SlideShare a Scribd company logo
1 of 42
Download to read offline
1Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Agile Contracts
Blast Off to a Zone of
Collaborative Systems Building
Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Drew Jemilo, CTO
Scaled Agile, Inc.
@drewjemilo
2Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Our Lean-Agile scaling methods are keeping pace,
but are traditional contracts putting a drag
on escape velocity?
3Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Contents
1. What’s Slowing Us Down?
2. Common Commercial Contract Models
– Moving to Agile, Case Study 1: A Consumer
Automotive Supplier
3. U.S. Federal Government Contract Models
– Moving to Agile, Case Study 2: A Government
Contractor
4. Agile Contracts: A SAFe®
Approach
4Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
What’s Slowing Us Down?
5Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
We Cannot Know Everything Up Front
https://en.wikipedia.org/wiki/Dr._Evil
$1 MILLION
dollars!
6Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Our Contracts Reflect the Iron Triangle
7Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Let’s Look at an Alternative…
Scope: Detailed requirements
with big up-front design
Can you really know
everything up front?
Flexible requirements driven
by a vision, backlog, and
roadmap
Traditional contracts
Schedule: Shorter horizon consisting of
iterations to show progress
through working software
and enable fast learning
cycles
Agile contracts
Fixed delivery date with
phase-gate milestones
Do phase-gate milestones
really indicate progress and
validate assumptions?
Cost:
Fixed cost
Should we consider cost & Cost
of Delay (CoD)? Do we motivate
through incentives and penalties?
Time & Materials or Shared
Pain/Gain
(often Incentive/Penalty Cost-Plus
in a government context)
8Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
The Constraint Comes from Traditional Mindsets
Procurement
We need to know exactly
what, when, and how
much… and also a discount”
Lawyers
Let’s reduce risk and
avoid law suits”
Program Managers
Let’s reduce risk by having
phase-gate milestones to
check on progress”
Architects
Let’s create the design up
front to meet our deadlines”
Sales
Let’s do whatever it
takes to get the bid
(and my commission)”
“
“
“
“
“
9Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Attaining Escape Velocity
Procurement
There’s value in
collaborative relationships
and mutual motivation”
Lawyers
Agile can actually lower
risk… and there are
existing contract models
to support it”Program Managers
Let’s measure progress
through working software,
business value achieved,
and risk reduction”
Architects
Let’s keep our design options
open as long as is
economically feasible”
Sales
Let’s not just get new
customers… let’s
create happy ones”
“
“
“
“
“
10Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Common Commercial
Contract Models
11Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Firm Fixed-Price Contracts
 Overview:
– Fixed price and delivery date
– Assumes fixed requirements
– Changes usually come with a fee
– Risk shifted to supplier
 Pros:
– Well understood in the industry
 Cons:
– Requires up-front detailed specs and risk analysis
– Changes can be expensive
– Final cost and delivery date are less predictable
– Promotes the “blame game,” and reduces transparency
$
12Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Time and Materials Contracts
 Overview:
– Price based on rate
– Contract does not contain a complete specification of the
system
– Ends as specified by customer
– Risk shifted to customer
 Pros:
– Well understood in the industry
– Good if vision and solution are unclear
 Cons:
– Lack of objective milestones
– Can encourage supplier to maximize billable time

13Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Cost-Plus Contracts
 Overview:
– Customer pays for all supplier’s cost plus an additional fee that
contains the profit. Variations:
• Cost-Plus Fixed Fee – Supplier has pre-specified profit fee
• Cost-Plus Incentive Fee -- Supplier receives a higher profit fee if
they meet or exceed a specific target
• Cost-Plus Award Fee -- Supplier receives awards based on more
subjective determinations like quality, timeliness, and responsiveness
– Risk shifted to customer compared to Firm Fixed-Price contracts
 Pros:
– Allows more flexibility than Firm Fixed-Price contracts
 Cons:
– Promotes “gaming the system,” the “blame game,” and reduced
transparency
14Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Target Price Contracts
 Overview:
– Contract contains a target in effort, a negotiated profit for the
supplier, and often a deadline
– May be set up with minimum and maximum hours
– Both sides have “skin in the game” and share in the pain/gain
– Contract awards take into account trust and collaboration, not
just cost
– Risk shared; overruns and underruns are split
 Pros:
– Increases collaboration, incents scope management, and
drives transparency
 Cons:
– Requires reasonable clarification of ambiguities and risks, but
overall, a good “Shared Pain/Gain” model
15Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Agile Contract Trends
 Overview:
– Has vision, flexible roadmap, and backlog, but variable scope
– Has fixed quality
– Has a price range or ceiling
– Has scope and expense management processes; governance and
decision-making processes; and motivational and cooperative models
– Has "Checkpoint Phase" to test cooperation and "Exit Points" for contract
termination
 Pros:
– Has benefits of Agile, with a governance process for “checks and
balances”
– Fast feedback cycles provide greater supplier performance visibility
 Cons:
– Requires a new way of thinking by Procurement, Legal, etc.

