Introduction to Agile


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  • This is what we do today
  • Everyone standup>90% sit>80% 50% 30% 20% 10%Stand up on your handsIf I’m a basket ball player, this is a good stat
  • Download paper from wikipedia. Easy readyIterate through it and get your feedback from customer
  • Story of Agile Manifesto:
  • Note the highlights about delivery, this puts the business in control
  • This research provided by Michelle Sliger demonstrates how traditional Project Management Body of Knowledge based practices and Agile based practices map back to project management areas.
  • A responsible Scrum implementation provides solid base for CMMI level 2 and level 3 ratings. CMMI level 4 and level 5 speak more to organizational models and Excella can work with AAMVA to create an Agile organizational process that can provide a foundation for higher level CMMI ratings.Arguments can be made against the N/As. The N/A in SAM can be addressed via the Agile principle. The organizational stuff can also be addressed.The next version of CMMI 1.3 will have more Agile examples built in
  • Kundra 25 point planDOD CIO 10 point planDOD CIO Agile HandbookJITC
  • Kundra 25 point planDOD CIO 10 point planDOD CIO Agile HandbookJITCRico’s tableJITCDOD CIO handbookADAPT
  • Shift of focus results in loss of productivityInstead on managing people we want to manage work through teams
  • Cross functional teams. Move from specialists to generalistsCoE makes us better
  • Shows similarity between Agile Projects and how BPA/IDIQ contracts are structuredWhat are the issues with Agile and EVM?EVM on monthly cycle. Problem with baseline and how you earn value?
  • Identify where the effort was spent
  • displays the Project Burn Up and Project Burn Down chart for the same project. The Burn Up line displays the story points completed. The Burn Down line displays story points remaining. For organizations that are familiar with EVM type tracking, these Burn Up and Burn Down values can often be translated to EVM measures.Warning on burn down charts, does not give you whole picture
  • The Iteration Burn Up and Iteration Burn Down chart is similar to the Project Burn Up and Project Burn Down charts, but the iteration chart tracks the work at an iteration level. We are tracking the iteration based on hours completed and hours remaining. We can see that at the end of the iteration, there was 94 hours work of work that was not completed.
  • Good for on-going teams without start and end
  • Good for on-going teams without start and end
  • Introduction to Agile

    1. 1. Richard Cheng ◊ Agile trainer & coach ◊ Excella Agile Center of Excellence Lead ◊ Member of PMI, Scrum Alliance, Agile Alliance, Agile Leadership Network ◊ PMP, CSM, CSPO, CSP, PMI-ACP ◊ Founder & executive committee member of Agile Defense Adoption Proponents Team (ADAPT), an Agile DoD Task Force ◊ Deep expertise in Federal and commercial Agile transformations 2
    2. 2. “Traditional” IT Project Management◊ Process and tools◊ Comprehensive documentation◊ Contract negotiations◊ Following a planThis is how we control projects…. 3
    3. 3. Waterfall DevelopmentRequirements Design Develop Test Deploy 4
    4. 4. Industry Success Rate IT Industry average success rate? Success rate ~ __% 33% From 2010 report from The Standish Group 5
    5. 5. Problems with Waterfall Requirements What happens if something goes wrong? Design Develop “I believe in this concept, Test but the implementation described above is risky and invites failure” – Dr. Winston Royce Deploy Managing the Development of Large Software Systems, Winston Royce (1970) 6
    6. 6. “Traditional” IT Project Management◊ Process and tools◊ Comprehensive documentation◊ Contract negotiations◊ Following a planDesigned to minimize risk and control change 7
    7. 7. Agile ManifestoWe are uncovering better ways of developing software by doingit and helping others do it. Through this work we have come tovalue:Individuals and interactions over Process and tools Working software over Comprehensive documentation Customer collaboration over Contract negotiation Responding to change over Following a planThat is, while there is value in the items on the right, we valuethe items on the left more. 8
