Egov Projects For Fun Profit

E-GOV PROJECTS FOR “FUN” (AND “PROFIT”) Govcamp 2007 Antwerp

Personal Introduction
Patrick Debois
Independant Consultant
Government Side (RFP, Design)
IT Supplier Side (Portals, CMS, Identity & Access)
Also a Belgian Tax Payer

Why this presentation?
How did I survive (10 years of E-gov)
Old Tactics
Don’t care on the functionality, focussed on technical
“ We sometimes work for nothing but not for free!”
“ As a tax payer I’m glad to get (some) tax money back!”
Concentrated on the right toolset (Hardware, Software)
Resulted in PROFIT (I got paid)
New Tactics
Improve the process : Promote Agile Process Management (e.g. Scrum)
Change thinking
Results in FUN & PROFIT (I hope so!)

Late
Over budget
A lot of Frustration
Your ‘average’ E-gov Project

E-gov Projects Schedule
Reality
Planned DEADLINE Does not meet the deadline

E-gov Projects Scope Planned DEADLINE Scope Removed Scope Additional Scope Has a change scope, unfinished

Iron Triangle (Restistance if Futile)
Breaking the Triangle results in:
Cancel Project (15%)
Deliver Later and/or Over Budget (51%)
Deliver poor quality
Underdeliver
Source Chaos Report Quality Scope (Features, Functionality) Schedule (Time) Resources (Cost, Budget)

Common E-gov Project Tactics
Fix the Scope:
bring in another company for RFP proces (avoid responsability)
handover part of scope from project to operations (quality)
change requests
Fix the Time:
we’ll be ready when you are (Bluffpoker)
provide temporary solution
blame the previous in the chain (Design, Test, Integration, Prod by diffent teams)
we are 96% ready
Fix the Price:
predefine as much as possible (Big Up Front Design)
penalties are another budget
borrow from other hidden budget
promise additional projects to supplier
Focus on reduction of changes (the hard way)! = NO FUN!

Abondon Waterfall Model
Becoming Agile (Embrace change!)
example using Scrum
Changing Tactics

Agile Tactic : Prioritize Functionality High Priority Low Priority Requirements Functionality Each new Requirement is prioritized and added to the stack Requirements may be removed at any time Requirements may be repriorized at any time Modeled in greater detail Modeled in lesser detail Product Backlog Focus on functionality not on components Better view of what is finished

Agile Tactic : Release Often High Priority Low Priority Requirements Modeled in greater detail Modeled in lesser detail Set of Functionality Sprint X Sprint X + 1 Fixed Length Becomes a rythm Set of Functionality Planning becomes predictable if requirements become clear. Most important first. Timeboxed Periods = Sprint

Agile Tactic : Planning as a TEAM Set of Functionality Fuctionality X1 = Fuctionality X2= Fuctionality X3 = Fits Sprint capacity For next Sprint 1 2 3 5 8 13 21 BIG Team thinks it can handle 12 points in a Sprint 3 5 8 50 Team does estimations in group. Relative in Size (StoryPoints) , not in Days Planning Poker Fuctionality X4 = Needs to be split 21

Agile Tactic: Realistic Progress Initial DEADLINE 0 50 100 1 2 3 4 130 5 6 7 8 Product Backlog Burndown Chart 9 10 11 Estimate 1 Estimate 2 Sprint Convergence to an predictable “team” velocity Remember Iron Triangle!

Agile Tactic : Focus High Priority Low Priority Requirements Modeled in greater detail Modeled in lesser detail Set of Functionality Sprint X No need for all design upfront Focus helps getting things done Sprint Backlog Product Owner (PO) Focus = Functionality Scrum Master (SM) Focus = Blockers Team Focus = Build Set Tasks

Agile Tactic : Have things “Done” Planning Analysis Design Coding Testing Architecture Infrastructure Performance User Acceptance Pilot Live
TIP: automate as much as possible :
Automated Deployment
Automated Testing
Virtual Machine
Scripted installations
Result of sprint = Real functionality Copyright Jef Sutherland

Agile Tactic : Better Communication
Product Backlog meeting (PO & SM) (2 – 4 weeks)
Focusses on Functionality = what PO understands
Sprint planning meeting (SM & Team)
Focusses on Technical = what Team understands
Daily Scrum Meetings (Team & SM)
What did I do yesterday
What will I do today
What is blocking me
Sprint Retrospective After Sprint (Team & SM)
Sprint closing (Team & ScrumMaster & Product Owner) (2 – 4 weeks)

Agile Tactic : Improve Feedback
User Feedback
After every sprint : we build things that are“Done”
Status Feedback
Product Backlog
Financial Feedback
Timebox +/- Fix Budget (Man Power)
Deadline
Product Backlog burndown chart

Summary : Scrum Process Copyright SoftHouse Believe me! It’s more FUN!

Are you up for it?
Do you want transparancy?
Can you take the shared responsability?
Are you only committed or also involved?
Will you change your ‘old” tactics?
Demand Agility in your projects!

References
Books
Agile Project Management with SCRUM (Microsoft Professional) (Ken Schwaber)
Agile Estimating and Planning (Robert C. Martin)
User Stories Applied: For Agile Software Development (Mike Cohn)
Agile Retrospectives, Derby and Larson
Videos (Google)
Scrum et Al- Ken Schwaber
Bay XP Meeting Part 1: Agile Estimation, Mike Cohn
Competing On The Basis Of Speed – Mary Poppendieck
Scrum Tuning: Lessons learned from Scrum implementation at Google, Jeff Sutherland
Mailing Lists
[email_address]
[email_address]
[email_address]
retrospectives@yahoogroups.com
[email_address]
Websites
http://www.scrumalliance.org

Thanks for Listening
Questions?
[email_address]

Egov Projects For Fun Profit

by Patrick Debois on Dec 01, 2007

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Egov Projects For Fun Profit — Presentation Transcript