Agile Systems Engineering
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![The Benefits f Agile s Engineering in Prgram Management Case Study: Develping a Cncept f Operatins (CnOps) fr a Pwer Cntrl Center Upgrade Natinal Defense Industrial Assciatin [NDIA] 19th Annual s](/docs-images/74/70401700/images/1-0.jpg "Engineering Cnference Track 5 Agile [Sessin 18912] Springfield, VA Octber 26, 2016 OLIVER HOEHNE, PMP, CSEP, CSM SENIOR TECHNICAL PRINCIPAL & PROJECT MANAGER WSP PARSONS BRINCKERHOFF EMAIL:")
1 The Benefits f Agile s Engineering in Prgram Management Case Study: Develping a Cncept f Operatins (CnOps) fr a Pwer Cntrl Center Upgrade Natinal Defense Industrial Assciatin [NDIA] 19th Annual s Engineering Cnference Track 5 Agile [Sessin 18912] Springfield, VA Octber 26, 2016 OLIVER HOEHNE, PMP, CSEP, CSM SENIOR TECHNICAL PRINCIPAL & PROJECT MANAGER WSP PARSONS BRINCKERHOFF HOEHNEOM@PBWORLD.COM LINKEDIN: TEL.: (973) CELL: (862)
2 AGENDA Practical Example Practical Example Prject Backgrund, Challenges & Objectives Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
3 PROJECT BACKGROUND PROJECT SCOPE: Pwer Cntrl Center (Examples) Facilitate and Supprt Develpment f Cncept f Operatins (CnOps) fr a Pwer Cntrl CnOps t Serve as Agreement between Operatrs & Maintainers and Designers & Implementers Mix f Experienced s Engineers and Industry & Technlgy Subject Matter Experts Guide Client & Make Recmmendatins based n Dmestic & Internatinal Best Practices
4 CONCEPT OF OPERATIONS Prfessinal Business Analyst Stakehlder Requirements Current As-Is Alternative Reviews Planned T-Be Gap Analysis As-Is vs. T-Be CnOps (SDLC) Output Peple Peple Prcesses Prcesses Prducts Prducts
5 PROJECT CHALLENGES Waterfall Apprach with Ptential Late Surprises & Rewrk Case Study Challenges (Risks): Numerus Stakehlders and Legacy s Firm Fixed Price Smewhat Undefined Scpe Demanding 14 Week Timeline Stvepiped Client Organizatin Distributed Prject Team (2 Cntinents, 8 Time Znes) Surce: Ryce, W. W Managing the Develpment f Large Sftware s. Prceedings, IEEE WESCON. Figure 2, 3, and 4.
6 OBJECTIVES (RISK MITIGATIONS) Satisfy the Client thrugh early and ften delivery f CnOps, aviding late surprises cmmn t the waterfall apprach Incrprate changes frm CnOps reviews and walk-thrughs ( sprint reviews ) int each new revisin f the CnOps befre next release Deliver shippable versins, with an average f three weeks between sprints, keeping the team fcused and the Client apprised f the prgress Wrk tgether with the Client in frequent stakehlder meetings thrughut the prject and meet in persn whenever pssible Use released versins f the CnOps as a measure f prgress (demnstrating earned value) Prvide cntinuus attentin t technical excellence, using best practices and building trust with the Client Surce: Adapted frm Principles behind the Agile Manifest -
7 PROGRESS Practical Example Prject Backgrund, Challenges & Objectives Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
8 MANAGEMENT CONSIDERATIONS Prject Management s Engineering Agile Prduct Develpment Lean Prduct Develpment Flw Request fr Prpsal Scpe Management Cst Management Schedule Management Risk Management Other s Develpment Cncept f Operatins Stakehlder Mgmt. Legacy Prducts & Prcedures Other Early & Often Delivery Shippable Prduct Increment (Sprint) Reviews Avid Late Surprises Prgress Demnstratin Other Cntinuus Wrk Flw Individual Takt Perids Regular Integratin Lean Principles (i.e. Pull, Value, etc.) Other
9 PROJECT MANAGEMENT CONSIDERATIONS Scpe Management Resurce PV Perid 1 Perid 2 Perid n Wrk Breakdwn Structure (D) Deliverable #1 (A) Activity #1 Res. #1 (A) Activity #2 Res. #2 (A) Activity #n Res. #n (D) Deliverable #2 (D) Deliverable #n 1d 1d 1d 100% 80% Cst Management Time Management Cst & Schedule Perfrmance
10 SYSTEMS ENGINEERING CONSIDERATIONS Stakehlder Requirements Requirements Element Element Element Architecture Interfaces & Interactin Element Element Element Detailed Design Surce: Mdel#/media/File:s_Engineering_Prcess_II.svg
11 TYPICAL CONOPS OUTLINE Current As-Is CnOps Structure Alternative Reviews Planned T-Be Gap Between As-Is and T-Be
12 CONOPS VIEWED AS A SYSTEM Stakehlder Requirement s Requirement s CONTRACT CnOps Architecture ystem lement Element Element Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Elements m nt Element Element Interfaces & Interactin
13 ORGANIZATIONAL STRUCTURE CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Stakehlder Manager s Engineer CONTRACT 4.0 CnOps Prject Manager 8.0 Stakehlder Requirements Requirements Architecture Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Elements Subject Matter Expert(s) Best Practice Outreach Interfaces & Interactin
