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Agile Development with Agile Contract

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NUS-ISS 4th Agile Community of Practice (CoP): Agile Development with Agile Contract, by Mr Steven Koh, Assistant Director (Agile Coach), IDA-Government Digital Services (GDS)

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Agile Development with Agile Contract

  1. 1. Agile Contract GDS Product Development Steven Koh
  2. 2. 2 Steven Koh • Over 13 years experience in building high volume, low latency eCommerce and Engineering Systems across financial sector, high tech manufacturing and supply chain industry • Rotated across various roles such as sysadmin, dba, developer, systems architect and scrum master • US Patent 8,301,412 | Certified Professional in .NET, Oracle, Solaris, Red Hat and Scrum Master • Currently, an Agile Coach in Government Digital Services (GDS) • Co-creator of Agile Contract, IDA(T)-1233 & IDA(T)-1416 • Mentor and train agile practices • Build high performing agile team and deliver citizen- centric digital services in GDS steven_koh@ida.gov.sg www.meetup.com/Singapore-GDS
  3. 3. 3 Agenda • Breakout • Can agile work in government? • How to procure agile professional services? • Closing
  4. 4. 4 Breakout
  5. 5. 5 1. What do I do in company? 2. Why am I here? 3. My expectation about this session <Name> <Company> Self-Introduction Expectation 1 Expectation 2 Expectation 3
  6. 6. 6 Can agile work in government? • World wide adoption trend • Our agile journey
  7. 7. 7 UK Government Taskforce Recommends Agile Practices in 2011 “The cases and evidence reviewed for this report demonstrate that projects run using agile methods can deliver better outcomes at lower cost more quickly. Agile focuses on delivering useable functionality quickly, rather than a ‘perfect solution’ late.” – UK Govt. Taskforce
  8. 8. 8
  9. 9. 9 US Government – FBI Sentinel Project
  10. 10. 10 US Government – FBI Sentinel Project After the first failed attempt, US Government Accountability Office said, “When you do a program like this, you need to apply a level of rigor and discipline that's very high.” 1st attempt (Waterfall) •5 years •USD 170 million 2nd attempt (Waterfall) •5 years •USD 425 million 3rd attempt (Agile) •3 years •USD 99 million Two failed waterfall attempt • Ten years • USD 597 million dollars
  11. 11. 11 US Government Accountability Office Recommends Agile Practices in 2012 “Officials who have used Agile on federal projects at five agencies generally agreed that the practices identified by the experienced users are effective in a federal setting.” – US GAO
  12. 12. 12
  13. 13. 13 Agile Singapore Conference 1. 2014 Building an agile government - http://sched.co/1ruPFJS 2. 2015 – Agile at Scale in the government - http://www.agiletoursingapore.org/#schedule 3. 2016 – Coming in Nov 
  14. 14. 14 Municipal Service Delivery Mobile App 1. MND/PSD/MOF 2. Cross Agency Collaboration between 7 agencies; AVA, HDB, NPARKs, LTA, SPF, PUB and NEA 3. One stop reporting /tracking of Municipal issue for citizens 4. Further enhances “No wrong door” policy 5. Future integration with sensors networks
  15. 15. 15 1. Activate Certified CPR-trained folks in emergency cases (100,000 specialists) 2. Locate nearby Automatic External Defibrillator (AED) 3. Integrate with the Command Centre System (995) 4. Increase survivability of victims SCDF LifeSaver AED Mobile
  16. 16. 16 Business Grant Portal 1. One-stop business grant application portal for Singapore businesses 2. Simplified application process to make government grants more accessible to businesses
  17. 17. 17 Our Communities Regular events for public officers • Monthly Agile Brown Bag • Monthly Agile Clinic Others • Meetup - Agile Singapore meetup • Agile Government Leadership
  18. 18. 18 How to procure agile professional services? • Agile Bulk Tender • Product requirement management • UAT & payment milestones • Project outcomes
  19. 19. 19 Agile Bulk Tender • Scope a) Project Services for UX Design and Agile Application Development and Maintenance (AMS and SR) b) Tools for UX Design and Agile Application Development and Implementation • Objective • Encourage agencies to collaborate with GDS and work side-by-side with service providers via the bulk tender.
  20. 20. 20 Request for Quotation • While the full detail is in Requirement Specifications, Part 2B, the key differences as compared to traditional waterfall project are stated here: 1. Agency provides the project objective and outcome to Tenderers
  21. 21. 21 2. Suppliers respond with Product Backlog (PBL) • PBL contains User Stories and associated story points • PBL contains User Story-Story Point benchmarks indicator • PBL is prioritized and contains Release Plan • User Stories are INVEST (Independent, Negotiable, Valuable, Estimable, Small, Testable)
