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Goto night - Agile fix price contracts

Goto night - Agile fix price contracts






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    Goto night - Agile fix price contracts Goto night - Agile fix price contracts Presentation Transcript

    • Trifork GOTO Night Agile fix price contracts in software projects 12. December 2013 / erwin.saegesser@nis.ch
    • Trifork GOTO Night „I don’t like the term agile fix price contracts“ 12. December 2013 / erwin.saegesser@nis.ch
    • Trifork GOTO Night „Agile fix price contracts Sometimes it’s better to withdraw from an opportunity“ 12. December 2013 / erwin.saegesser@nis.ch
    • Trifork GOTO Night „Agile fix price projects require a variable scope“ 12. December 2013 / erwin.saegesser@nis.ch
    • ... would you?
    • ... it leads to believe
    • Better is ... “… can be made a success, but you need to know the [rather simple] tricks of the trade“
    • Not another miracle
    • Not another miracle Discipline. Transparency. Honesty. Trust.
    • Characteristics of projects
    • Characteristics of projects New. Complex. Deliver a piece of software. Most probably the increments impact existing processes. Have more unknowns than knowns.
    • Why projects fail
    • Why projects fail Lack of input. Incomplete specs. Changes. Unrealistic expectations. Source: Standish Group, 2009
    • Why projects fail Sounds like engagement, communication and process challenges …
    • Scrum
    • Scrum Engage with the customer. Better manage the unknown. Be transparent [do you want that?] and hence manage expectations. Embrace change. Discover challenges - or better impediments - early in the project.
    • But why do Scrum projects fail?
    • 1 A misperception and mostly a complete lack of rules
    • With it goes … … lack of discipline … lack of communication … lack of experience
    • Complete lose of control Complete lose of 2 TRUST Causes a fall back into old patterns [when it is too late]
    • What can we do to ease the pain?
    • 3 Write down all missing pieces in a contract [guiding principles]
    • Typical project: Fix price contract using agile methodology. Appendix … see agilemanifesto.org bla bla bla
    • Typical project: Fix price contract using agile methodology. Appendix … see agilemanifesto.org bla bla bla Contract: WHAT [you must achieve] in DETAIL Project: HOW [the heck are we going to achieve all this?]
    • Much better Contract: WHAT HOW [are we going to work together] and what is our vision and our INITIAL scope Project: HOW WHAT [increments do we need to build in order to achieve the vision]
    • As a non-experienced contractor w/o Scrum experience don’t bid for such a project at all 4
    • With a nonexperienced customer Start small. Exercise discipline, communication, reporting and change management. Exercise around user stories and acceptance criteria [!]. Define what a valuable and verifiable increment represents
    • Define the communication Fix bi-weekly meetings. Wednesday’s is a good choice. Define a ‘‘jour fix’’. Build a central glossary. 5
    • Contract ingredients Agile contracts do not differ from ‚normal’ contracts but they emphasize on other aspects 6
    • Instead of requirements and specs: vision statements and initial scope through a story map [!] For estimation [we] use magic estimate. Cone of uncertainty: Magic estimate for average and worst case estimate. Visualize risks on story map [technical and business risk].
    • Describe roles, artifacts and processes [rules]. Clarify and exercise them [during a Sprint Zero project].
    • Product Owner needs to be in the driver seat.
    • One Project [Product] – many customers Customer Customers Stakeholder [A] Stakeholder B [us] 50% 50% Product Owner Engineering
    • Clarify responsibility about the implementation: Shall we discuss the HOW?
    • It’s inevitable and very important to have a steering committee. Setup a two level controlling with project team and steering committee. The steering committee agrees upon agile artifacts.
    • Operational level Daily updates in Jira. Biweekly sprint demo/planning minutes through Confluence. Story map shall be updated after each sprint. On a more strategic level we report every three months.
    • Steering committee: There is only one Preso Work done since last review. Results. Addressed risks and status of risks. Status with respect to consensus. Current scope in points [story map]. Scope change. Cost and remaining budget [cost per point]. Assessment of the situation and recommended next steps.
    • Clarify Intellectual Property [IP] rights. If ‘‘money for nothing’’ approaches don’t fit you may want to use the IP for a product.
    • Describe project duration Ordinary termination. Early termination. Contract extension. and scope of delivery Targeted delivery: Solution ‘x’ consisting of artifacts from 1-n sprints. Minimum: All realized sprints to include source code. Documentation of the requirements in the form of a backlog.
    • Financial aspects. Billing - We are consistently invoicing on a monthly basis [two sprints]. It keeps everybody engaged ;-)
    • What can a contractor do? First and foremost ... do your homework! Be agile yourself 7
    • EBM EBL IBW EWZ EN Uster NIS AG EKZ Founded 1996 CKW 30 employees BKW Software and Swisscom Serviceprovider for Utilities 2 Dev Teams AEK AEN AEW EUG SAK EWS EWA AKONIS EW Flims Energie Thun SES SES EWZ-GR
    • Operational excellence Through a Continuous Inprovement Process [CIP]. Through external audits. Through external consulting. Our performance index: Velocity [points]
    • A Continuous Integration [CI] framework
    • 8 A structured allocation of resources and a process for pro-actively eliminating impediments
    • Planning Resource allocation Sprint Retrospective Demo Impediments Knowledgemanagement (every month) Backlog refinement Other Wednesday Wednesday Wednesday
    • 1 Rules 5 Communication 2 3 Trust Change behavior 6 7 Contract Homework 4 Build trust 8 Impediments
    • Review your contracts and projects Exercise based on an completed project Measure your own scrum maturity level [NOKIA test] What’s next
    • Trifork GOTO Night Agile fix price contracts can be a success - we all simply need to ‘do our homework’ ;-) 12. December 2013 / erwin.saegesser@nis.ch
    • aber uns out me erwin.saegesser@nis.ch certified scrum professional nis ag - Schweiz
    • Credits and Pictures agilemanifesto.org scrum.com agileproductdesign.com scrum.jeffsutherland.com www.wickie-film.de nasaimages.org flickr.com library of congress erikjohanssonphoto.com google.com