For more information, see Agile Contracts: Creating and Managing Successful Projects with Scrum, Andreas Opelt, et. al., 2013, Wiley Publishing
16Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
A Consumer Automotive
Supplier
Moving to Agile, Case Study 1:
17Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Context
 “SupplyCo” supplies parts to an automotive company
(“AutoCo”)
 AutoCo integrates components (mechanical, firmware,
software) from hundreds of suppliers
 AutoCo does an up front best-effort analysis
 Despite ambiguities, AutoCo needs a cost range from each
supplier (the magnitude is in the millions to billions of dollars)
 SupplyCo is a strategic supplier and treated like
a partner; collaboration is as important as cost
18Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Outcome
 A “Fixed-Price Plus Changes” contract was used, with a
buffer based on historic data
 Before the contract was binding:
- They gained agreement up front on capabilities which
were then broken down into hundreds of features
- They created a flexible roadmap, knowing it
would change
- The agreed to share cloud-based tools to increase transparency
and reduce hand-offs
 Once the contract was binding:
- Change requests went through a Kanban system
to reduce delays
- Plan adaptation happened at increment boundaries
19Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
U.S. Federal Government
Contract Models
20Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Government Contracting Context
 Federal Contracting Officers have more power, delivery
responsibility, and personal liability
 Competitive bids are required (if over a
context-specific amounts) due to
government policies, statutes, and trade
treaties
 Required to be an open, public bidding
process (except with heavy up-front
approvals)
 Have to disclose evaluation process
21Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
The Federal Journey to More Agile Contracts
Commercial
Sector Lean-
Agile Best
Practices
-------------------
Fewer and less
rigorous constraints;
recognizes Lean-Agile
value proposition
Greater
Contract
Agility
-------------------
Apply TechFar for
greater contract
agility
Federal Airspace
Federal
Acquisition
Regulation
(FAR)
-------------------
Constraints on the
acquisition process
TechFAR
-------------------
Highlights flexibilities
in the FAR to help
agencies implement
the “plays” in the
Digital Services
Handbook
U.S. Digital
Services
Handbook
-------------------
Draws from 13 key
“plays” in the private
sector including Agile
practices
1
2
3
22Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Federal Acquisition Regulation (FAR)
16.4-Incentive Contracts
– 16.402-1 Cost incentives.
– 16.402-2 Performance incentives.
– 16.402-3 Delivery incentives.
– 16.403 Fixed-price incentive contracts.
– 16.403-1 Fixed-price incentive (firm target) contracts.
– 16.403-2 Fixed-price incentive (successive targets)
contracts.
– 16.404 Fixed-price contracts with award fees.
– 16.405 Cost-reimbursement incentive contracts.
– 16.405-1 Cost-plus-incentive-fee contracts.
– 16.405-2 Cost-plus-award-fee contracts.
16.5-Indefinite-Delivery Contracts
– 16.502 Definite-quantity contracts.
– 16.503 Requirements contracts.
– 16.504 Indefinite-quantity contracts.
16.6-Time-and-Materials, Labor-
Hour, and Letter Contracts
– 16.601 Time-and-materials contracts.
– 16.602 Labor-hour contracts.
– 16.603 Letter contracts.
FAR Contracts Types*
6.2-Fixed-Price Contracts
– 16.202 Firm-fixed-price contracts.
– 16.203 Fixed-price contracts with economic price adjustment.
– 16.204 Fixed-price incentive contracts.
– 16.205 Fixed-price contracts with prospective price
redetermination.
– 16.206 Fixed-ceiling-price contracts with retroactive price
redetermination.
– 16.207 Firm-fixed-price, level-of-effort term contracts.
16.3-Cost-Reimbursement Contracts
– 16.302 Cost contracts.
– 16.303 Cost-sharing contracts.
– 16.304 Cost-plus-incentive-fee contracts.
– 16.305 Cost-plus-award-fee contracts.
– 16.306 Cost-plus-fixed-fee contracts.
* https://www.acquisition.gov/sites/default/files/current/far/html/FARTOCP16.html
1
The FAR system governs the acquisition process by which
the U.S. federal government purchases goods and services
23Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
U.S. Digital Services Playbook
See https://playbook.cio.gov
1. Understand what people need
2. Address the whole experience,
from start to finish
3. Make it simple and intuitive
4. Build the service using agile and
iterative practices
5. Structure budgets and contracts
to support delivery
6. Assign one leader and hold that
person accountable
7. Bring in experienced teams
8. Choose a modern technology stack
9. Deploy in a flexible hosting
environment
10. Automate testing & deployments
11. Manage security and privacy
through reusable processes
12. Use data to drive decisions
13. Default to open, publicly accessible
data
2
The U.S. Digital Services Playbook provides guidance for applying
relevant private sector (and more agile) approaches to procurement
24Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
TechFAR Publication
See https://github.com/WhiteHouse/playbook/blob/gh-pages/_includes/techfar-online.md
Traditional Software Development Agile Software Development
Pre-Award Pre-Award
• Government Lead role • Product Owner role
• Requirements with big up-front design • Product Vision and Roadmap
Post-Award Post-Award
• Long, linear development phase of
design, development, and testing
• Release Planning and Sprints
• User stories become deployable code
• Customer typically involved at the end • Product Owner/customer feedback per user
story
• Performance Measurement –
Contractor conformance to pre-award
detailed requirements
• Performance Measurement - Contractor
performance throughout each sprint and
release (bug defect rates, speed of time to
value, etc.)
3
TechFAR highlights flexibilities in the FAR to help agencies
implement agile contracts
25Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
A Government Contractor
Moving to Agile, Case Study 2:
26Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Indefinite Delivery/Indefinite Quantity (IDIQ)
 What is IDIQ?
– Consists of a Master Contract with a vision and budget
– A pool of suppliers (“Providers”) are qualified for the Master Contract
– Under the Master Contract, Task Orders with scope are created as needed
– For each Task Order, a qualified provider is selected and the Task Order
becomes a binding Delivery Order
 Pros:
– Simplifies and expedites the procurement process
– Validates vendor collaboration and performance while maintaining competition
– Less overhead in moving from contract model to contract model
 Cons:
– When switching vendors, will lose the teams and their
knowledge base
– May impact architectural consistency and integrity
A federal agency put out an RFP for an IDIQ Task Order
27Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Context
 After the federal agency put out the IDIQ Task Order, the
contractor put in a bid along with other qualified contractors
 The Task Order contract model was Cost-plus-award-fee
with fixed cost and schedule, and variable scope
 Goal: Select a single qualified supplier
 Gave each contractor the same set of functionality
 The “winner” would be paid and become
the selected qualified supplier for future
Task Orders
28Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Initial Challenges
 The federal agency tried using velocity as a metric
 System flexibility was difficult to quantify:
• “Flexible architecture” was open to interpretation;
some suppliers took more short cuts than others
• There were many integration points; different
integration solutions were implemented resulting in
varying effort across suppliers
 The contractor had a difficult time engaging the
federal agency
29Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Outcome and Lessons Learned
Outcome
 The Cost-plus-award-fee model allowed a more subjective
selection process (e.g., supplier responsiveness,
completeness of functionality) and the contractor won due to
their responsiveness and system flexibility
Lessons Learned
 Understand the danger of velocity-based comparisons
 Have frequent contact to synchronize, prioritize, and
negotiate scope
 Consider a single supplier to balance the value of
competition against the benefits of stable teams,
decreased delays, and architectural consistency
30Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Agile Contracts: A SAFe®
Approach
31Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
The Scaled Agile Framework® (SAFe®
)
ScaledAgileFramework.com
1. Code Quality
2. Program execution
3. Alignment
4. Transparency
Core Values
Synchronizes alignment, collaboration, and delivery
for large numbers of teams
32Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
SAFe Managed Investment Contracts
1. Define the Program Vision and Roadmap
2. Contract one to two Program Increments (PI) at a time
3. Manage priorities with the Program Backlog; prioritize
with the customer via WSJF* for each PI
4. Evaluate jointly and objectively the solution at the end
of each PI
▸ The customer can stop, continue, increase, or decrease
funding based on results
▸ With reasonable notice to the supplier, the customer can
exit when sufficient ROI is achieved
* Weighted Shortest Job First. See http://www.scaledagileframework.com/wsjf/
33Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Move to the Zone of Collaborative Systems Building
Responsiveness to Change0%
SAFe®
Managed
Investment Contracts
Time &
Materials
Contracts
Zone 1:
Challenging
Expectations
Zone 3:
Innovation and
Exploration
Zone 2:
Collaborative
Systems Building
Firm Fixed-Price
Contracts  
34Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Benefits of Collaborative Systems Building
 Better economic outcomes for customers and
suppliers, and earlier ROI
 Better risk management
 Higher transparency and predictability
 Faster feedback cycles
– Shorter time between learning and action
– More frequent feedback on supplier performance
 Balances benefits of:
– Over-constrained specifications vs. extreme
innovation
– Predictability vs. the freedom to explore better
economic alternatives
35Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Thank you!
Questions?
36Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
References
Commercial
 Agile Contracts: Creating and Managing Successful Projects with Scrum, Andreas Opelt, et. al.,
2013, Wiley Publishing
 Flexible Contracts, Susan Atkinson and Gabrielle Benefield, http://www.flexiblecontracts.com
 Agile Contracts Primer, Tom Arbrogast, Craig Larman, and Bas Voddee,
http://www.agilecontracts.org
 Contracting in Agile Software Projects: State of Art and How to Understand It, Shi Hao Zijdemans
and Christoph Johann Stettina, 2014
Government
 Software Development: Effective Practices and Federal Challenges in Applying Agile Methods,
http://www.gao.gov/products/GAO-12-681
 Federal Acquisition Regulation, https://www.acquisition.gov/?q=browsefar
 U.S. General Services Administration Acquisition Policy, http://www.gsa.gov/portal/content/104579
 Procurement Challenges: Private vs. Public Procurement Law,
http://www.procurementoffice.ca/2013/03/25/procurement-challenges-private-vs-public-
procurement-law
37Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Appendix A:
“Book Report” on Agile Fixed-Price
Contracts
38Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Has the following:
Agile Contracts: Creating and
Managing Successful Projects
with Scrum, by Andreas Opelt
and Boris Gloger
(Templates available)
▶ Vision
▶ Backlog
▶ Fixed quality
▶ Price ceiling
▶ Quantifiable value
measures
Fast feedback cycles provide
greater supplier performance
visibility
Agile Fixed-Price Contracts Overview
39Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Agile Fixed-Price Contracts – Steps
Define program vision and roadmap
Create reference backlog items: size, value, risk
Define fixed-price range based on velocity/cost
(not yet contractually binding)
Define scope & expense management processes
Define governance and decision-making processes
Define motivational and cooperative models
1
2
3
4
5
6
Other contract elements included, as needed (e.g., IP ownership,
liability, indemnities, warranty, etc.)
40Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Agile Fixed-Price Contracts – Elements
Checkpoint Phase
Initial period to test cooperation
Riskshare
Cost-sharing model when the fixed-price
range is exceeded
Exit Points
Points either party may terminate the contract
in a controlled manner
▶ Gone south – cooperation and delivery
distressed
▶ Gone north – sufficient value has been
achieved
!
41Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Appendix B:
“Book Report” on Flexible Contracts
42Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved
Replaces “Statements of Work” with
“Statements of Target Outcomes” (SOTO)
Written as a “Minimum Viable Contract”
▶ Simple English, short, lightweight provisions,
can be expanded as needed
▶ Lower legal/admin costs
Contract is a set of targeted outcomes
▶ Shorter duration so that reprioritization
and improvements can be applied in the
next SOTO
▶ Supplier creates options to meet the
targeted outcomes
▶ Problems are explored with potential
paths to solve them
Flexible Contracts book coming soon.
See
http://www.flexiblecontracts.com/book
Flexible Contracts
(Templates available)

