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1 Callers are in a Listen Only Mode Access the teleconference line by clicking on the Event Info tab located in the upper left-hand of your screen. Use the listed Teleconference number, Access Code, and Attendee ID to sync your phone and web connection. VOIP is not recommended.

2 Welcome to NCMA s Creating an Agile Acquisition Culture March 10th 2016 Noon 1:30 p.m. (Eastern)

3 Disclaimer This Presentation is for informational purposes only and does not constitute legal advice. For legal advice on any issue, you should consult with an attorney.

4 Creating an Agile Acquisition Culture Wayne Brantley, Associate Vice President of Professional Education, Villanova University March 10th :00 p.m. 1:30 p.m. (Eastern) 4

5 Creating an Agile Culture Today What is Agile? Agile principles Can agile work for non-it efforts? Differences from traditional project management Agile roles, events, and artifacts Benefits of using agile Keys to agile success 5

6 You have to do Agile Clinger-Cohn act of 1996 makes agile process mandatory FAR Part (b) Ensures that all requirements of law, executive orders, regulations, and all other applicable procedures, including clearances and approvals, have been met. In order to perform these responsibilities, contracting officers should be allowed wide latitude to exercise business judgement.

7 Please answer these questions 1. Do you have complex products? 2. Do you work in a changing environment? 3. Do you have cross-functional teams? 4. Do your teams collaborate?

8 What is agile? According to Dilbert

9 What is agile? Evolved from software development Breaks work into time boxed iterative deliveries of work Prioritizes work so that the most valued work is delivered Continuous delivery

10 What is agile? Agile is an umbrella term for a framework that refers to a group of methodologies Scrum is the most used Others include: Lean Kanban XP Crystal DSDM

11 What is agile? Based on three pillars: Transparency Inspection Adaption

12 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values

13 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values Most Important Important but not the focus

14 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values Most Important Individuals and interactions Important but not the focus over processes and tools

15 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values Most Important Individuals and interactions Working Important but not the focus over processes and tools over comprehensive documentation

16 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values Most Important Individuals and interactions Working Important but not the focus over processes and tools over comprehensive documentation Customer collaboration over contract negotiation

17 Contract Type for Agile Projects Blanket Purchase Agreement (BPA) Indefinite Quote Indefinite Delivery (IDIQ) Task orders used in both to supply a detailed scope of work David Neumann, Excella Consulting

18 Agile Values Agile Values Feb 2001 Agile Manifesto 4 Values Most Important Individuals and interactions Working Important but not the focus over processes and tools over comprehensive documentation Customer collaboration Responding to change over contract negotiation over following a plan

19 Agile Manifesto 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project.

20 Agile Manifesto 5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is faceto-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

21 Agile Manifesto 9. Continuous attention to technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

22 Agile Manifesto Exercise Handout Identify in your area the replacement word for any reference to software in the Agile Manifesto.

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24 Can agile work for non-it efforts? First we had the agricultural revolution Plant and hunt Wandered less and worked in one place Next we had the industrial revolution Development of machines and factories Led to many project management tools

25 Can agile work for non-it efforts? Now we have the information revolution Focus is on information and collaboration Relies on knowledge workers o Engineers o Programmers o Contract Managers o Project Managers o Teachers o Scientist o Lawyers o Doctors o Marketing o Accounting and more

26 Can agile work for non-it efforts? Characteristics of Industrial Work Characteristics of Knowledge Workers Work is visible Work is stable Emphasis is on running things More structure with fewer things Focus on the right answers Define the task Command and control Strict standards Focus on quantity Measure performance to strict standards Minimize cost of workers for a task Work is invisible Work is changing Emphasis is on changing things Less structure with more decisions Focus on the right questions Understand the task Give autonomy Continuous innovation Focus on quality Continuously learn and teach Treat workers as assets and not as costs

27 Differences from traditional project management Traditional PM Agile PM Focus on processes and tools Focuses on team communication and interaction Anticipates limited changes and requires comprehensive documentation Places priority on developing products and/or solutions that will be progressively modified and improved Emphasizes the importance of contract negotiation and tasks delineated in the contract Emphasizes the importance of customer project team collaboration and daily communication Works the plan; follows the plan to the end Features flexibility and response to change Minimize cost of workers for a task Treat workers as assets and not as costs

28 Differences from traditional project management

29 Comparison of Agile and Waterfall Development

30 Differences from traditional project management

31 Agile Roles Scrum Master Product Owner Team

32 Agile Roles Scrum Master Scrum Master will facilitate the team Remover of the barriers (impediments) to the team s work Servant Leader Encourages collaboration and open communication

33 Agile Roles Product Owner Product Owner is the keeper of the requirements (backlog) Interface between the business and customer needs and the team Maintains the product backlog priorities Accountable for ROI

34 Agile Roles - Team Self organized Cross functional 5 9 ideal size Inspects and adapts Critical thinkers

35 Agile Events Sprints Timeboxed to less than 30 days (2 weeks recommended) Sprint Planning team works to identify what will be delivered in this sprint Daily scrum 15 minute meeting What was done yesterday/last meeting? What will be done today/next meeting? What obstacles are in the way?

36 Artifacts - The Product Backlog List of all the work Defines the scope of the project Customer requirements

37 Artifacts - The Product Backlog

38 Artifacts - The Sprint Backlog Prioritized partial list of the work from the Product Backlog Work to be done in next 30 days 2 week intervals are better

39 Artifacts - The Sprint Backlog

40 Artifacts - The Agile Process

41 Benefits of using agile 90% of teams have increase productivity 85% of teams have reduced defects 83% of teams have accelerated time to market 66% of teams have reduced cost

42 Benefits of using agile In 2011, the Office of the Chief Information Officer at a large Federal agency decided to abandon its traditional under-performing development practices and adopt agile. Cut ties with existing vendors and embarked on adopting agile practices while simultaneously altering their procurement process and working to rebuild trust relationships with their customers.

43 Benefits of using agile In less than 18 months, the agency s development group delivered four major software releases successfully, with additional deliverables to follow. They ll have invested two years and $12 million to complete a program scope that was originally projected to take 5 years and cost over $60 million, a significant return on their investment in adopting agile.

44 Benefits of using agile Agile Return on Investment The FBI Sentinel Project o 10 years o $597m spent Agile o 3 years o $114m o $451m under budget

45 Keys to Agile Success Organizational transformation Starts at the top Change of culture

46 Keys to Agile Success Organizational transformation Starts at the top Change of culture Self organized teams Teams are empowered They need to be trained They have critical thinking skills

47 Keys to Agile Success Scrum Masters as Servant Leaders They are there to enable the team Good facilitation skills Product owners that know the product Must understand the business Authority to make decisions on deliverables

48 Summary What is Agile? Agile principles Can agile work for non-it efforts? Differences from traditional project management Agile roles, events, and artifacts Benefits of using agile Keys to agile success 48

49 Contact Information Wayne Brantley Associate Vice President, Professional Education For more information on Villanova University s Online Agile Management program visit our website or call , x1341 for more information 49

50 Questions Type your question into the Q&A panel using the default of All Panelists Upcoming Webinars: Cybersecurity in Government Contracting March 24, 2016 Common Mythconceptions in GSA Schedule Contracting April 7, 2016 The Devil is in the Details: Applying Best Practies for Your Acquisition and Source Selection April 21, 2016

51 Thank you for participating in today s program. 51