Chasingwindmills agile success
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Chasingwindmills agile success

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Chasingwindmills agile success Chasingwindmills agile success Presentation Transcript

  • Chasing Windmills? Getting Agile Success in Government Paul M. Boos
  • Which do we see?
  • Why should we care?
  • Value
  • Speed
  • Why doesn’tthe Gov’tuse Agile?
  • Ahhh… Software EngineeingWhat’s your Success Rate?
  • 78% feel biz reqmts out of sync with project reqmts75% of Software Projects: DOOMED from Start ≅55% of projects have clear biz objectives Source: 2011 Geneca Survey
  • % Application Features Used 7% 13% Rarely/Never Occasionally 16% Often 64% Always Only 20%!! Source: 2002 Standish Report
  • Business Software is a Craft
  • It takes skill… …and
  • Creativity
  • So… Certainly SOMEONE has created a better way
  • Yep, some really, really, really Smart People gathered in Snowbird, Utah and created the …
  • Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing
software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration overcontract negotiation
Responding to change over following a planThat is, while there is value in the items on
the right, we
  • Where does Agile fit? >Understanding Waterfall Of Problem Agile or Agile Agile and < < Understanding > Of Solution
  • Challenges
  • Bureaucracy?
  • Gov’t OrganizationsTend to be here! (almost by sheer size) This model courtesy of Jurgen Appelo; please visit his blog at http://noop.nl
  • Policy?
  • Brings Order?
  • Gov’t PoliciesTend to be here! (in theory) This model courtesy of Jurgen Appelo; please visit his blog at http://noop.nl
  • Complexity orComplication?
  • TeamsTend to be here! (in reality) This model courtesy of Jurgen Appelo; please visit his blog at http://noop.nl
  • Complicated + Complex Overrides Ordered + Simple + =Process Team Result
  • 12 Best Case3 …n Worse Case
  • We don’t take timeto read (or write)our policies…
  • We let others tell uswhat the policiesmean…
  • What about…
  • Systems Development Life-Cycle (SDLC)SimplifySimple Process = Easy AuditingFocus on Delivering Business ValueAlign Milestones w/Releasable Software
  • Top Down Support Agile SuccessGrass Roots Motivation
  • Strive to decomplicate…Help teams operate as simple and ordered as possible. This model courtesy of Jurgen Appelo; please visit his blog at http://noop.nl
  • Perfection is achieved, not whenthere is nothing more to add, butwhen there is nothingleft to take away. -Antoine de Saint-Exupery
  • Apply the pants principle…Simple process adopted by theteam doing the work. + Process Team
  • “…reducing costs requires abetter way to organize work, notbetter cost information.” -H. Thomas Johnson (paraphrased)
  • Hesitate Δingfor 1 problem
  • Enterprise Architecture
  • Graft and Prune EA Components
  • The Iron Triangle Agilified
  • An Approach for Executing Projects w/Agility Scope Prioritized Epics Scope Epic 1 Epic 2 Epic 3 Estimate Work to… Epic 4 Epic 5 …Budget Schedule > Budget Schedule Budget/Schedule + Mgmt Reserve
  • Execute onsmall slices!
  • Classic EVM Deploy$ Develop 01001101 11101000 10010010 Design Analyze
  • Scrum ProcessRelease Plan Release
  • Scrum-based EVM$ Release
  • Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing
software by doing it and helping others do it. Through this work we have come to value: those Reward building the Individuals and interactionsproduct in over processes and tools
Working software over comprehensive working documentation
Customer collaboration over together overcontract negotiation
Responding to change following a planThat is, while there is value in the items on
the right, we
  • Manifesto for Agile Software DevelopmentWe are uncovering better ways of developing
software by doing it and helping others do it. Reward risk-taking/innovation; Through this work we have come to value: penalize only non-contained Individuals and interactions over processes failuresand tools
Working software over comprehensive documentation
Customer collaboration overcontract negotiation
Responding to change over following a planThat is, while there is value in the items on
the right, we
  • Manifesto for Agile Software Development We are uncovering better ways of developing
software by doing it and helping others do it. Through this work we have come to value:Reward product meeting needs Individuals and interactions over processesover on-time/on-schedule comprehensive and tools
Working software over documentation
Customer collaboration overcontract negotiation
Responding to change over following a planThat is, while there is value in the items on
the right, we
  • Manifesto for Agile Software Development We are uncovering better ways of developing
software by doing it and helping others do it.Reward working product to value: Through this work we have come Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration overcontract negotiation
Responding to change over following a planThat is, while there is value in the items on
the right, we
  • Set a vision… and
  • There’s nothingto fear.
  • http://coactivate.org/projects/agile-influencers-of-dc Paul Boos @paul_boospaul.boos@santeon.com