14 AGILE PRODUCT DEVELOPMENT CONSIDERATIONS Sprint Review & Retrspective Prduct Backlg Sprint Planning Sprint Backlg Shippable Prduct
15 AGILE PRODUCT DEVELOPM. APPLIED TO CONOPS Prduct Backlg (CnOps) CONTRACT CnOps Sprint Backlgs Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Shippable Prduct (CnOps) Sprint Reviews
16 LEAN PRODUCT DEVELOPMENT FLOW CONS. Wrk Perids Wrk Perids Surce: Oppenheim, Bhdan W Lean Management f Cmplex Prgrams. INCOSE IW Transprtatin WG Integrative Event Integrative Event Integrative Event CONTRACT CONTRACT CONTRACT CONTRACT CnOps CnOps CnOps CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent
17 Sprint 0 Signed CnOps PRACTICAL EXAMPLE LEAN PRODUCT DEV. APPLIED TO CONOPS Anntated Outline CONTRACT CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Signed CnOps In-Prgress CnOps Draft CnOps Pre-Final CnOps Final CnOps Sprint 1 Sprint 2 Sprint 3 Sprint 4 I Outline I In-Prgress I Draft I Pre-Final E
18 PUTTING IT ALL TOGETHER Scpe Prject Management Wrk Breakdwn Structure (D) Cncept f Operatins (D) Anntated Outline (A) % (D) In-Prgress Revisin (A) Incrprate Cmments SE 2d (A) Prepare 1.0 SM 6d (A) Prepare 2.0 (A) Integrate & Submit (D) Draft Revisin (D) Pre-Final Revisin (D) Signed Revisin (D) Other Deliverables (D)... Resurce PV Perid 1 Perid 2 Perid 3 Perid 4 Perid 5 SE Time SE 2d 1d s Engineering AC/EV Agile SE/PM Agile SE/PM Lean SE/PM Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 S A B C I D E F G J I H I K I L I M N O E
19 PUTTING IT ALL TOGETHER (CONT D) Fllw Standard Prject Management Practices
20 PROGRESS Practical Example Prject Backgrund, Challenges & Objectives Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
21 SPRINT #0 ANNOTATED OUTLINE CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Mbilizatin & Planning Prject Kick-Off Meeting Management Plan(s) Anntated CnOps Outline (15 Pages)
22 SPRINT #1 IN-PROGRESS CONOPS CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Incrprate Sprint Review Current r Situatin Stakehlder Interviews Operatrs & Maintainers Operating Prcedures s & Interfaces CnOps Walk-Thrugh
23 SPRINT #2 DRAFT CONOPS CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Incrprate Sprint Review Stakehlder Requirements Best Practice Analysis Alternatives Analysis Planned r Situatin CnOps Walk-Thrugh Questinnaire: 15 Dmestic, 3 Internatinal Interviews
24 SPRINT #3 PRE-FINAL CONOPS CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Incrprate Sprint Review Gap Analysis Impact Analysis Migratin Strategy CnOps Walk-Thrugh
25 SPRINT #4 FINAL CONOPS CONTRACT 4.0 CnOps Cntent Cntent Cntent Cntent Cntent Cntent Cntent Cntent Incrprate Sprint Review Summary & CnOps Output Circulate fr Signatures
26 PROGRESS Practical Example Prject Backgrund, Challenges & Objectives Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
27 ACCOMPLISHMENTS & BENEFITS s Engineering helped significantly defining the prject scpe such as prject phases, deliverables, activities, etc. Delivering the CnOps early and ften helped aviding late surprises that culd have ptentially resulted in rewrk, delays, and cst verruns Sprints with an average length f three weeks kept the team fcused and did nt allw fr distractins Perfrming regular integratin f new cntent int shippable CnOps architecture distributed the integratin wrk lad and risk Spring reviews were valuable pprtunity t validate stakehlder requirements Released versins f the CnOps served very well as a measure f prgress (demnstrating earned value) Frequent stakehlder meetings and sprint reviews kept the client engaged Prject resulted in high-quality prduct, satisfied client, delivered n-time and 20% under budget
28 PROGRESS Prblem Statement Practical Example Prject Backgrund Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
29 APPLICABILITY TO DOD ACQUISITIONS USER NEEDS CnOps Acquisitin Framewrk Surce: Integrated Defense Acquisitin, Technlgy, and Lgistics Life Cycle Management
30 APPLICABILITY TO DOD ACQUISITIONS JOINT CAPABILITIES INTEGRATION DEVELOPMENT SYSTEM Identificatin f Capability Requirements
31 APPLICABILITY TO DOD ACQUISITIONS INTEGRATED ACQUISITION FRAMEWORK
32 PROGRESS Prblem Statement Practical Example Prject Backgrund Prject Management Apprach Prject Implementatin Prject Accmplishments & Benefits Applicability t DD Acquisitins Summary
33 AGILE SYSTEMS ENGINEERING SUMMARY
34 CONCLUSIONS & SUMMARY QUESTIONS & ANSWERS Thank Yu fr Yur Attentin! OLIVER HOEHNE, PMP, CSEP, CSM SENIOR TECHNICAL PRINCIPAL & PROJECT MANAGER WSP PARSONS BRINCKERHOFF LINKEDIN: TEL.: (973) CELL: (862)
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