More Related Content

What's hot

Agile101 - What Agile Is and What Agile Is Not
Agile101 - What Agile Is and What Agile Is NotAgile101 - What Agile Is and What Agile Is Not
Agile101 - What Agile Is and What Agile Is NotDerek Huether
 
Introduction to Scaled Agile Framework SAFe
Introduction to Scaled Agile Framework SAFeIntroduction to Scaled Agile Framework SAFe
Introduction to Scaled Agile Framework SAFeJosef Scherer
 
DevOps - an Agile Perspective (at Scale)
DevOps - an Agile Perspective (at Scale)DevOps - an Agile Perspective (at Scale)
DevOps - an Agile Perspective (at Scale)Brad Appleton
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For ExecutivesMichael Tarnowski
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupYuval Yeret
 
Agile Maturity Assessments
Agile Maturity AssessmentsAgile Maturity Assessments
Agile Maturity AssessmentsDavid Hanson
 
Digital Transformation Toolkit - Framework, Best Practices and Templates
Digital Transformation Toolkit - Framework, Best Practices and TemplatesDigital Transformation Toolkit - Framework, Best Practices and Templates
Digital Transformation Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
 
Building Your SAFe Implementation Strategy
Building Your SAFe Implementation StrategyBuilding Your SAFe Implementation Strategy
Building Your SAFe Implementation StrategyAlex Yakyma
 
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeWebinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeSaket Bansal
 
Change and Project Management Toolkit - Framework, Best Practices and Templates
Change and Project Management Toolkit - Framework, Best Practices and TemplatesChange and Project Management Toolkit - Framework, Best Practices and Templates
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
 
Project Management Office (PMO)
Project Management Office (PMO)Project Management Office (PMO)
Project Management Office (PMO)Anand Subramaniam
 
Definition of Done and Product Backlog refinement
Definition of Done and Product Backlog refinementDefinition of Done and Product Backlog refinement
Definition of Done and Product Backlog refinementChristian Vos
 
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th Meetup
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th MeetupAgile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th Meetup
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th MeetupScrum Bangalore
 
Enterprise Architecture, Project Management & Digital Transformation
Enterprise Architecture, Project Management & Digital TransformationEnterprise Architecture, Project Management & Digital Transformation
Enterprise Architecture, Project Management & Digital TransformationRiaz A. Khan, OpenCA, TOGAF
 
Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)Andreano Lanusse
 
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]LeadingAgile
 
Agile Methodology
Agile MethodologyAgile Methodology
Agile MethodologySapna Sood
 
Developer Experience
Developer ExperienceDeveloper Experience
Developer ExperienceThoughtworks
 
The Road to Business Agility
The Road to Business AgilityThe Road to Business Agility
The Road to Business AgilitySrini Koushik
 

What's hot (20)

Agile101 - What Agile Is and What Agile Is Not
Agile101 - What Agile Is and What Agile Is NotAgile101 - What Agile Is and What Agile Is Not
Agile101 - What Agile Is and What Agile Is Not
 
Introduction to Scaled Agile Framework SAFe
Introduction to Scaled Agile Framework SAFeIntroduction to Scaled Agile Framework SAFe
Introduction to Scaled Agile Framework SAFe
 
DevOps - an Agile Perspective (at Scale)
DevOps - an Agile Perspective (at Scale)DevOps - an Agile Perspective (at Scale)
DevOps - an Agile Perspective (at Scale)
 
