Lean & Agile. Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe

Transcription

1 Lean & Agile Project Management For Leading Large & Complex Programs & Projects Dr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe Website: LinkedIn: Agile Capabilities: Agile Resources: Agile Cheat Sheet:

2 Author Background Gov t contractor with 32+ 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 Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000 NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn l keynote speaker, 125+ talks to 12,000 people Specializes in metrics, models, & cost engineering Cloud Computing, SOA, Web Services, FOSS, etc. Adjunct at five Washington, DC-area universities 2

3 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 3

4 What is Agile Project Mgt.? A-P-M (ā-pē-ĕm): Light, flexible, collaborative, and adaptive; Market-centric project management model: Sound, yet flexible process to manage projects under uncertainty, urgency, and a need for unique expertise Values, principles, and practices to help project teams in coming to grips with a challenging environment Managing the flow of human thoughts, emotions, and interactions in a way that produces business value Rapidly and reliably creating value by engaging customers, continuously learning, and adapting 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. DeCarlo, 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. 4

5 When to use Agile Project Mgt.? 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 Stable, slow moving industries High technology projects 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. Rico, D. F. (2012). Agile vs. traditional projects. Retrieved February 6, 2013, from 5

6 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 6

7 Models of Agile Project Mgt. Dozens of Agile project management models emerged Stem from XP, Scrum, and new product development Vision, release, iteration, and learning are common Scrum XP XP-Scrum Adaptive APM sapm Product BL User stories Release plan Scoping Envision Vision Sprint BL Estimating Sprint plan Planning Speculate Roadmap Sprints Release plan Sprinting Feasibility Explore Release plan Daily standup Iteration plan Daily standup Cyclical dev. Iteration Sprint plan Sprint Review Task plan Sprint review Checkpoint Launch Daily Scrum Retrospective Iterating Retrospective Review Close Review-Retro Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall. Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. Augustine, S. (2008). Certified scrum master training: Not just how, buy why. Herndon, VA: LitheSpeed. Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. 7

8 Scrum Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of needed features Sprint-to-sprint, iterative, adaptive emergent model Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall. 8

9 Extreme Programming Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element User Stories Test Scenarios Extreme Programming Requirements New Stories Bugs Architectural Spike System Metaphor Release Planning Release Plan Iteration Latest Version Acceptance Tests Customer Approval Small Releases Uncertain Estimates Confident Estimates Next Iteration Spike Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. 9

10 Scrum-XP Hybrid Created by Sanjiv Augustine of Lithespeed in 2008 Release planning used to create product backlog Extends Scrum beyond Sprint-to-sprint planning Initial Planning Discovery Session Sprint Cycle Sprint Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog Release Planning Sprint Planning Daily Scrum Sprint Review Business Case Desired Backlog Hi-Level Estimates Set Sprint Capacity Identify Tasks Estimate Tasks Completed Backlog Items Planned Backlog Items Impediments to Progress Present Backlog Items Record Feedback Adjust Backlog Prioritize Backlog Finalize Backlog Sprint Retrospective Product Backlog Sprint Backlog Potentially Shippable Product Prioritized Requirements List of Technical Tasks Assigned to a Sprint Working Operational Software Augustine, S. (2008). Certified scrum master training: Not just how, buy why. Herndon, VA: LitheSpeed. 10

11 Adaptive Project Framework Created by Bob Wysocki for consulting in 2008 Designed to be a generic model for non-it projects Lightweight traditional project management approach Adaptive Project Framework Scoping Planning Feasibility Checkpoint Review Identify Opportunity Identify Project Type Develop Prototype Analyze Needs Finalize Documents Develop CoS Prioritize Constraints Reprioritize Needs Evaluation Solution Lessons Learned Write PoS Develop WBS Detailed WBS Estimate Value Process Changes Document Needs Team Formation Estimate Resources Determine Success Final Report Stage Gate 1 Review Stage Gate 2 Review Stage Gate 3 Review Stage Gate 4 Review Stage Gate 5 Review Cyclical Product or Service Implementation Cycle Planning Product or Service Implementation Daily Meetings Cycle Reviews Responsibilities Select Personnel with Needed Skills Arrange Facilities Update Requirements Timelines Identify Detailed Technical Tasks Prepare Agendas Update Scope Work Packages Create Detailed Architectures and Designs Send Meeting Notices Update Schedules Communications Select and Implement Technical Solutions Facilitate Meetings Update Plans Governance Perform Development and Operational Tests Record Action Items Inform Stakeholders Continuous Improvement Continually improve process, documents, team, architecture, designs, implementation, tests, etc. Stage Gate 3.n Review Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 11

