chris spagnuolo Rally Software {agile contracting } rachel weston Rally Software

contractors

the chaos of waterfall

System Requirements Software Requirements Analysis Design Coding Testing Operations

projects successful only 35% of The Standish Group, 2006 Chaos Report

projects cancelled 31% of The Standish Group, 2006 Chaos Report

rarely or ever used 64% of features The Standish Group, 2006 Chaos Report

on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report

Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks

triangle the old iron schedule scope budget

software/idea consulting government/ highly regulated commercial for internal use maintenance/ support commercial for shrink wrap

agile manifesto the

{agile contracting challenges }

general observations

General Observations Clients not agile Don’t understand Suspicious/concerned agile clients not

suspicious concerned

{proposals and marketing }

competition the non-agile

visibility

projects successful only 35% of The Standish Group, 2006 Chaos Report

projects cancelled 31% of The Standish Group, 2006 Chaos Report

rarely or ever used 64% of features The Standish Group, 2006 Chaos Report

on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report

Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks

marketing sales and

{ risk }

{change management }

change scope

{conflicting client practices }

Project Status Chart

dev teams joint

invoicing

{client involvement }

handle responsibility too much to

the pace client organization can’t handle

delayed acceptance feedback loops

testing user low

client without stand-ups

involvement product owner

client losing

{contractor responsibility }

teams distributed

iterations inconsistent

agile faking

client involve

{project closeout }

budget out of

done. done…

planning transition

{contracting strategies }

simplicity contract

{proposals and marketing }

sales force train your

project pilot

address waterfall upfront

projects successful only 35% of The Standish Group, 2006 Chaos Report

projects cancelled 31% of The Standish Group, 2006 Chaos Report

rarely or ever used 64% of features The Standish Group, 2006 Chaos Report

on the dollar software value 59 ¢ The Standish Group, 2006 Chaos Report

Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are value added 6% of work tasks

Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure Target System Incremental delivery in time-boxed 2 week iterations Iteration 1 Iteration 2 Iteration 3 Iteration n agile engagement roadmap Adapted from David Chilcott

Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure the focus is here Adapted from David Chilcott

Project Backlog Iteration Backlog Iteration 2 Weeks Daily Synch Product Increment iteration mechanics

stats cite agile

Agile Methodologies: Survey Results, by Shine Technologies, 2003 productivity 93% increased

Agile Methodologies: Survey Results, by Shine Technologies, 2003 quality 88% increased

satisfaction 83% improved Agile Methodologies: Survey Results, Shine Technologies, 2003 stakeholder

49% reduced Agile Methodologies: Survey Results, Shine Technologies, 2003 costs

{ risk }

shared risk

In our agile approach, budget and time select the requirements that can be delivered. Our clients have the ultimate project control and may declare their satisfaction with the application as a whole at any time in the development process. Our clients can decide that although there is budget remaining, the delivery team has met their objectives and can call the project complete.

On the flip side, although the total budget may be expended on a project, and all backlog items may not have been developed, our clients are guaranteed to have live, working functionality that is of the highest value to them due to the constant inspection and adaptation of the project backlog.

{change management }

bigger boxes looser scope

flexible scope over t&m

boundaries scope

guarantee bid doesn’t a date

velocity extrapolate from At our slowest velocity we’ll finish here At our average velocity we’ll finish here At our current velocity we’ll finish here Adapted from Mike Cohn

estimating fixed-date The line of hope The line of despair Will Have Might Have Won’t Have Adapted from Mike Cohn

estimating fixed-scope 120 ÷ 20 = 120 ÷ 15 = Adapted from Mike Cohn Total Story Points Desired 120 Low Velocity 15 High Velocity 20

estimating fixed-scope cost 120 ÷ 20 = 6 Iterations X $10,000 = $60,000 120 ÷ 15 = 8 iterations X $10,000 = $80,000 Total Story Points Desired 120 Low Velocity 15 High Velocity 20

slack build in with full disclosure

{conflicting client practices }

{client involvement }

responsibilities define roles and

product identify owner

{project closeout }

done define