Integrating Quality into Portfolio Management, PMI Silicon Valley Chapter Dinner Meeting Jan 2011

Integrating Quality into Portfolio ManagementPMI Silicon Valley ChapterJan 17, 2011Brent Barton 1

Brent Barton - Sterling Barton, LLC Partner: Sterling Barton, LLC and President: AgileEVM, Inc. Former CTO, Development Manager, PMO Manager, Agile Coach, Mentor, Certiﬁed Scrum Trainer, ScrumMaster, Product Owner Active practitioner delivering value using Agile and helping others do it; from small Product companies to very large IT organizations Agile Articles Email: brent@sterlingbarton.com “Manage Project Portfolios More Effectively by Including brent@agileevm.com Software Debt in the Decision Process”, Cutter Journal Web: www.agileevm.com 2010 www.sterlingbarton.com Blog: gettingagile.com “AgileEVM – Earned Value Management in Scrum Follow me on Twitter: brentbarton Projects”, IEEE 2006 “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE© 2009-2011, 2

Complexity Requires Adaptive Planning It is not possible to completely specify an interactive system. Wegner’s Lemma, 1995 Uncertainty is inherent and inevitable in software development processes and products. Ziv’s Uncertainty Principle, 1996 For a new software system the requirements will not be completely known until after the users have used it. Humphrey’s Requirements Uncertainty Principle, c.1998© 2009-2011, 4

Definition of Done Defines the work products that will be delivered with each item as it is ready for acceptance Typical entries in Definition of Done Code includes unit tests, reviewed, checked in Tests described and executed Build, release notes Compliance documentation updated to include current functionality What else?© 2009-2010, 17

Definition of Done as a Compliance Checklist Acceptance defined criteria for each Code checked in with reference to user story US#/Task# Unit tests written and passed Tested on FE Code compiles with no errors and no Integration test written & passes warnings Test code reviewed New code doesn’t break existing code Environment requirements documented Test case review (Dev to review test Interface document updated/added case written) and checked in to SVN Architectural impact assessed and Acceptance criteria verified complete artifacts updated if necessary All P1-P3 bugs for the story are Comments in code closed Error codes added Test approves user story Code reviewed by peer Story demonstrated to product owner and accepted on Target Platform© 2009-2010,

How does a “Release Definition of Done” help? Every release should have clear quality criteria With a “Release Definition of Done” you can understand targets better Measure the gap between the teams’ Definition of Done and a Release Definition of Done. This gap is a source of quality issues and represents significant risk to schedule© 2009-2010,

Project Portfolio Deﬁned A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. source: PMI The Standard for Portfolio Management 24© 2009-2011, — Second Edition

Effective Project Portfolio Management Requires: Prioritization to maximize Business Value Effective delivery to minimize costs Re-allocation of resources when costs are too high or the beneﬁt is too low© 2009-2011, source: Cutter Journal 26

Agile partially supportsPortfolio Management• Prioritize to maximize Agile Business Value• Effectively deliver to Agile minimize costs• Re-allocate resources when costs are too high or the beneﬁt is too low

Earned ValueManagement (EVM)

Earned Value Over EAC Total Allocated Budget Budget Estimate at Complete Management Reserve PMB Project Management Baseline Projected Slippage$ Planned Value Actual Cost (PV) (AC) (EV) Earned Value Time Time Completion Now Date

EVM Performance Indicators Cost Performance Index (CPI=EV/AC) CPI < 1 CPI = 1 CPI > 1 Over Budget On Budget Under Budget Schedule Performance Index (SPI=EV/PV) SPI < 1 SPI = 1 SPI > 1Behind Schedule On Schedule Ahead of Schedule

Strengths of EVM• Integrates cost and schedule management• Forecasts in ﬁnancial units based on units used for actual cost• Decades of use• Part of PMBOK (ANSI/PMI 99-001-2008)• Part of EVMS (ANSI/EIA-748-B-2007)

Weaknesses of Traditional EVM• Expects everything Ugh! fully deﬁned up front• No assertion of quality• Claiming value is earned on intermediate work products

Agile + EVM• We want to measure + Agile EVM outcomes, not outputs• Prioritize to maximize Agile Business Value• Effectively deliver to Agile minimize costs• Re-allocate resources when costs are too high or EVM the beneﬁt is too low

[Pause for Reﬂection]

AgileEVM

AgileEVM Background• Mathematically proven that Release Dates based on average velocity (story points)≡ estimate at complete (dollars)• Key Assumption: The ratio of (story points completed)/(total story points in a release) is a good measure of Actual Percent Complete

Scenario 1: Commit 37

Scenario 2: Transform 39

Quality Criteriaasserted by team 43

Scenario 3: Kill 44

What are some options?Saturn RC-1 ForecastsMercury Forecasts 46

Brent Barton - Sterling Barton, LLC Partner: Sterling Barton, LLC and President: AgileEVM, Inc. Former CTO, Development Manager, PMO Manager, Agile Coach, Mentor, Certiﬁed Scrum Trainer, ScrumMaster, Product Owner Active practitioner delivering value using Agile and helping others do it; from small Product companies to very large IT organizations Agile Articles Email: brent@sterlingbarton.com “Manage Project Portfolios More Effectively by Including brent@agileevm.com Software Debt in the Decision Process”, Cutter Journal Web: www.agileevm.com 2010 www.sterlingbarton.com Blog: gettingagile.com “AgileEVM – Earned Value Management in Scrum Follow me on Twitter: brentbarton Projects”, IEEE 2006 “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE© 2009-2011, 48

Integrating Quality into Portfolio Management, PMI Silicon Valley Chapter Dinner Meeting Jan 2011

by Brent Barton on Feb 09, 2011

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Integrating Quality into Portfolio Management, PMI Silicon Valley Chapter Dinner Meeting Jan 2011 — Presentation Transcript