Agile Mindset For Executives
Agile Mindset For ExecutivesAgile Mindset For Executives
Agile Mindset For Executives
 
Agile Transformation at Scale
Agile Transformation at ScaleAgile Transformation at Scale
Agile Transformation at Scale
 
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th MeetupWhat's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
What's new in the Scaled Agile Framework (SAFe) 6.0 - Agile Indy May 10th Meetup
 
Agile Maturity Assessments
Agile Maturity AssessmentsAgile Maturity Assessments
Agile Maturity Assessments
 
Digital Transformation Toolkit - Framework, Best Practices and Templates
Digital Transformation Toolkit - Framework, Best Practices and TemplatesDigital Transformation Toolkit - Framework, Best Practices and Templates
Digital Transformation Toolkit - Framework, Best Practices and Templates
 
Building Your SAFe Implementation Strategy
Building Your SAFe Implementation StrategyBuilding Your SAFe Implementation Strategy
Building Your SAFe Implementation Strategy
 
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridgeWebinar On Scaled Agile Framework (SAFe) | iZenBridge
Webinar On Scaled Agile Framework (SAFe) | iZenBridge
 
Change and Project Management Toolkit - Framework, Best Practices and Templates
Change and Project Management Toolkit - Framework, Best Practices and TemplatesChange and Project Management Toolkit - Framework, Best Practices and Templates
Change and Project Management Toolkit - Framework, Best Practices and Templates
 
Project Management Office (PMO)
Project Management Office (PMO)Project Management Office (PMO)
Project Management Office (PMO)
 
Definition of Done and Product Backlog refinement
Definition of Done and Product Backlog refinementDefinition of Done and Product Backlog refinement
Definition of Done and Product Backlog refinement
 
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th Meetup
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th MeetupAgile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th Meetup
Agile Transformation Kick Start - Sathyanaraya H R - Scrum Bangalore 19th Meetup
 
Enterprise Architecture, Project Management & Digital Transformation
Enterprise Architecture, Project Management & Digital TransformationEnterprise Architecture, Project Management & Digital Transformation
Enterprise Architecture, Project Management & Digital Transformation
 
Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)
 
Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]Rick Austin - Portfolio mangement in an agile world [Agile DC]
Rick Austin - Portfolio mangement in an agile world [Agile DC]
 
Agile Methodology
Agile MethodologyAgile Methodology
Agile Methodology
 
Developer Experience
Developer ExperienceDeveloper Experience
Developer Experience
 
The Road to Business Agility
The Road to Business AgilityThe Road to Business Agility
The Road to Business Agility
 

Viewers also liked

Agile Development with Agile Contract
Agile Development with Agile ContractAgile Development with Agile Contract
Agile Development with Agile ContractNUS-ISS
 
Agile Principles, Agile People
Agile Principles, Agile PeopleAgile Principles, Agile People
Agile Principles, Agile PeopleGaetano Mazzanti
 
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...Drew Jemilo
 
The Open Group Architecture Practionners Conference Paris 2016 - Arismore - ...
The Open Group Architecture Practionners Conference Paris 2016  - Arismore - ...The Open Group Architecture Practionners Conference Paris 2016  - Arismore - ...
The Open Group Architecture Practionners Conference Paris 2016 - Arismore - ...Renaud PHELIZON
 
Vertraege in Agilen Projekten
Vertraege in Agilen ProjektenVertraege in Agilen Projekten
Vertraege in Agilen ProjektenBjörn Schotte
 
Lemur Tutorial at SIGIR 2006
Lemur Tutorial at SIGIR 2006Lemur Tutorial at SIGIR 2006
Lemur Tutorial at SIGIR 2006pogil
 
Contracting for Agile Software Development
Contracting for Agile Software DevelopmentContracting for Agile Software Development
Contracting for Agile Software Developmentcspag67
 
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...GeeksLab Odessa
 
People over Process (Agile & Beyond)
People over Process (Agile & Beyond)People over Process (Agile & Beyond)
People over Process (Agile & Beyond)Michael Sahota
 
Planning for Contract Agile Projects
Planning for Contract Agile ProjectsPlanning for Contract Agile Projects
Planning for Contract Agile ProjectsMike Cohn
 

Viewers also liked (20)

Agile Contracts
Agile ContractsAgile Contracts
Agile Contracts
 
120521 agile contracts 2.1
120521 agile contracts 2.1120521 agile contracts 2.1
120521 agile contracts 2.1
 
Agile Contracts
Agile ContractsAgile Contracts
Agile Contracts
 
Sprint Contract
Sprint ContractSprint Contract
Sprint Contract
 
Agile contracts
Agile contractsAgile contracts
Agile contracts
 
Agile contracts
Agile contractsAgile contracts
Agile contracts
 
Agile Development with Agile Contract
Agile Development with Agile ContractAgile Development with Agile Contract
Agile Development with Agile Contract
 
Agile Contracts
Agile ContractsAgile Contracts
Agile Contracts
 
Agile Principles, Agile People
Agile Principles, Agile PeopleAgile Principles, Agile People
Agile Principles, Agile People
 
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...
MOVED to http://www.slideshare.net/JEMILOD/agile-contracts-by-drew-jemilo-agi...
 
User stories & relative estimation
User stories & relative estimationUser stories & relative estimation
User stories & relative estimation
 
The Open Group Architecture Practionners Conference Paris 2016 - Arismore - ...
The Open Group Architecture Practionners Conference Paris 2016  - Arismore - ...The Open Group Architecture Practionners Conference Paris 2016  - Arismore - ...
The Open Group Architecture Practionners Conference Paris 2016 - Arismore - ...
 
Vertraege in Agilen Projekten
Vertraege in Agilen ProjektenVertraege in Agilen Projekten
Vertraege in Agilen Projekten
 
Lemur Tutorial at SIGIR 2006
Lemur Tutorial at SIGIR 2006Lemur Tutorial at SIGIR 2006
Lemur Tutorial at SIGIR 2006
 
Agile contracts
Agile contractsAgile contracts
Agile contracts
 
Contracting for Agile Software Development
Contracting for Agile Software DevelopmentContracting for Agile Software Development
Contracting for Agile Software Development
 
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...
 