12 Agile Project Management Created by Jim Highsmith of Cutter in 2010 Front-end visions and architectures and final QA Light project model wrapped around agile practices Innovation Lifecycle Envision Speculate Explore Launch Close Product Vision Gather Requirements Iteration Management Final Review Clean Up Open Items Product Architecture Product Backlog Technical Practices Final Acceptance Support Material Project Objectives Project Community Release Planning Risk Planning Team Development Team Decisions Final QA Final Documentation Final Retrospective Final Reports Delivery Approach Cost Estimation Collaboration Final Deployment Project Celebration Iterative Delivery Technical Planning Development, Test, & Evaluation Operational Testing Adapt Story Analysis Development Pairing Integration Testing Focus Groups Task Development Unit Test Development System Testing Technical Reviews Task Estimation Simple Designs Operational Testing Team Evaluations Task Splitting Coding and Refactoring Usability Testing Project Reporting Task Planning Unit and Component Testing Acceptance Testing 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. 12

13 Agile Project Management Simplified Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simple codification of common XP-Scrum hybrid Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. 13

14 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 14

15 User Story A function or feature of value to a customer An estimable and testable system requirement 7 to 15 stories should be implemented per iteration Beck, K., & Fowler, M. (2004). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley. 15

16 Epics Epics are very large enterprise requirements They are often called capabilities or feature sets A very-large unit of work that must be decomposed Cohn, M. (2004). User stories applied: For agile software development. Boston, MA: Addison-Wesley. 16

17 Detailed Sub-Stories Details can be added in smaller sub-stories Good way to functionally-decompose user stories May also represent an object-oriented point-of-view Cohn, M. (2004). User stories applied: For agile software development. Boston, MA: Addison-Wesley. 17

18 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 18

19 Agile Project Management Simplified Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simple codification of common XP-Scrum hybrid Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing. 19

20 Stage 1 Vision Description. Product goals aligned with strategy Owner. Product Owner Frequency. At least annually [1-2 hours] Process Steps 1. Develop product objective. 2. Create draft vision statement. 3. Validate and revise vision statement. 4. Finalize vision statement. Vision For. <target customer> Who. <needs it> The. <product name> Is a. <product category> That. <product benefit, reason to buy> Unlike. <competitors> Our product. <differentiator, value added> Example For. Bank customers Who. Want mobile banking The. Mobile banking application Is a. Mobile device enable banking app That. Provides secure, 24x7 mobile banking Unlike. Brick-and-mortar access points Our product. Enable 24-hour a day services Product owner identifies product vision. Vision is project's destination. It defines what product is, how it supports organization strategy, who will use it, and why people will use it. 20

21 Stage 2 Product Roadmap Description. Holistic view of product features Owner. Product Owner Frequency. At least biannually [2-4 hours] Process Steps Features 1. Identify product features. 2. Arrange product features. Account Open acct. Modify acct. Close acct. Status Login Balances Statements Transaction Deposit Withdrawal Transfer 3. Estimate and order product features. Roadmap 4. Determine high-level time frames. 1Q 2Q 3Q 4Q 5Q Account Status Transaction Product owner creates product roadmap. Roadmap is high-level view of product requirements with loose timeframe for development. Identify, estimate, valuate, prioritize, and schedule themes. 21

22 Stage 3 Release Planning Description. Release timing for product functions Owner. Product Owner Frequency. At least quarterly [4-8 hours] Process Steps 1. Decompose product features. 2. Create release plan. Establish release goal. Prioritize or order user stories. Set release date. Refine user stories. Verify release plan. Create Login Setup Open Decomposition Account Modify Password Address Type Release Plan Close Notify Refund Rationale Sprint 1 Sprint 2 Sprint 3 Release 1 Story 1 Story 11 Story 1 Story 11 Story 1 Story 11 Story 1 Story 11 Product owner creates release plan. Release plan identifies high-level timetable for releasing functions. Mid-term goals that team mobilizes around. There are many releases in priority order. 22

