AGILE DECISION SUPPORT SYSTEM FOR UPPER MANAGEMENT
focus on Risk & Impediment Management
Pedro Castro Henriques
Strongstep
About Pedro Castro Henriques
CEO and Co-founder of Strongstep –
innovation in software quality
• Worked in several 9 Europ...
Rita Cunha
Thesis on Risk
Management
Strongstep
Carla Pereira
Professor
ESTGF - IPP
INESC Porto
Pedro Castro
Henriques
CEO...
About Strongstep
Strongstep is a company specialized in software
engineering that contributes to the improvement of
softwa...
Importance of support to decision making
Understand the importance of risk and impediment management in agile
Present an a...
WHY Should I care?
“It has been shown that one in six IT projects becomes a 'Black Swan',
with cost overruns of 200% on average, and schedule...
CEO of a company with multiple projects and tide availability
How and when to decide?
• What projects should I focus on?
•...
Which risks / impediments should I act on?
Overworking SCRUM Master having to manage Risk & Impediments
• How can I do ris...
• Are we reinventing the wheel … again and again … for the same
impediments? Or reusing past success knowledge?
• Are our ...
Risks & Impediments
• To manage and control them brings gains for the development and success
of projects.
• Risk is inherent in all software ...
Impediments Management
“Roadblocks that could stop a Team from meeting their goals
and commitments.”
Chris Sterling
“If you don’t actively attack risks, they will actively attack you”.
Tom Gilb, 1988
Risk Management
Risk
Dimensions
User
Requirement
Project
complexity
Planning and
control
Team
Organizational
environment
Risk Dimensions
Organizational Level
Project/Release Level
“Unmanaged risks cost money.”
F. Michael Dedolph, ‘The Neglected Management Act...
Flexibility
Customer
Centric
Working
Software
Collaboration
Simplicity Communication Natural Learning
Pragmatism Adaptabil...
How to deal with risks and impediments?
Monitor Risks
Risk & Impediments
Management
(Sprint N)
Identify Risks
Apply Contin...
Decision Support System
to help YOU take action
Global View of the
company Project Status
How do I know which projects to take actions on?
How is this project doing?
Dashboard of Project SCRAIM
with key indicators
Detailed view of our project
main (Top 3) Risks
Detailed view of all Risks Proposed mitigation action
to the selected risk...
Proposed Solution to the
selected impediment
“Absent Product Owner”
What are this Project impediments?
Detailed view of ou...
Agile Decision Support
How to be sure to take the right decisions?
Searches for KEYWORDS
Example 1
Impediments
How are contigency actions proposed?
Returns ONE SOLUTION
1
2
Example 1 (Built...
Impediments
How are contigency actions proposed?
Example 2 (Built on organization lessons learned)
Searches for KEYWORDS1
...
Risks
How are mitigation actions proposed?
Example 3 (Built on community lessons learned!!)
Searches for KEYWORDS1
Returns...
How to be sure to keep the right actions with lessons learned?
Can I share with my organization? YES
Can I Share with Agil...
Meet SCRAIM …
What can you do?
You can only control what you can measure.
You need to be in control of your projects everytime, everywhe...
All in ONE Place. Software as service
Take away bureaucracy … Focus on your added value work:
 Define a risk management strategy
• Manage probability and impac...
Use SCRAIM! Make Your Life Easier!
www.scraim.com
Strongstep references from Portugal, USA, Mozambique
Member of
Thanks to the Agile Community and to our clients!
Contacts
pedroch@strongstep.pt
Strongstep - Innovation in software quality
Email: geral@strongstep.pt
Web: www.strongstep....
• T. Gilb, Principles of Software Engineering Management. Addison-Wesley, 1988, p. 72.
• L. Sarigiannidis, “Software Devel...
Do we eat our own
dog food?
YES!
How do we start our week?
Sprint Planning Meeting
Planning Poker
Everyday …
Daily Scrum Meeting
15 min.
Sprint Burndown Chart
Project Burndown Chart
At the end of the week…
Sprint Review Meeting
Sprint Retrospective
• What’s Working Well?
• What’s Not Working, or Could Work Better?
• Next sprint…
Join us!
[Agile Portugal 2014] - Agile Decision Support System for Upper Management - Pedro Castro Henriques
[Agile Portugal 2014] - Agile Decision Support System for Upper Management - Pedro Castro Henriques
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[Agile Portugal 2014] - Agile Decision Support System for Upper Management - Pedro Castro Henriques

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The "life" of a company is the sum of its decisions. Hasty decisions can be disastrous, late decisions could mean loss of opportunity, but these decisions have to be made. Therefore it is important to have a tool that assists in decision making.