People over Process (Agile & Beyond)
People over Process (Agile & Beyond)People over Process (Agile & Beyond)
People over Process (Agile & Beyond)
 
Agile līgumi
Agile līgumiAgile līgumi
Agile līgumi
 
Planning for Contract Agile Projects
Planning for Contract Agile ProjectsPlanning for Contract Agile Projects
Planning for Contract Agile Projects
 

Similar to Agile Contracts by Drew Jemilo (Agile2015)

PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4Thanh Nguyen
 
Charting Your Path to Effective Contract Management
Charting Your Path to Effective Contract Management Charting Your Path to Effective Contract Management
Charting Your Path to Effective Contract Management SAP Ariba
 
Hi600ch07_text_slides
Hi600ch07_text_slidesHi600ch07_text_slides
Hi600ch07_text_slidesljmcneill33
 
Now Box 2018
Now Box 2018Now Box 2018
Now Box 2018JillDIGIT
 
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...SirionLabs
 
Building A CFO Ready Business Case For Contract Management
Building A CFO Ready Business Case For Contract ManagementBuilding A CFO Ready Business Case For Contract Management
Building A CFO Ready Business Case For Contract ManagementAlison Clarke
 
Five ways to develop a successful outsourcing contract
Five ways to develop a successful outsourcing contractFive ways to develop a successful outsourcing contract
Five ways to develop a successful outsourcing contractWGroup
 
White Paper : It Is Time To Switch Outsourcing Vendor
White Paper : It Is Time To Switch Outsourcing VendorWhite Paper : It Is Time To Switch Outsourcing Vendor
White Paper : It Is Time To Switch Outsourcing VendorISHIR
 
KPIT Selects Best Contract Management Software to Streamline Contracts
KPIT Selects Best Contract Management Software to Streamline ContractsKPIT Selects Best Contract Management Software to Streamline Contracts
KPIT Selects Best Contract Management Software to Streamline ContractsIcertis
 
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdf
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdfHow to_ Salesforce CPQ_ Manage Renewals and Amendments.pdf
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdfvictorothugadi
 
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...BakerTillyConsulting
 
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...Information Services Group (ISG)
 
About Exigent Chameleon Sept 2016
About Exigent Chameleon Sept 2016About Exigent Chameleon Sept 2016
About Exigent Chameleon Sept 2016Mike Newman
 
7 Traits of a Highly Successful Channel Partner
7 Traits of a Highly Successful Channel Partner7 Traits of a Highly Successful Channel Partner
7 Traits of a Highly Successful Channel PartnerZINFI Technologies, Inc.
 
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application Integration
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application IntegrationGuidewire Connections 2023 DE-4 Using AI to Accelerate Application Integration
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application IntegrationBrianPetrini
 
S C P004 Morris 091807
S C P004  Morris 091807S C P004  Morris 091807
S C P004 Morris 091807Dreamforce07
 
Beating the Odds - Strategies for Successful Alliances
Beating the Odds - Strategies for Successful AlliancesBeating the Odds - Strategies for Successful Alliances
Beating the Odds - Strategies for Successful AlliancesRob Minaglia
 
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfA Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfeprentise
 

Similar to Agile Contracts by Drew Jemilo (Agile2015) (20)

PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
PMI-ACP Lesson 12 Knowledge and Skills Nugget 4
 
Charting Your Path to Effective Contract Management
Charting Your Path to Effective Contract Management Charting Your Path to Effective Contract Management
Charting Your Path to Effective Contract Management
 
Hi600ch07_text_slides
Hi600ch07_text_slidesHi600ch07_text_slides
Hi600ch07_text_slides
 
Now Box 2018
Now Box 2018Now Box 2018
Now Box 2018
 
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...
[SirionLabs Webinar] Faster Contracts, Better Contracts: Eliminating the Fric...
 
Building A CFO Ready Business Case For Contract Management
Building A CFO Ready Business Case For Contract ManagementBuilding A CFO Ready Business Case For Contract Management
Building A CFO Ready Business Case For Contract Management
 
Five ways to develop a successful outsourcing contract
Five ways to develop a successful outsourcing contractFive ways to develop a successful outsourcing contract
Five ways to develop a successful outsourcing contract
 
White Paper : It Is Time To Switch Outsourcing Vendor
White Paper : It Is Time To Switch Outsourcing VendorWhite Paper : It Is Time To Switch Outsourcing Vendor
White Paper : It Is Time To Switch Outsourcing Vendor
 
Winter 22 release
Winter 22 releaseWinter 22 release
Winter 22 release
 
Release Winter 22 FR
Release Winter 22 FRRelease Winter 22 FR
Release Winter 22 FR
 
KPIT Selects Best Contract Management Software to Streamline Contracts
KPIT Selects Best Contract Management Software to Streamline ContractsKPIT Selects Best Contract Management Software to Streamline Contracts
KPIT Selects Best Contract Management Software to Streamline Contracts
 
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdf
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdfHow to_ Salesforce CPQ_ Manage Renewals and Amendments.pdf
How to_ Salesforce CPQ_ Manage Renewals and Amendments.pdf
 
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...
Baker Tilly Presents: New to Cost Reimbursement Contracts? Meet Your New Frie...
 
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...
Governance Services: Meeting the Minimum Governance Table Stakes to Stay in t...
 
About Exigent Chameleon Sept 2016
About Exigent Chameleon Sept 2016About Exigent Chameleon Sept 2016
About Exigent Chameleon Sept 2016
 
7 Traits of a Highly Successful Channel Partner
7 Traits of a Highly Successful Channel Partner7 Traits of a Highly Successful Channel Partner
7 Traits of a Highly Successful Channel Partner
 
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application Integration
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application IntegrationGuidewire Connections 2023 DE-4 Using AI to Accelerate Application Integration
Guidewire Connections 2023 DE-4 Using AI to Accelerate Application Integration
 
S C P004 Morris 091807
S C P004  Morris 091807S C P004  Morris 091807
S C P004 Morris 091807
 
Beating the Odds - Strategies for Successful Alliances
Beating the Odds - Strategies for Successful AlliancesBeating the Odds - Strategies for Successful Alliances
Beating the Odds - Strategies for Successful Alliances
 
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdfA Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
A Stress-free Guide to Mergers Acquisitions and Divestitures.pdf
 

Recently uploaded

Design pattern talk by Kaya Weers - 2024 (v2)
Design pattern talk by Kaya Weers - 2024 (v2)Design pattern talk by Kaya Weers - 2024 (v2)
Design pattern talk by Kaya Weers - 2024 (v2)Kaya Weers
 
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptx
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptxPasskey Providers and Enabling Portability: FIDO Paris Seminar.pptx
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptxLoriGlavin3
 
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptxThe Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptxLoriGlavin3
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfpanagenda
 
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)Mark Simos
 
The State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxThe State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxLoriGlavin3
 
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better StrongerModern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better Strongerpanagenda
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesThousandEyes
 
Potential of AI (Generative AI) in Business: Learnings and Insights
Potential of AI (Generative AI) in Business: Learnings and InsightsPotential of AI (Generative AI) in Business: Learnings and Insights
Potential of AI (Generative AI) in Business: Learnings and InsightsRavi Sanghani
 
Generative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfGenerative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfIngrid Airi González
 
Testing tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesTesting tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesKari Kakkonen
 
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...Wes McKinney
 
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxUse of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxLoriGlavin3
 
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Nikki Chapple
 
All These Sophisticated Attacks, Can We Really Detect Them - PDF
All These Sophisticated Attacks, Can We Really Detect Them - PDFAll These Sophisticated Attacks, Can We Really Detect Them - PDF
All These Sophisticated Attacks, Can We Really Detect Them - PDFMichael Gough
 
Data governance with Unity Catalog Presentation
Data governance with Unity Catalog PresentationData governance with Unity Catalog Presentation
Data governance with Unity Catalog PresentationKnoldus Inc.
 
Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Karmanjay Verma
 
QCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesQCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesBernd Ruecker
 
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentEmixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentPim van der Noll
 
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...itnewsafrica
 

Recently uploaded (20)

Design pattern talk by Kaya Weers - 2024 (v2)
Design pattern talk by Kaya Weers - 2024 (v2)Design pattern talk by Kaya Weers - 2024 (v2)
Design pattern talk by Kaya Weers - 2024 (v2)
 
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptx
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptxPasskey Providers and Enabling Portability: FIDO Paris Seminar.pptx
Passkey Providers and Enabling Portability: FIDO Paris Seminar.pptx
 
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptxThe Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
The Fit for Passkeys for Employee and Consumer Sign-ins: FIDO Paris Seminar.pptx
 
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdfSo einfach geht modernes Roaming fuer Notes und Nomad.pdf
So einfach geht modernes Roaming fuer Notes und Nomad.pdf
 
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)
Tampa BSides - The No BS SOC (slides from April 6, 2024 talk)
 
The State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptxThe State of Passkeys with FIDO Alliance.pptx
The State of Passkeys with FIDO Alliance.pptx
 
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better StrongerModern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
Modern Roaming for Notes and Nomad – Cheaper Faster Better Stronger
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
 
Potential of AI (Generative AI) in Business: Learnings and Insights
Potential of AI (Generative AI) in Business: Learnings and InsightsPotential of AI (Generative AI) in Business: Learnings and Insights
Potential of AI (Generative AI) in Business: Learnings and Insights
 
Generative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdfGenerative Artificial Intelligence: How generative AI works.pdf
Generative Artificial Intelligence: How generative AI works.pdf
 
Testing tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examplesTesting tools and AI - ideas what to try with some tool examples
Testing tools and AI - ideas what to try with some tool examples
 
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...
The Future Roadmap for the Composable Data Stack - Wes McKinney - Data Counci...
 
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptxUse of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
Use of FIDO in the Payments and Identity Landscape: FIDO Paris Seminar.pptx
 
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
Microsoft 365 Copilot: How to boost your productivity with AI – Part one: Ado...
 
All These Sophisticated Attacks, Can We Really Detect Them - PDF
All These Sophisticated Attacks, Can We Really Detect Them - PDFAll These Sophisticated Attacks, Can We Really Detect Them - PDF
All These Sophisticated Attacks, Can We Really Detect Them - PDF
 
Data governance with Unity Catalog Presentation
Data governance with Unity Catalog PresentationData governance with Unity Catalog Presentation
Data governance with Unity Catalog Presentation
 
Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#Microservices, Docker deploy and Microservices source code in C#
Microservices, Docker deploy and Microservices source code in C#
 
QCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architecturesQCon London: Mastering long-running processes in modern architectures
QCon London: Mastering long-running processes in modern architectures
 
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native developmentEmixa Mendix Meetup 11 April 2024 about Mendix Native development
Emixa Mendix Meetup 11 April 2024 about Mendix Native development
 
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...Abdul Kader Baba- Managing Cybersecurity Risks  and Compliance Requirements i...
Abdul Kader Baba- Managing Cybersecurity Risks and Compliance Requirements i...
 

Agile Contracts by Drew Jemilo (Agile2015)