23 Stage 4 Sprint Planning Description. Specific iteration goals and tasks Owner. Product Owner and Development Team Frequency. At the start of each sprint [2-4 hours] Process Steps 1. Establish goals and choose user stories. 2. Decompose stories into tasks and create sprint backlog. Goals & User Stories As a mobile banking customer, I want to create an account so I can write personal checks Create account. Login to account. Setup checking account. Sprint Backlog Task Pri Status Who App. M T W T F Create account: Setup 1 Done Sue Joe Install 2 Done Sue Joe Schema 3 Done John Joe Queries 4 In-work Bob Forms 5 N/S Patty Test 6 N/S Sam Product owner, Scrum Master, and Developers create sprint plan. Sprint planning done at start of sprint. Product backlog must be ready. Developers select sprint goal and what can be done. 23

24 Stage 5 Daily Scrum Description. Establish & coordinate daily priorities Owner. Development Team Frequency. Daily [15-minutes] Process Steps 1. Hold daily standup meeting. 2. Update sprint burndown chart. 3. Perform design, development, test, and evaluation. Daily Standup All Developers on Team Answer Three Questions in Round-Robin Style What has been done since the last meeting? What will be done before the next meeting? What obstacles are in my way? Sprint Burndown Developers hold daily standup meetings. Purpose is to coordinate daily priorities. Identify what was done, what will be done, and impediments. Task boards and Sprint burndown are updated. 24

25 Stage 6 Sprint Review Description. Demonstration of working product Owner. Product Owner and Development Team Frequency. At the end of each sprint [2-4 hours] Process Steps 1. Prepare sprint review meeting. 2. Hold sprint review meeting. 3. Collect feedback from stakeholders. Product Demonstration Developers Perform a Live Demo Target Hardware and Answer Stakeholder Questions What was the goal of the sprint? What user stories were attempted? What user stories were implemented? Stakeholder Feedback Poll Stakeholders One-by-One in Round-Robin Style to Solicit their Feedback Is the product acceptable as implemented? Is the product acceptable with modifications? Is the product unacceptable as implemented? Developers hold a sprint review. Sprint review performed at end of sprint. Developers demo validated code to stakeholders. Stakeholders vote on demo outcome. Product backlog reprioritized. 25

26 Stage 7 Sprint Retrospective Description. Refine environment and processes Owner. Development Team Frequency. At the end of each sprint [1-2 hours] Process Steps 1. Plan sprint retrospective meeting. 2. Hold sprint retrospective meeting. 3. Inspect and adapt. Sprint Retrospective Developers Perform a Live Demo Target Hardware and Answer Stakeholder Questions What went well in the last sprint? What could be improved in the next sprint? What people, process, and tools should change? Process Improvements Scrum Master Records Action Items and Prepares Process Improvement Plan Scrum master records suggested improvements. Developers prioritize suggested improvements. Add high-priority non-functional items to backlog. Developers hold sprint retrospective. Retrospective held at end of sprint. Developers identify the good and bad. Scrum master records results. Processes, tools, and backlog may be adjusted. 26

27 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 27

28 Agile Enterprise Frameworks Dozens of Agile enterprise frameworks have emerged Many stem from principles of Extreme Programming All include product, project, & team management ESCRUM SAFE LESS DAD RAGE Product Mgt Strategic Mgt Business Mgt Business Mgt Business Program Mgt Portfolio Mgt Portfolio Mgt Portfolio Mgt Governance Project Mgt Program Mgt Product Mgt Inception Portfolio Process Mgt Team Mgt Area Mgt Construction Program Business Mgt Quality Mgt Sprint Mgt Iterations Project Market Mgt Delivery Mgt Release Mgt Transition Delivery Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press. Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley. Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education. Thompson, K. (2013). cprime s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from 28

29 Enterprise Scrum (ESCRUM) Created by Ken Schwaber of Scrum Alliance in 2007 Application of Scrum at any place in the enterprise Basic Scrum with extensive backlog grooming Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press. 29

30 Scaled Agile Framework (SAFE) Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 30

31 Large Scale Scrum (LESS) Created by Craig Larman of Valtech in 2008 Scrum for larger projects of 500 to 1,500 people Model to nest product owners, backlogs, and teams Product Owner Area Product Owner Sprint Planning II 2-4 hours Feature Team + Scrum Master Sprint Backlog Daily Scrum 15 minutes 1 Day 2-4 Week Sprint Product Backlog Refinement 5-10% of Sprint Sprint Retrospective Sprint Planning I 2-4 hours Potentially Shippable Product Increment Sprint Review Joint Sprint Review Product Backlog Area Product Backlog Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley. 31

