Presentation from the Nesma autumn conference 2015 on November 12 in Utrecht

1. Andrew Langridge

2. Andrew Langridge
Industrial Experience
 Qualifications
 Licentiateship City and Guilds
 HNC Mechanical and Production
Engineering
 Degree in Maths and computing
 Experience
 Apprentice Mechanical Engineer
 Factory Manager – power supply
manufacture
 Country Manager - PS Industries
 Business Development - Galorath
 VP Business Development PRICE Systems
Northern Europe
Academia
 Visiting Fellow – Cranfield University
 Industrial Lecturer – Bath University
 Fellow of the Association of Cost Engineers

3. OK I admit it………..
I like agile…….
But I need to estimate to win work……

4. My view of agile
 Delivers more for less
 Uses “lean” principles to maximise “added value” work
 Agile project management is an iterative approach
 Uses its own language to mark it as “different”
 burn down charts
 product backlog grooming
 spike
 velocity
 My favourites are
 pigs and chickens
 scrum

6. Development Scenarios
Self funded
 Less rigour on financials
 Penalty if budget exceeded
 No direct fiscal risk
 Penalty if late
 No direct fiscal risk
 Reputation risk
 Penalty if released incomplete
 Loss of market share
 Reputational risk
“Won” project
 Rigorous on financial management
 Penalty if budget exceeded
 Direct impact bottom line
 Can do long term damage
 Penalty if late
 Fiscal penalties
 Penalty if released incomplete
 Fiscal penalties
 Will have to complete at own cost

7. To win a project you must
 Give the awarding company an effort, schedule and cost
commitment
 This must be estimated
 You have to estimate the full effort and schedule required to
deliver the total requirement
 Agile will not help you estimate, it could help you be competitive

9. Transition from estimate to delivery (and back)
Velocity algorithm
Contextualised Metrics

11. To estimate well I need
 Metrics from Agile projects
 Complexity
 Velocity
 Effort
 To understand what effort drivers Agile impacts
 To understand how total effort will effect sprints
 To understand how delivery constraints can be measured and
monitored using velocity

12. Conclusion
 For many projects Agile is a powerful enabling tool for
developers
 Software coding is only a small part of delivering a successful
software development project
 Measuring (metrics) will help
 The developers understand the true velocity within their
microsystem allowing them to advise on total length of project and
accurately estimate time to complete
 Will support the bid and proposal process enabling the business
capture team to “right price” opportunities

13. Thank You