Agile Development & Systems Engineering: The Odd Couple. December Glenn Tolentino, PhD John Wood, PhD

Transcription

1 Agile Development & Systems Engineering: The Odd Couple December 2017 Glenn Tolentino, PhD John Wood, PhD Copyright 2017 by Glenn Tolentino & John Wood. Permission granted to INCOSE to publish and use.

2 Presentation Goals Define Agile Development and Systems Engineering Understand strengths and weaknesses of each discipline Describe approach to integrate the disciplines in a manner that maximizes the benefits while minimizing the weaknesses of each 2

3 The Odd Couple Image source: 3

4 New Main Characters Hat Tip Barclay Brown Image source: 4

5 According to the Agile Alliance: What is Agile Development? Agile Software Development is an umbrella term for a set of methods and practices based on the values and principles expressed in the Agile Manifesto. Source: 5

6 What is Systems Engineering? According to INCOSE: Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem: Operations Performance Test Manufacturing Cost & Schedule Training & Support Disposal Source: 6

7 Project Context Image source: & 7

8 Behind the Scenes Collect Condition & Store Consolidate/Fuse Consume Disparate Data Sources Data Repository Common Web Portal, Inter-widget communication, Data Services In Service Support Activities Graphic Viewers Alerting Logistics Analytics Reports Fleet Support Metrics Engineering Text Mining Data Mining Reports/Alerts CAP Services Target Analytics Corrective Action Data Types IETM Faults Sensor data AC Diagnostics Maintenance Engineering/Modeling Configuration/Supply/Vendor Mission Training Discrepancies Services Ingest, Parse and/or condition data Transform data as to support consumers Identify data gaps and notify provider Gap fill for missing data if needed Store data in repository Services Transform, fuse, consolidate data to support: Targeted analytics Reporting Fleet, logistics, engineering and Readiness activities Persist meta-data in repository Provide Common web portal for access to data, analytics and tools Inter-widget communication Services Targeted analytics Automated alerting Automated reporting CAP activity services Metrics collection/distribution Engineering Support Logistics Support Fleet Support 8

9 Old Perception of SEs Image source: & 9

10 Old Perception of Agile Developers Image source: 10

11 Appearance vs. Reality Appearance SEs appeared to be slowing down progress ADs appeared to be advancing efforts quickly Reality SEs were considering not only the development efforts but also the life-cycle sustainment effects ADs were quickly developing products without regard to life-cycle sustainment constraints 11

12 Results? At first Image source: 12

13 Results? But then Image source: 13

14 And the SEs response 14

15 And the SEs response I told you so!! (No, not really.) 15

16 Why did this happen? Remember the definitions 16

17 Why did this happen? Agile Software Development is an umbrella term for a set of methods and practices based on the values and principles expressed in the Agile Manifesto. Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Systems Engineering is an interdisciplinary approach and means to enable the realization of successful systems. It focuses on defining customer needs and required functionality early in the development cycle, documenting requirements, then proceeding with design synthesis and system validation while considering the complete problem: Operations Cost & Schedule Performance Training & Support Test Disposal Manufacturing 17 Source: &

18 Symptoms of Uncontrolled Development Building tools without regard to how they will be owned, maintained, governed, etc. Building tools without regard to operating and sustainment costs Building tools without regard to applicable policy (e.g., requirement for Authority to Operate on DoD networks) Building tools without regard to future plans (i.e., no product roadmap) Building tools without regard to future plans of interfaces and inherited components (e.g., end of life dates for commercial software) Building tools without regard to site constraints (e.g., available servers, CPUs, data storage, HVAC, power) 18

19 How to fix? Engineer a collaborative environment that maximizes ADs ability to develop quickly while empowering SEs to influence design 19

20 Key Tools 3-Tier Roadmap Show the big picture Systems Engineering Plan Introduce structured approach Change Control Board Allow for inevitable change Prioritization and Task Monitoring Visually measure progress PLUS Understanding of Culture Change 20

21 3-Tier Roadmap 21

22 Execution Tips Engage key developers one-on-one, building understanding, relationships, and trust Use Post It exercise to capture ideas, align to timeframes, and cluster related concepts Ensure to capture viewpoints of other key stakeholders (e.g., sponsor, users, etc.) 22

23 Systems Engineering Plan Business Case Analysis Test Plan Schedule Software Development Plan Test Report Product Support Plan 23

24 Execution Tips Avoid the appearance of Waterfall approach (the nemesis of Agile!) Vee model concepts are solid, but many developers equate the Vee model to waterfall approach Embed SEs with the development team to complete required documentation Remember: ADs value working software over comprehensive documentation 24

25 Change Control Board 25

26 Execution Tips Have ADs actively participate in change request review and approval Have ADs dictate the level of documentation required for them to make a decision Remember: ADs value working software over comprehensive documentation 26

27 Prioritization and Task Monitoring 27

28 Execution Tips Leverage Scrum Board style visualization tools Allow individual teams to define process within each state and requirements to progress to the next state (e.g., moving from In Progress to Review ) 28

29 But processes and tools are NOT enough Culture eats Strategy for Breakfast - Peter Drucker Image source: 29

30 Two Culture Change Frameworks Strategic Level John Kotter s 8-step model Tactical Level Gleicher s change formula 30

31 John Kotter s 8-step Model Image source: 31

32 Gleicher s Change Formula (Dissatisfaction) (Vision) (First Steps) (Resistance to Change) 32

33 Gleicher s Change Formula (modified by John Sahlin, PhD) (Number of Change Efforts) 33

34 Missing Elements Image source: 34

35 Execution Tips Have realistic expectations It s harder than expected, takes longer than planned, and there s usually a crisis. Thom Walsh, PhD Constantly communicate the vision Build momentum by taking credit for early wins 35

36 Results? Image source: 36

37 Q&A 37

38 In Conclusion ADs are great at developing fast SEs are great at seeing the big picture as well as managing both near- and long-term risks Get the most out of both by creating a collaborative environment that maximizes ADs ability to develop quickly while empowering SEs to influence design Be prepared Culture change is hard and takes significant time Key tips: Involve ADs in the development and execution of tools (create a sense of ownership and control) Shift documentation burden away from ADs Avoid the appearance of waterfall Embrace appearance of agile and scrum 38