32 Disciplined Agile Delivery (DAD) Created by Scott Ambler of IBM in 2012 People, learning-centric hybrid agile IT delivery Scrum mapping to a model-driven RUP framework Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education. 32

33 Recipes for Agile Governance (RAGE) Created by Kevin Thompson of cprime in 2013 Agile governance model for large Scrum projects Traditional-agile hybrid of portfolio-project planning Thompson, K. (2013). cprime s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from 33

34 Agile Enterprise F/W COMPARISON Numerous lean-agile enterprise frameworks emerging escrum & LeSS were 1st (but SAFe & DaD dominate) SAFe is the most widely-used (with ample resources) Factor escrum SAFe LeSS DaD RAGE Simple Well-Defined Web Portal Books Measurable Results Consultants Tools Popularity International Fortune 500 Government Lean-Kanban Training & Cert Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from 34

35 Agenda Introduction Models Stories Phases Scaling SAFe Metrics Tools Leading Summary 35

36 Scaled Agile Framework (SAFe) Quality, execution, alignment, & transparency focus Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Portfolio Program Team Leffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved June 2, 1024 from 36

37 SAFe Scaling at PORTFOLIO Level Vision, central strategy, and decentralized control Investment themes, Kanban, and objective metrics Value delivery via epics, streams, and release trains AGILE PORTFOLIO MANAGEMENT Decentralized decision making Demand-based continuous flow Lightweight epic business cases Decentralized rolling wave planning Objective measures & milestones Agile estimating and planning Strategy Governance Investment Funding Program Management Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 37

38 SAFe Scaling at PROGRAM Level Product and release management team-of-team Common mission, backlog, estimates, and sprints Value delivery via program-level epics and features AGILE RELEASE TRAINS Driven by vision and roadmap Lean, economic prioritization Frequent, quality deliveries Fast customer feedback Fixed, reliable cadence Regular inspect & adapt CI Alignment Synchronization Collaboration Value Delivery Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 38

39 SAFe Scaling at TEAM Level Empowered, self-organizing cross-functional teams Hybrid of Scrum PM & XP technical best practices Value delivery via empowerment, quality, and CI AGILE CODE QUALITY Pair development Emergent design Test-first Refactoring Continuous integration Collective ownership Product Quality Predictability Customer Satisfaction Speed Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education. 39

40 SAFe Case Studies Most U.S. Fortune 500 companies adopting SAFe Goal to integrate enterprise, portfolios, and systems Capital One going through end-to-end SAFe adoption John Deere Spotify Comcast Agricultural automation 800 developers on 80 teams Rolled out SAFe in one year Transitioned to open spaces Field issue resolution up 42% Quality improvement up 50% Warranty expense down 50% Time to production down 20% Time to market down 20% Job engagement up 10% Television cable/dvr boxes Embedded & server-side 150 developers on 15 teams Cycle time - 12 to 4 months Support 11 million+ DVRs Design features vs. layers Releases delivered on-time 100% capabilities delivered 95% requirements delivered Fully automated sprint tests GUI-based point of sale sys Switched from CMMI to SAFe 120 developers on 12 teams QA to new feature focus Used Rally adoption model 10% productivity improvement 10% cost of quality reduction 200% improved defect density Production defects down 50% Value vs. compliance focus Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC. Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from 40

41 SAFe Benefits Cycle time and quality are most notable improvement Productivity on par with Scrum at 10X above normal Data shows SAFe scales to teams of 1,000+ people Benefit Nokia SEI Telstra BMC Trade Station Discount Tire Valpak Mitchell John Deere Spotify Comcast Average App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS Weeks People Teams Satis 25% 29% 15% 23% Costs 50% 10% 30% Product 2000% 25% 10% 678% Quality 95% 44% 50% 50% 60% Cycle 600% 600% 300% 50% 300% 370% ROI 2500% 200% 1350% Morale 43% 63% 10% 39% Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC. Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from 41