  • 1. 1Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Agile Contracts Blast Off to a Zone of Collaborative Systems Building Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Drew Jemilo, CTO Scaled Agile, Inc. @drewjemilo
  • 2. 2Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Our Lean-Agile scaling methods are keeping pace, but are traditional contracts putting a drag on escape velocity?
  • 3. 3Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Contents 1. What’s Slowing Us Down? 2. Common Commercial Contract Models – Moving to Agile, Case Study 1: A Consumer Automotive Supplier 3. U.S. Federal Government Contract Models – Moving to Agile, Case Study 2: A Government Contractor 4. Agile Contracts: A SAFe® Approach
  • 4. 4Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved What’s Slowing Us Down?
  • 5. 5Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved We Cannot Know Everything Up Front https://en.wikipedia.org/wiki/Dr._Evil $1 MILLION dollars!
  • 6. 6Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Our Contracts Reflect the Iron Triangle
  • 7. 7Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Let’s Look at an Alternative… Scope: Detailed requirements with big up-front design Can you really know everything up front? Flexible requirements driven by a vision, backlog, and roadmap Traditional contracts Schedule: Shorter horizon consisting of iterations to show progress through working software and enable fast learning cycles Agile contracts Fixed delivery date with phase-gate milestones Do phase-gate milestones really indicate progress and validate assumptions? Cost: Fixed cost Should we consider cost & Cost of Delay (CoD)? Do we motivate through incentives and penalties? Time & Materials or Shared Pain/Gain (often Incentive/Penalty Cost-Plus in a government context)
  • 8. 8Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Constraint Comes from Traditional Mindsets Procurement We need to know exactly what, when, and how much… and also a discount” Lawyers Let’s reduce risk and avoid law suits” Program Managers Let’s reduce risk by having phase-gate milestones to check on progress” Architects Let’s create the design up front to meet our deadlines” Sales Let’s do whatever it takes to get the bid (and my commission)” “ “ “ “ “
  • 9. 9Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Attaining Escape Velocity Procurement There’s value in collaborative relationships and mutual motivation” Lawyers Agile can actually lower risk… and there are existing contract models to support it”Program Managers Let’s measure progress through working software, business value achieved, and risk reduction” Architects Let’s keep our design options open as long as is economically feasible” Sales Let’s not just get new customers… let’s create happy ones” “ “ “ “ “
  • 10. 10Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Common Commercial Contract Models
  • 11. 11Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Firm Fixed-Price Contracts  Overview: – Fixed price and delivery date – Assumes fixed requirements – Changes usually come with a fee – Risk shifted to supplier  Pros: – Well understood in the industry  Cons: – Requires up-front detailed specs and risk analysis – Changes can be expensive – Final cost and delivery date are less predictable – Promotes the “blame game,” and reduces transparency $
  • 12. 12Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Time and Materials Contracts  Overview: – Price based on rate – Contract does not contain a complete specification of the system – Ends as specified by customer – Risk shifted to customer  Pros: – Well understood in the industry – Good if vision and solution are unclear  Cons: – Lack of objective milestones – Can encourage supplier to maximize billable time 
  • 13. 13Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Cost-Plus Contracts  Overview: – Customer pays for all supplier’s cost plus an additional fee that contains the profit. Variations: • Cost-Plus Fixed Fee – Supplier has pre-specified profit fee • Cost-Plus Incentive Fee -- Supplier receives a higher profit fee if they meet or exceed a specific target • Cost-Plus Award Fee -- Supplier receives awards based on more subjective determinations like quality, timeliness, and responsiveness – Risk shifted to customer compared to Firm Fixed-Price contracts  Pros: – Allows more flexibility than Firm Fixed-Price contracts  Cons: – Promotes “gaming the system,” the “blame game,” and reduced transparency
  • 14. 14Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Target Price Contracts  Overview: – Contract contains a target in effort, a negotiated profit for the supplier, and often a deadline – May be set up with minimum and maximum hours – Both sides have “skin in the game” and share in the pain/gain – Contract awards take into account trust and collaboration, not just cost – Risk shared; overruns and underruns are split  Pros: – Increases collaboration, incents scope management, and drives transparency  Cons: – Requires reasonable clarification of ambiguities and risks, but overall, a good “Shared Pain/Gain” model
  • 15. 15Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Agile Contract Trends  Overview: – Has vision, flexible roadmap, and backlog, but variable scope – Has fixed quality – Has a price range or ceiling – Has scope and expense management processes; governance and decision-making processes; and motivational and cooperative models – Has "Checkpoint Phase" to test cooperation and "Exit Points" for contract termination  Pros: – Has benefits of Agile, with a governance process for “checks and balances” – Fast feedback cycles provide greater supplier performance visibility  Cons: – Requires a new way of thinking by Procurement, Legal, etc.  For more information, see Agile Contracts: Creating and Managing Successful Projects with Scrum, Andreas Opelt, et. al., 2013, Wiley Publishing
  • 16. 16Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved A Consumer Automotive Supplier Moving to Agile, Case Study 1:
  • 17. 17Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Context  “SupplyCo” supplies parts to an automotive company (“AutoCo”)  AutoCo integrates components (mechanical, firmware, software) from hundreds of suppliers  AutoCo does an up front best-effort analysis  Despite ambiguities, AutoCo needs a cost range from each supplier (the magnitude is in the millions to billions of dollars)  SupplyCo is a strategic supplier and treated like a partner; collaboration is as important as cost
  • 18. 18Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Outcome  A “Fixed-Price Plus Changes” contract was used, with a buffer based on historic data  Before the contract was binding: - They gained agreement up front on capabilities which were then broken down into hundreds of features - They created a flexible roadmap, knowing it would change - The agreed to share cloud-based tools to increase transparency and reduce hand-offs  Once the contract was binding: - Change requests went through a Kanban system to reduce delays - Plan adaptation happened at increment boundaries
  • 19. 19Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved U.S. Federal Government Contract Models
  • 20. 20Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Government Contracting Context  Federal Contracting Officers have more power, delivery responsibility, and personal liability  Competitive bids are required (if over a context-specific amounts) due to government policies, statutes, and trade treaties  Required to be an open, public bidding process (except with heavy up-front approvals)  Have to disclose evaluation process
  • 21. 21Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Federal Journey to More Agile Contracts Commercial Sector Lean- Agile Best Practices ------------------- Fewer and less rigorous constraints; recognizes Lean-Agile value proposition Greater Contract Agility ------------------- Apply TechFar for greater contract agility Federal Airspace Federal Acquisition Regulation (FAR) ------------------- Constraints on the acquisition process TechFAR ------------------- Highlights flexibilities in the FAR to help agencies implement the “plays” in the Digital Services Handbook U.S. Digital Services Handbook ------------------- Draws from 13 key “plays” in the private sector including Agile practices 1 2 3
  • 22. 22Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Federal Acquisition Regulation (FAR) 16.4-Incentive Contracts – 16.402-1 Cost incentives. – 16.402-2 Performance incentives. – 16.402-3 Delivery incentives. – 16.403 Fixed-price incentive contracts. – 16.403-1 Fixed-price incentive (firm target) contracts. – 16.403-2 Fixed-price incentive (successive targets) contracts. – 16.404 Fixed-price contracts with award fees. – 16.405 Cost-reimbursement incentive contracts. – 16.405-1 Cost-plus-incentive-fee contracts. – 16.405-2 Cost-plus-award-fee contracts. 16.5-Indefinite-Delivery Contracts – 16.502 Definite-quantity contracts. – 16.503 Requirements contracts. – 16.504 Indefinite-quantity contracts. 16.6-Time-and-Materials, Labor- Hour, and Letter Contracts – 16.601 Time-and-materials contracts. – 16.602 Labor-hour contracts. – 16.603 Letter contracts. FAR Contracts Types* 6.2-Fixed-Price Contracts – 16.202 Firm-fixed-price contracts. – 16.203 Fixed-price contracts with economic price adjustment. – 16.204 Fixed-price incentive contracts. – 16.205 Fixed-price contracts with prospective price redetermination. – 16.206 Fixed-ceiling-price contracts with retroactive price redetermination. – 16.207 Firm-fixed-price, level-of-effort term contracts. 16.3-Cost-Reimbursement Contracts – 16.302 Cost contracts. – 16.303 Cost-sharing contracts. – 16.304 Cost-plus-incentive-fee contracts. – 16.305 Cost-plus-award-fee contracts. – 16.306 Cost-plus-fixed-fee contracts. * https://www.acquisition.gov/sites/default/files/current/far/html/FARTOCP16.html 1 The FAR system governs the acquisition process by which the U.S. federal government purchases goods and services