The main focus of this talk is to show the importance of support to decision making, understand the importance of risk and impediment management in agile environments and to present an approach to identify actions to mitigate risks and solve impediments based on Agile Community Knowledge.
This talk includes an example of a simple tool from the company SCRAIM. You can also check the video goo.gl/SBqAW4

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[Agile Portugal 2014] - Agile Decision Support System for Upper Management - Pedro Castro Henriques

  1. 1. AGILE DECISION SUPPORT SYSTEM FOR UPPER MANAGEMENT focus on Risk & Impediment Management Pedro Castro Henriques Strongstep
  2. 2. About Pedro Castro Henriques CEO and Co-founder of Strongstep – innovation in software quality • Worked in several 9 European countries in process, tools and organization improvement in software development & services • More than 14 years of experience, including consulting in software engineer; strategic planning of information systems in the health sector – Ericsson Sweden, FEUP, Altran.. • Professor at the master in engineering, services and management (MESG @ FEUP) • Hobbies & Activities: love to travel, rollerblade, snowboarding, meeting new cultures & people, love new challenges! • SPOKE AT tedxporto “Dreams – The innovators best friend”
  3. 3. Rita Cunha Thesis on Risk Management Strongstep Carla Pereira Professor ESTGF - IPP INESC Porto Pedro Castro Henriques CEO Strongstep Authors Note: Built on top of 7 thesis from industry implemented with Academia in the last 2.5 years
  4. 4. About Strongstep Strongstep is a company specialized in software engineering that contributes to the improvement of software quality in Portugal and in the world We want to induce a positive change in organizations. This will represent a step with a strong, sustainable and innovative way - a strong step Projects portfolio: Process improvement with CMMI DEV L2, L3, L5, CMMI SRV, TSP/PSP, combining agile/CMMI, Six Sigma, NP4457, Kanban, Scrum, ITIL, PMBOK, ISTQB, RUP
  5. 5. Importance of support to decision making Understand the importance of risk and impediment management in agile Present an approach to identify actions to mitigate risks and solve impediments based on Agile Community Knowledge Expected Outcomes 1 2 3
  6. 6. WHY Should I care?
  7. 7. “It has been shown that one in six IT projects becomes a 'Black Swan', with cost overruns of 200% on average, and schedule overruns of 70%.” Bent Flyvbjerg and Alexander Budzier, 2011 - Harvard Business Review
  8. 8. CEO of a company with multiple projects and tide availability How and when to decide? • What projects should I focus on? • How are decisions taken, based on real time data? Wild guessing? • Am I ignoring the risks? Or mitigating risks? • Are we reusing team and historical knowledge to solve impediments from previous projects?
  9. 9. Which risks / impediments should I act on? Overworking SCRUM Master having to manage Risk & Impediments • How can I do risk management in Agile “environment” ? • Do we really have to do that? Isn’t it just loosing time? Will it help my projects succeed? • What are the best decisions / actions to take for and impediment?
  10. 10. • Are we reinventing the wheel … again and again … for the same impediments? Or reusing past success knowledge? • Are our risk mitigation actions based on lessons learned? • Could we share and collaborate better on solving impediments? Collaborating based on past actions / knowledge Agile Team Member
  11. 11. Risks & Impediments
  12. 12. • To manage and control them brings gains for the development and success of projects. • Risk is inherent in all software projects, and its essential for management to take the right decisions. • For the most important risks, its essential to have the right mitigation actions/strategies • For both impediments and risk, we need to identify the right actions … based on past/team knowledge Risks & Impediments
  13. 13. Impediments Management “Roadblocks that could stop a Team from meeting their goals and commitments.” Chris Sterling
  14. 14. “If you don’t actively attack risks, they will actively attack you”. Tom Gilb, 1988 Risk Management
  15. 15. Risk Dimensions User Requirement Project complexity Planning and control Team Organizational environment Risk Dimensions
  16. 16. Organizational Level Project/Release Level “Unmanaged risks cost money.” F. Michael Dedolph, ‘The Neglected Management Activity: Software Risk Management’, Bell Labs Technical Journal, 8 (2003). How you deal with risks?
  17. 17. Flexibility Customer Centric Working Software Collaboration Simplicity Communication Natural Learning Pragmatism Adaptability Agile Values
  18. 18. How to deal with risks and impediments? Monitor Risks Risk & Impediments Management (Sprint N) Identify Risks Apply Contingency and mitigation plans Monitor Impediments Identify Impediments Apply Actions Risk Analysis (Sprint 0- instantiation)
  19. 19. Decision Support System to help YOU take action
  20. 20. Global View of the company Project Status How do I know which projects to take actions on?