42 SAFe Summary Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader SAFe is extremely well-defined in books and Internet SAFe has ample training, certification, consulting, etc. SAFe leads to increased productivity and quality SAFe is scalable to teams of up to 1,000+ developers SAFe is preferred agile approach of Global 500 firms SAFe is agile choice for public sector IT acquisitions SAFe cases and performance data rapidly emerging Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from 42

43 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 43

44 Agile Metrics Taxonomy Agile methods are based on traditional measures Story points, velocity, and burndown basic metrics Experts use Agile EVM, test, ROI & portfolio metrics 1. Agile CODE Metrics Code Size Code Complexity Object Oriented Code Coverage Code Defects Relational Design 2. Agile PROJECT Metrics Software Size Software Productivity Software Effort Software Quality Software Schedule Software Success AGILE METRICS 1. Agile CODE Metrics 2. Agile PROJECT Metrics 3. Agile TRACKING Metrics 4. Agile TESTING Metrics 5. Agile VALUE Metrics 6. Agile HEALTH Metrics 7. Agile PORTFOLIO Metrics 7. Agile PORTFOLIO Metrics Portfolio Kanban Epic Progress Portfolio Radar Release Train Radar Lean Portfolio Metrics Enterprise Scorecard 6. Agile HEALTH Metrics Teamwork Quality Collaboration Quality Agile Process Maturity Agile Adoption Rate Degree of Agility Product Flexibility 3. Agile TRACKING Metrics Story Points Sprint Burndown Release Burndown Velocity Feature Progress Agile Earned Value 4. Agile TESTING Metrics Test Coverage Test Automation Integration Builds Running Tested Features DevOps Automation Deployment Frequency 5. Agile VALUE Metrics Total Lifecycle Costs Total Lifecycle Benefits Benefit to Cost Ratio Return on Investment Net Present Value Real Options Analysis Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing. 44

45 Agile Performance Measurement Burndown Cumulative Flow 45 Work (Story, Point, Task) or Effort (Week, Day, Hour) Work (Story, Point, Task) or Effort (Week, Day, Hour) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) Earned Value Management - EVM CPI SPI PPC APC Earned Business Value - EBV Work (Story, Point, Task) or Effort (Week, Day, Hour) Work (Story, Point, Task) or Effort (Week, Day, Hour) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.) Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)

46 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 46

47 Agile Tools Across the Life Cycle Enables enterprises to be flexible but disciplined Allows enterprises to distribute project work teams Ensures distributed project teams are collaborating Project Management Version One Rally Scrum Works VSTS Agile Team Agile Enterprise Scope Manager Story Studio XP Plan It Iterate XP Tracker Agilo XP CGI XP Web Xplanner Ice Scrum Project Cards Target Process Xtreme Planner Team System Community Enterprise Mingle Hansoft Requirements Design Coding Testing DOORS Requisite Pro SLATE Rhapsody Telelogic System Architect Rational System Architect Eclipse Visual Studio Sun Studio JUnit NUnit Xunit CPPUnit Gtest Fit Fitnesse Selenium Quality Assurance Configuration Mgt Build Automation Continuous Integ. CheckStyle PMD EMMA Jdepend Cobertura Gcov Subversion (SVN) Concurrent Versions Sys. ClearCase Ant NAnt Maven Make Cruise Control Hudson BuildBot Collaboration Wiki Documentation WebEx Skype MeetMe Wimba MediaWiki TracWiki PhpWiki NDoc Javadoc Doxygen itext 47

48 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 48

49 Models of AGILE LEADERSHIP Numerous theories of agile leadership have emerged Many have to do with delegation and empowerment Leaders have major roles in visioning and enabling AGILE EMPLOYEE RADICAL LEAN LEADERSHIP Organic Teams Autonomy Self Org. Teams Talented Teams Empowerment Guiding Vision Alignment Communication Alignment Alignment Transparency Transparency Transparency Systems View Motivation Light Touch Purpose Iterative Value Reliability Scaling Simple Rules Mastery Delight Clients Excellence Competency Improvement Improvement Improvement Improvement Improvement Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books. Denning, S. (2010). The leader s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons. Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education. Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education. 49

