10. 11th PMI BeNeLux Day Declaration of Interdependence R.O.I. Engaging Customers Boost Performance Improve Effectiveness
11. 11th PMI BeNeLux Day Agile is… Objectives Employee Engagement Empowered, committed and happy employees Value Creation Maximize ROI and optimize cash flow Customer Satisfaction Serve the Customer
13. Utopia? 11th PMI BeNeLux Day collaboration Club Project Community Mesh Management Regulation Individualism Partitioning Centralism Agile Governance formalisation André Robitaille’sOrganisation Communication Model
14. A buzz ??? 11th PMI BeNeLux Day 1972 Greiner’s Law Unknown Crisis Staff Crisis Evolutionary phase Growth through Coordination Revolutionary phase Control Crisis Growth through Collaboration Organisational Size Autonomy Crisis Growth through Delegation Leadership Crisis Growth through Direction Growth through Creativity Organisational Age
15. Agile + Governance = [sKale] [sKale] is a framework to develop your organization as a team. 11th PMI BeNeLux Day
19. Objectives We want to measure the Outcome not the Outputs Business Value 11th PMI BeNeLux Day
20. Process Prioritization to maximize Business Value Efficient shipping to minimize costs Redistribution of resources when costs are too high or profits too low. 11th PMI BeNeLux Day
21. Integrates Cost and Schedule Performance Financial forecasts based on actual cost : Consumed Costs, Consuming Rate, Time Allocation, etc. Unlike the velocity, the Actual Cost is the cumulative Team Costs Follow the ANSI standard (ANSI/EIA -748) 11th PMI BeNeLux Day Key Earned Value Management (EVM) Concepts
24. Metrics Must have: clear metrics to help estimate added value, ROI and Delivery Should have: a standard who’s been agile by nature Could have: simple metrics to get understandable by all company levels (standard) Won’t have: fragmented processes 11th PMI BeNeLux Day
26. What we want? Integrating Cost and Schedule Performance Financial forecasts based on actual cost : Consumed Costs, Consuming Rate, Time Allocation, etc. Unlike the velocity, the Actual Cost is the cumulative Team Costs 11th PMI BeNeLux Day
28. We want to measure AC –Actual Cost PV –Planned Value EV –Earned Value BAC –Budget at Complete EAC –Estimate at Complete CPI –Cost Performance Index SPI –Schedule Performance Index 11th PMI BeNeLux Day
32. Inputs Start Date Budget At Complete Planned Sprints Sprint Lengths Planned Release Story Points + Variables Story Points Completed Story Points Added Actual Cost Current Sprint 11th PMI BeNeLux Day
33. New Metrics: CPI Cost Performance Index (CPI) gives measure of efficiency: CPI = EV/AC In the example, CPI = 35.000/65.000 = 0.53 11th PMI BeNeLux Day
34. New Metrics: SPI Sheduled Performance Index (SPI), compares EV with PV: SPI = EV/PV In the example, CPI = 35.000/43.750 = 0.80 11th PMI BeNeLux Day
36. Conclusion 1 Using simple Agile Metrics provides objective analysis to share with teams, management and customers. Source: Tamara Sulaiman (InfoQ), Hubert Smits (rally SW) 11th PMI BeNeLux Day
37. Conclusion 2 The early warnings of AgileEVM validates changes to release plans and provides business with the opportunity to make priority trade-off decisions early in the project lifecycle. Source: Tamara Sulaiman (InfoQ), Hubert Smits (rally SW) 11th PMI BeNeLux Day
38. That was my introduction to Agile Governance 11th PMI BeNeLux Day