  21. 21. How is this project doing? Dashboard of Project SCRAIM with key indicators
  22. 22. Detailed view of our project main (Top 3) Risks Detailed view of all Risks Proposed mitigation action to the selected risk “Missing skills on the team” What are this Project risks? What mitigations actions to take?
  23. 23. Proposed Solution to the selected impediment “Absent Product Owner” What are this Project impediments? Detailed view of our project main (Top 3) Impediments What actions to take? Detailed view of all Impediments
  24. 24. Agile Decision Support How to be sure to take the right decisions?
  25. 25. Searches for KEYWORDS Example 1 Impediments How are contigency actions proposed? Returns ONE SOLUTION 1 2 Example 1 (Built on previous lessons learned)
  26. 26. Impediments How are contigency actions proposed? Example 2 (Built on organization lessons learned) Searches for KEYWORDS1 Shows TWO SOLUTIONS2
  27. 27. Risks How are mitigation actions proposed? Example 3 (Built on community lessons learned!!) Searches for KEYWORDS1 Returns MITIGATION ACTIONS2
  28. 28. How to be sure to keep the right actions with lessons learned? Can I share with my organization? YES Can I Share with Agile community? YES Emergent Learning Agile Decision Support - FOR THE COMMUNITY! Built on agile principles, such as: COLLABORATION COMMUNICATION FLEXIBILITY LEARNING
  29. 29. Meet SCRAIM …
  30. 30. What can you do? You can only control what you can measure. You need to be in control of your projects everytime, everywhere. To make the best decisions. Using a reliable and secure tool based on the most advanced methodologies. EASIER, FASTER, BETTER!
  31. 31. All in ONE Place. Software as service
  32. 32. Take away bureaucracy … Focus on your added value work:  Define a risk management strategy • Manage probability and impact values • Define risk level • Periodicity for risk management • Analyse risks (e.g. risk matrix)  Focus on your work, while tool helps you on:  Manage project risks  Manage impediments  Manage risk actions Risk & Impediments management in SCRAIM
  33. 33. Use SCRAIM! Make Your Life Easier! www.scraim.com
  34. 34. Strongstep references from Portugal, USA, Mozambique
  35. 35. Member of Thanks to the Agile Community and to our clients!
  36. 36. Contacts pedroch@strongstep.pt Strongstep - Innovation in software quality Email: geral@strongstep.pt Web: www.strongstep.pt Telephone: + 351 22 030 15 85 Strongstep UPTEC Rua Alfredo Allen, 455/461 4200-135 Porto Strongstep Chiado Largo Rafael Bordalo Pinheiro, 16 16, 1200-369 Lisboa
  37. 37. • T. Gilb, Principles of Software Engineering Management. Addison-Wesley, 1988, p. 72. • L. Sarigiannidis, “Software Development Project Risk Management: A New Conceptual Framework,” J. Softw. Eng. Appl., vol. 04, no. 05, pp. 293–305, 2011. • F. M. Dedolph, “The neglected management activity: Software risk management,” Bell Labs Tech. J., vol. 8, no. 3, pp. 91–95, Dec. 2003. • R. Charette, “Why software fails,” IEEE Spectr., 2005. • T. Madi, Z. Dahalin, and F. Baharom, “Content analysis on agile values: A perception from software practitioners,” 2011 Malaysian Conf. Softw. Eng., pp. 423–428, Dec. 2011. • T. Madi, Z. Dahalin, and F. Baharom, “Content analysis on agile values: A perception from software practitioners,” 2011 Malaysian Conf. Softw. Eng., pp. 423–428, Dec. 2011. • B. Boehm, “Software risk management: principles and practices,” Software, IEEE, no. January, 1991. • T. Arnuphaptrairong, “Top Ten Lists of Software Project Risks: Evidence from the Literature Survey,” Proc. Int. MultiConference Eng. Comput. Sci., vol. I, 2011. References
  38. 38. Do we eat our own dog food?
  39. 39. YES!
  40. 40. How do we start our week?
  41. 41. Sprint Planning Meeting
  42. 42. Planning Poker
  43. 43. Everyday …
  44. 44. Daily Scrum Meeting 15 min.
  45. 45. Sprint Burndown Chart
  46. 46. Project Burndown Chart
  47. 47. At the end of the week…
  48. 48. Sprint Review Meeting
  49. 49. Sprint Retrospective • What’s Working Well? • What’s Not Working, or Could Work Better? • Next sprint…
  50. 50. Join us!

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