  22. 22. 22 Request for Quotation 3. Suppliers respond with default ‘Definition of Done’, sprint velocity, number of iterations, length of iteration, fixed price to complete all the story points and dollar per iteration. While Agencies may choose to indicate “Definition of Done”, Suppliers shall response with “DOD” 4. Suppliers respond with Sprint Backlog (SBL) of 1st iteration • User Stories of SBL must contain Conversation and Confirmation (functional and non-functional) • SBL contains task level breakdown with estimated IMD effort • Each task’s estimated effort must be broken down to 2 days or lesser
  23. 23. 23 Request for Quotation 5. Suppliers will be provided with toolkit to assess their agile maturity level 5. For high risk projects, agencies should shortlist two or three tenderers to conduct a PoC, to assess their capability – using their submitted sprint backlog in previous point (4)  Agency should fix the sprint duration for PoC
  24. 24. 24 Product Requirement Management
  25. 25. 25 Scenario 1: Change Requirement requires Extra Story Points  Agency can include “options” in their RFQ.  This “option” may be activated during the product development or after production release, as long as within the contractual period of Agile Bulk Tender.
  26. 26. 26 • User Story & Story Points which were quoted during the beginning of the project and then were not developed due to change in requirement will be deducted from the total cost. • For additional info, Please refer to Slide Project Outcome 2 : Agency terminated contract by Convenience/Non-Default. Scenario 2: Reduction – Not all Story Points were developed
  27. 27. 27 Scenario 3: Total Story Points remain the same • Refer to Part 2b - REQUIREMENT SPECIFICATIONS AGILE APPLICATION DEVELOPMENT AND USER EXPERIENCE DESIGN SERVICES, SECTION B, Page 18 Any user story/requirement in Product Backlog can be exchanged with new user stories / requirements with the approval of the Agency, as long as the total cost of revised story points in the Product Backlog does not exceed the contract price issued in the Purchase Order. .
  28. 28. 28 UAT and Payment Milestones
  29. 29. 29 SCHEDULE 1 – PARTICULAR CONDITIONS FOR PURCHASE OF AGILE APPLICATION DEVELOPMENT AND MAINTENANCE SERVICES Page 40
  30. 30. 30 SCHEDULE 3 - PAYMENT TERMS Page 62
  31. 31. 31 Possible Project Outcomes
  32. 32. 32 Project Outcome 1 : Breach of Performance • Supplier is unable to meet the committed sprint velocity for X consecutive sprints. It is foreseen that supplier is unable to complete project by commissioning date. Outcome: a) Agency chooses to terminate the contract due to breach of performance. Refer to Contractual T&C – LD section b) Agency continues with the selected supplier till commission date. Agency only pays for what has been delivered, prorated by delivered story points c) Agency continues with the selected supplier till all agreed story points are delivered Customer collaboration over contract negotiation
  33. 33. 33 Project Outcome 2 : Agency terminates contract by Convenience/Non-Default • Part 1B Annex I, Clause 14.6 • Happens due to change in business direction, good-enough system and no fault on supplier. • Agency should pay supplier up to the last piece of work done , prorated by delivered story points Example :- • Supplier’s commitment: 20 iterations with average velocity of 10 story points at $X • Actual: 10 iterations have been completed with average sprint velocity of 5 story points • Then we should only pay for 50 story points which is $X/4 and not by 10 iterations which is $X/2
  34. 34. 34 Project Outcome 3 : Blue Sky Scenario • Supplier completes all the agreed story points within fewer or exact iterations a) System is commissioned and project is completed. Remaining payment is released to supplier. Project completes b) Agency purchases additional iterations to further enhance the system. Project completes • In all cases, the supplier is incentivized to improve their productivity
  35. 35. 35 Closing
  36. 36. 36 Agile Suppliers • Difference between Agile Contract, (T)-1233 vs. (T)-1416 • (T)-1233: Agile Project Services • Fixed cost, story point based • Expires Jul 2017 • (T)-1416: Agile Technical Specialist • Staff augmentation • Closes on 15 Feb • Aaron_MA@ida.gov.sg
  37. 37. 37 Public Service Officer • Be notified http://www.meetup.com/Singapore-GDS/ • Monthly Agile Brown Bag sharing • How to use (T)-1233 • GDS Consultancy Services • Monthly Agile Clinic • Solve project specific challenges • Agile Coaches from (T)-1233 Suppliers • GDS Agile Coaches
  38. 38. 38 Retrospective 1. Discuss if your expectations are met 2. Share your key takeaway Takeaway 1 Takeaway 2 Takeaway 3
  39. 39. 39 Lastly, 1. Join http://www.meetup.com/Agile-Singapore/ for our monthly meetup 2. We are hiring, https://sg.linkedin.com/in/stevenkoh

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