50 Models of AGILE ORG. CHANGE Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Simplifying, motivating, and validation key factors SWITCH INFLUENCER DRIVE TO SELL IS HUMAN DECISIVE DIRECT THE RIDER Follow the bright spots Script the critical moves Point to the destination MOTIVATE ELEPHANT Find the feeling Shrink the change Grow your people SHAPE PATH Tweak the environment Build habits Rally the herd MAKE IT DESIRABLE Create new experiences Create new motives SURPASS YOUR LIMITS Perfect complex skills Build emotional skills USE PEER PRESSURE Recruit public figures Recruit influential leaders STRENGTH IN NUMBERS Utilize teamwork Power of social capital DESIGN REWARDS Use incentives wisely Use punishment sparingly CHANGE ENVIRONMENT Make it easy Make it unavoidable PURPOSE Purpose-profit equality Business& societal benefit Share control of profits Delegate implementation Culture & goal alignment Remake society-globe AUTONOMY Accountable to someone Self-select work tasks Self-directed work tasks Self-selected timelines Self-selected teams Self-selected implement. MASTERY Experiment & innovate Align tasks to abilities Continuously improve Learning over profits Create challenging tasks Set high expectations ATTUNEMENT Reduce Your Power Take Their Perspective Use Strategic Mimicry BUOYANCY Use Interrogative Self-Talk Opt. Positivity Ratios Offer Explanatory Style CLARITY Find the Right Problem Find Your Frames Find an Easy Path COMMON ERRORS Narrow framing Confirmation bias Short term emotion Over confidence WIDEN OPTIONS Avoid a narrow frame Multi-track Find out who solved it TEST ASSUMPTIONS Consider the opposite Zoom out & zoom in Ooch ATTAIN DISTANCE Overcome emotion Gather & shift perspective Self-directed work tasks PREPARE TO BE WRONG Bookend the future Set a tripwire Trust the process Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House. Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books. Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books. Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House. 50

51 Models of AGILE ACQUISITION MGT. Communication, cooperation, and interaction key Shared responsibility vs. blame and adversarialism Needs greater focus on collaboration vs. legal terms Dynamic Value Performance Based Target Cost Optional Scope Collaborative Business & Mission Value OVER Scope, Processes, & Deliverables Personal Interactions OVER Contract, Auditor, & Legal Interactions Conversations and Consensus OVER Contract Negotiations & Control Collaboration & Co-Dependency OVER Methodology & Adversarialism Exploration, Evolution, & Emergence OVER Forecasting & Control Early Continuous Quality Solutions OVER Late, Long-Term Deliveries Entrepreneurialism & Openness OVER Compliance & Self-Interest Customer Satisfaction and Quality OVER Policies & Governance Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com. Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from 51

52 Agenda Introduction Models Stories Phases Frameworks SAFe Metrics Tools Leading Summary 52

53 Conclusion One must think and act small to accomplish big things Slow down to speed up, speed up til wheels come off Scaling up lowers productivity, quality, & business value EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives. ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise. PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis. REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams. ACT SMALL - Get large agile teams to act, behave, collaborate, communicate, and perform like small ones. BE SMALL - Get small projects to act, behave, and collaborate like small ones instead of trying to act larger. ACT COLLOCATED - Get virtual distributed teams to act, behave, communicate and perform like collocated ones. USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize. USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones. USE ENTERPRISE AUTOMATION - Automate everything with Continuous Integration, Continuous Delivery, & DevOps. Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from 53

54 Dave s Professional Capabilities Organization Change Government Acquisitions Government Contracting Cost Estimating Systems Engineering BPR, IDEF0, & DoDAF Valuation Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc. Innovation Management CMMI & ISO 9001 PSP, TSP, & Code Reviews Technical Project Mgt. Software Development Methods Software Quality Mgt. Evolutionary Design Research Methods DoD 5000, TRA, & SRA Lean-Agile Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc. Statistics, CFA, EFA, & SEM Lean Kanban Six Sigma Metrics, Models, & SPC Workflow Automation Big Data, Cloud, NoSQL STRENGTHS Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Management Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc. 32 YEARS IN IT INDUSTRY Action-oriented. Do first (talk about it later). Data-mining/analysis. Collect facts (then report findings). Simplification. Communicating complex ideas (in simple terms). Git-r-done. Prefer short, high-priority tasks (vs. long bureaucratic projects). Team player. Consensus-oriented collaboration (vs. top-down autocratic control). PMP, CSEP, ACP, CSM, & SAFE 54

55 Books on ROI of SW Methods Guides to software methods for business leaders Communicates the business value of IT approaches Rosetta stones to unlocking ROI of software methods (Description) (Description) 55