  • 23. 23Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved U.S. Digital Services Playbook See https://playbook.cio.gov 1. Understand what people need 2. Address the whole experience, from start to finish 3. Make it simple and intuitive 4. Build the service using agile and iterative practices 5. Structure budgets and contracts to support delivery 6. Assign one leader and hold that person accountable 7. Bring in experienced teams 8. Choose a modern technology stack 9. Deploy in a flexible hosting environment 10. Automate testing & deployments 11. Manage security and privacy through reusable processes 12. Use data to drive decisions 13. Default to open, publicly accessible data 2 The U.S. Digital Services Playbook provides guidance for applying relevant private sector (and more agile) approaches to procurement
  • 24. 24Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved TechFAR Publication See https://github.com/WhiteHouse/playbook/blob/gh-pages/_includes/techfar-online.md Traditional Software Development Agile Software Development Pre-Award Pre-Award • Government Lead role • Product Owner role • Requirements with big up-front design • Product Vision and Roadmap Post-Award Post-Award • Long, linear development phase of design, development, and testing • Release Planning and Sprints • User stories become deployable code • Customer typically involved at the end • Product Owner/customer feedback per user story • Performance Measurement – Contractor conformance to pre-award detailed requirements • Performance Measurement - Contractor performance throughout each sprint and release (bug defect rates, speed of time to value, etc.) 3 TechFAR highlights flexibilities in the FAR to help agencies implement agile contracts
  • 25. 25Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved A Government Contractor Moving to Agile, Case Study 2:
  • 26. 26Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Indefinite Delivery/Indefinite Quantity (IDIQ)  What is IDIQ? – Consists of a Master Contract with a vision and budget – A pool of suppliers (“Providers”) are qualified for the Master Contract – Under the Master Contract, Task Orders with scope are created as needed – For each Task Order, a qualified provider is selected and the Task Order becomes a binding Delivery Order  Pros: – Simplifies and expedites the procurement process – Validates vendor collaboration and performance while maintaining competition – Less overhead in moving from contract model to contract model  Cons: – When switching vendors, will lose the teams and their knowledge base – May impact architectural consistency and integrity A federal agency put out an RFP for an IDIQ Task Order
  • 27. 27Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Context  After the federal agency put out the IDIQ Task Order, the contractor put in a bid along with other qualified contractors  The Task Order contract model was Cost-plus-award-fee with fixed cost and schedule, and variable scope  Goal: Select a single qualified supplier  Gave each contractor the same set of functionality  The “winner” would be paid and become the selected qualified supplier for future Task Orders
  • 28. 28Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Initial Challenges  The federal agency tried using velocity as a metric  System flexibility was difficult to quantify: • “Flexible architecture” was open to interpretation; some suppliers took more short cuts than others • There were many integration points; different integration solutions were implemented resulting in varying effort across suppliers  The contractor had a difficult time engaging the federal agency
  • 29. 29Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Outcome and Lessons Learned Outcome  The Cost-plus-award-fee model allowed a more subjective selection process (e.g., supplier responsiveness, completeness of functionality) and the contractor won due to their responsiveness and system flexibility Lessons Learned  Understand the danger of velocity-based comparisons  Have frequent contact to synchronize, prioritize, and negotiate scope  Consider a single supplier to balance the value of competition against the benefits of stable teams, decreased delays, and architectural consistency
  • 30. 30Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Agile Contracts: A SAFe® Approach
  • 31. 31Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved The Scaled Agile Framework® (SAFe® ) ScaledAgileFramework.com 1. Code Quality 2. Program execution 3. Alignment 4. Transparency Core Values Synchronizes alignment, collaboration, and delivery for large numbers of teams
  • 32. 32Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved SAFe Managed Investment Contracts 1. Define the Program Vision and Roadmap 2. Contract one to two Program Increments (PI) at a time 3. Manage priorities with the Program Backlog; prioritize with the customer via WSJF* for each PI 4. Evaluate jointly and objectively the solution at the end of each PI ▸ The customer can stop, continue, increase, or decrease funding based on results ▸ With reasonable notice to the supplier, the customer can exit when sufficient ROI is achieved * Weighted Shortest Job First. See http://www.scaledagileframework.com/wsjf/
  • 33. 33Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Move to the Zone of Collaborative Systems Building Responsiveness to Change0% SAFe® Managed Investment Contracts Time & Materials Contracts Zone 1: Challenging Expectations Zone 3: Innovation and Exploration Zone 2: Collaborative Systems Building Firm Fixed-Price Contracts  
  • 34. 34Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Benefits of Collaborative Systems Building  Better economic outcomes for customers and suppliers, and earlier ROI  Better risk management  Higher transparency and predictability  Faster feedback cycles – Shorter time between learning and action – More frequent feedback on supplier performance  Balances benefits of: – Over-constrained specifications vs. extreme innovation – Predictability vs. the freedom to explore better economic alternatives
  • 35. 35Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Thank you! Questions?
  • 36. 36Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved References Commercial  Agile Contracts: Creating and Managing Successful Projects with Scrum, Andreas Opelt, et. al., 2013, Wiley Publishing  Flexible Contracts, Susan Atkinson and Gabrielle Benefield, http://www.flexiblecontracts.com  Agile Contracts Primer, Tom Arbrogast, Craig Larman, and Bas Voddee, http://www.agilecontracts.org  Contracting in Agile Software Projects: State of Art and How to Understand It, Shi Hao Zijdemans and Christoph Johann Stettina, 2014 Government  Software Development: Effective Practices and Federal Challenges in Applying Agile Methods, http://www.gao.gov/products/GAO-12-681  Federal Acquisition Regulation, https://www.acquisition.gov/?q=browsefar  U.S. General Services Administration Acquisition Policy, http://www.gsa.gov/portal/content/104579  Procurement Challenges: Private vs. Public Procurement Law, http://www.procurementoffice.ca/2013/03/25/procurement-challenges-private-vs-public- procurement-law
  • 37. 37Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Appendix A: “Book Report” on Agile Fixed-Price Contracts
  • 38. 38Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Has the following: Agile Contracts: Creating and Managing Successful Projects with Scrum, by Andreas Opelt and Boris Gloger (Templates available) ▶ Vision ▶ Backlog ▶ Fixed quality ▶ Price ceiling ▶ Quantifiable value measures Fast feedback cycles provide greater supplier performance visibility Agile Fixed-Price Contracts Overview
  • 39. 39Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Agile Fixed-Price Contracts – Steps Define program vision and roadmap Create reference backlog items: size, value, risk Define fixed-price range based on velocity/cost (not yet contractually binding) Define scope & expense management processes Define governance and decision-making processes Define motivational and cooperative models 1 2 3 4 5 6 Other contract elements included, as needed (e.g., IP ownership, liability, indemnities, warranty, etc.)
  • 40. 40Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Agile Fixed-Price Contracts – Elements Checkpoint Phase Initial period to test cooperation Riskshare Cost-sharing model when the fixed-price range is exceeded Exit Points Points either party may terminate the contract in a controlled manner ▶ Gone south – cooperation and delivery distressed ▶ Gone north – sufficient value has been achieved !
  • 41. 41Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Appendix B: “Book Report” on Flexible Contracts
  • 42. 42Leffingwell et al. © 2015 Scaled Agile, Inc. All Rights Reserved Replaces “Statements of Work” with “Statements of Target Outcomes” (SOTO) Written as a “Minimum Viable Contract” ▶ Simple English, short, lightweight provisions, can be expanded as needed ▶ Lower legal/admin costs Contract is a set of targeted outcomes ▶ Shorter duration so that reprioritization and improvements can be applied in the next SOTO ▶ Supplier creates options to meet the targeted outcomes ▶ Problems are explored with potential paths to solve them Flexible Contracts book coming soon. See http://www.flexiblecontracts.com/book Flexible Contracts (Templates available)