 traditional projects Agile projects are 54% better than traditional ones Agile has lower costs (61%) and fewer defects (93%) 2. 8 Before Agile 3. 00 After Agile 2. 25 18 1. 50 10 61% Lower Cost 0. 75 18 Total Staffing Before Agile 13. 5 39% Less Staff 5 Project Cost in Millions $ 20 After Agile 11 15 1. 1 Before Agile 20 After Agile 2270 Before Agile 2500 15 1875 10 1250 After Agile 24% Faster 5 Delivery Time in Months 381 625 93% Less Defects Cumulative Defects Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada. 53

Myths about Agile Proj. Mgt. o Common myths abound, although agile methods have been around for ~20 years: n Agile methods are only for software development n Agile methods are only for small co-located teams n Agile methods have no documentation n Agile methods have no requirements n Agile methods need traditional system architectures n Agile methods have no project management n Agile methods are undisciplined and unmeasurable n Systems built using agile methods are unmaintainable and insecure 54

When to use Agile Proj. Mgt. o o o On exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly-innovative & creative Traditional Project Management Agile Project Management · Predictable situations · High-levels of uncertainty and unpredictability · Low-technology projects · High-technology projects · Stable, slow-moving industries · Fast-paced, highly-competitive industries · Low-levels of technological change · Rapid pace of technological change · Repeatable operations · Research-oriented, discovery projects · Low-rates of changing project performance · Large-fluctuations in project performance · Long-term, fixed-price production contracts · Shorter-term, performance-based RDT&E contracts · Achieving concise economic efficiency goals · Achieving high-impact product/service effectiveness · Highly-administrative contracts · Highly-creative new product development contracts · Mass production and high-volume manufacturing · Customer-intensive, one-off product/service solutions · Highly-predictable and stable market conditions · Highly-volatile and unstable market conditions · Low-margin industries such as commodities · High-margin, intellectually-intensive industries · Delivering value at the point-of-plan · Delivering value at the point-of-sale Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press. 55

Conclusion o o o Traditional methods are well-suited for predictability Agile Methods are well-suited for high uncertainty It comes down to efficiency versus effectiveness Thomke, S. (2003). Experimentation matters: Unlocking the potential of new technologies for innovation. Boston, MA: Harvard Business School Publishing. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. 56

New Book on Agile Methods o o o Guide to Agile Methods for business leaders Communicates business value of Agile Methods Rosetta stone to Agile Methods for traditional folks n n http: //davidfrico. com/agile-book. htm (Description) http: //www. amazon. com/dp/1604270314 (Amazon) 57