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Spatial@gov conference 2011 brett dixon
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Spatial@gov conference 2011 brett dixon


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  • 1. Taking Agility Seriously…Establishing Agile Geospatial Capability in Defence
  • 2. WARNINGThis presentation is ratedHF (HIPPY FRIENDLY) It contains terms such as: Emergence Adaptability Innovation Flexibility Responsiveness Collaboration Trust Kombi Counter Rating
  • 3. We find ourselves in a new, yet unnamed, age in which we are increasinglyinterconnected, interdependent and pressed for time. Our ability to predict and hence to plan, has greatly diminished as a consequence of the complexity anddynamics of our environments and the nature of responses necessary to survive and prosper…… Survival in this new age requires, above all else, Agility. David S. Alberts Aug 2011, US DoDUNCERTAINTY RISK COMPLEXITY
  • 4. Agility: Flexibility Adaptability Innovation Resilience Robustness Responsiveness…the ability to successfully effect, cope with, and/or exploit changes in circumstances.
  • 5. International business is all over it “Nearly 90% of executives believe that organisational agility is critical for business success. One-half of all CEOs and CIOs polled agree that rapid decision making and execution are not only important but essential to a company’s competitive standing.” Economic Intelligence Unit, 2009 “when I was a kid, the most successful companies were monopolies or duopolies, but in today’s globalised, free- market environment, the ability to satisfy customer expectations is core to profitability. If you’e not agile, you can’t do it, because customer expectations are never static.” Peter Weill, MIT, 2009
  • 6. “War among highly advanced militaries is the most complex, and dangerous, strategic challenge faced by nations” Defending Australia in the Asia Pacific Century: Force 2030 agile & adaptive force
  • 7. This agile philosophy dictates how we fight… “The creation of a culture that values adaptability will enable the future force to plan and conduct operations in uncertain, volatile, complex and ambiguous settings, as well as demonstrate the ability to self- modify and respond to events of fleeting time sensitivity.” Future Joint Operating Concept - Joint Operations for the 21st Century
  • 8. …but not how we acquire and sustain geospatial capability.
  • 9. Kinnaird Two Pass & Waterfall… “because requirements shouldn’t change”
  • 10. + +Plenty of this Shedloads of this Lots of this 6 to10 or so years A very large group of dissatisfied, = distrusting end-users And a few [hundred] lazy $M down the drain.
  • 11. A study in the United Kingdom shows that of 1,027 projects, 87 % failed, and waterfall-style scope management was the "single largest contributing factor for failure, being cited in 82% of the projects as the number one problem.” . over 68% of IT projects are delivered late, over budget, or do not fully“In 2008 alone, the US Government placed over 400software projects, at a cost of $25.2 billion, on a address the requiredmanagement watch list because they were failing or system functionalityperforming poorly.” www.mitre.orgUnited States General Accounting Office, 2008 .over $37 billion USD worth of US “ software projects with labor costs less than $750KDefense Department projects have a 71% probability of success, those costingconcluded that "46% of the between $750K to $3M only have a 19% chance of success, and for projects over $10M, successsystems so egregiously did not rapidly falls to an abysmal 2%”meet the real needs (although they www.mitre.orgmet the specifications) that theywere never successfully used,and another 20% requiredextensive rework”
  • 12. “We must radically change our way of thinking about project delivery; and that demands leadership that is strong enough to think about leadershipitself, has the courage to adopt innovative approaches , and possesses the tenacity to deliver no matter what.” Complex Project Management Task Force Report - Oct 2011 DMO sponsored study on Complex Project Management
  • 13. Here’s something innovative… Agile Software Development“We are uncovering better ways of developing
software by doing it and helping others do it.
 Through this work we have come to value: Individuals and interactions over processes and tools
 Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on
the right, we value the items on the left more.”
  • 14. Feedback / Product Backlog
  • 15. Benefits of Agile Development• Like our warfighters, recognises the reality that ‘change happens’ and is designed to welcome change• Concept built on interactions & transparency…. builds trust (Whoa!) between the project team and user (Mr Blue)… designed to ‘listen’• Continuous user engagement, improved stakeholder satisfaction• Build functionality that is relevant and prioritised, release when ready and often (2-4 week releases)• Higher quality software, lower costs, increased productivity (stats available).• SCRUM (and other Agile methods) shown to be CMMI 3 - 5 compliant. IEEE standard being developed
  • 16. Some of the reasons stakeholders are satisfied with Agile Significantly Improved Improved Enhanced ability to manage 41% 51% changing priorities Improved project visibility 42% 41% Improved alignment between IT 39% 27% and business goals Reduced project risk 48% 17%Source: M. Cohn, 2010, adopted from Version One Survey, 2008
  • 17. Who’s Doing Agile? “Our interviews and research into whether Agile can benefit the DoD resulted in a resounding, but qualified, ‘Yes’”Carnegie Mellon, Software Engineering Institute (SEI). Considerations for Using Agile in DoD Acquisition. 2010MITRE. Handbook for Implementing Agile in Department of Defense Information Technology Acquisition. 2010IBM. Best Practices for Implementing Agile Methods: A Guide for Department of Defense Software Developers. 2008
  • 18. How can Defence Implement Agile Projects? • For larger projects… – Evolutionary Acquisition Model (Spiral) - DPPM Section 4.5 – Agile Software Development could fit very well within this DMO model • Or start small - Time Boxing… – Establish the system business case/vision, known requirements (Product Backlog), estimate and allocate as a series of fixed work packages – Can be established under a ‘Header Agreement’ with underlying work packages. • Proof of Concept and Demonstrators • Time & Materials (T&M) • Contractual Tools are available… Ask for advice!
  • 19. “Yes, we can!”
  • 20. Wrap up• Agile as a delivery methodology is happening... Globally in industry and Defence• Agile provides a viable alternative to current acquisition approaches and delivers real benefits• The right contractual tools are in place to make a start.• Start small & think differently e.g. Sponsor a “Hack Week” – like CWID• Seek advice & support
  • 21.