    8. 8. 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.2. Welcome changing requirements, even late in development. Agile processes harness change for the customers competitive advantage.3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.4. Business people and developers must work together daily throughout the project.5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.7. Working software is the primary measure of progress. Agile processes promote sustainable development.8. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.9. Continuous attention to technical excellence and good design enhances agility.10. Simplicity--the art of maximizing the amount of work not done--is essential.11. The best architectures, requirements, and designs emerge from self-organizing teams.12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 9
    9. 9. Agile Principles (paraphrased)1. Satisfy the customer 7. Working software is the through early and primary measure of continuous delivery progress2. Welcome changing 8. Sustainable constant requirements pace3. Deliver frequently, 9. Technical excellence and preferring a shorter good design enhances timescale agility4. Business & technical team 10. Simplicity; maximizing the working together daily amount of work not done5. Pick the right team, 11. Best results emerge from support them & trust them self organizing teams6. Face-to-Face 12. Regularly reflect & adjust communication to become more effective 10
    10. 10. Agile Methodologies Agile Scrum – Iterative method used by most teams XP – The software engineering practices Kanban – Often used in operations Lean – Concepts used for organizational Agile 11
    11. 11. Scrum OverviewProject development is performed in 2 to 4 week iterationsProduct Owner creates a prioritized backlog of featuresHighest priority features delivered firstAt the end of the iteration, the deliverables are reviewed by the business customersThe team reflects on the processThis is repeated until the project is completed* Diagram from Mountain Goat Software 12
    12. 12. Advantages of Scrum◊ Adaptability (Scrum) over Predictability (Waterfall) – Waterfall makes it expensive to make changes to the project – Scrum development minimizes the cost of change◊ Showing tangible results throughout the project◊ Continuous Improvement◊ Shorter feedback loop◊ Identify and resolve problems faster◊ Lessons learned and applied during each iteration instead of at the end of the project◊ High assurance of product vision due to continual inspection by business representatives 13
    13. 13. Scrum Framework 14
    14. 14. Scrum Framework* Diagram from Scrum Primer From the Scrum Primer 15
    15. 15. from 2011 VersionOne survey 16 16
    16. 16. Metrics based on Industry Studies Waterfall AgileAgile Productivity Person Months 540 54 – Productivity increase Lines of Code 58,000 51,000 34% to 200% – 3x to 6x greater Function Points (FP) 900 959 productivity gain on FP per Developer Month 1.7 17.8 coached teams over non- coached
    17. 17. Metrics based on Industry StudiesFeature Usage in Software – 20% of features always or often used Often – 60% of features never or 13% rarely used Some- Never times 45% 16% Always 7% Rarely 19%
    18. 18. Metrics based on Industry Studies◊ Faster return on investment◊ Project Success – Industry Average: 33% success rate – Agile project: 75% success rateSources:Business Value of Agile Metrics, Dr. David Rico (2009) Standish Group Study, Jim Johnson (2002)Rolling out Agile in a Large Enterprise, Gabrielle Software By Numbers, Mark Denne and Jane Cleland-HuangBenefield (2008) (2003)Agile Development in the Enterprise, Dr. Jeff Sutherland Why Incremental Development Is Better, John Scumniotales(2009) (2009)User Stories Applied, Mike Cohn (2004) The State of Agile Development, VersionOne (2008)
    19. 19. Agile & PMI• PMI Agile Community of Practice• PMI Agile Certified Practitioner (PMI-ACP)"Good practice means there is general agreement that the application ofproject management processes has been shown to enhance the chances ofsuccess over a wide range of projects ...""...Good practice does not mean that the knowledge, skills and processesdescribed should always be applied uniformly on all projects. For any givenproject, the project manager, in collaboration with the project team, isalways responsible for determining which processes are appropriate, andthe appropriate degree of rigor for each process.“ - PMBOK 4th Edition Chapter 1 – 1.1 20
    20. 20. Agile & PMBOKfrom Sliger, PMI Global Congress 2008 North America 21
    21. 21. Agile & CMMI“…Scrum has a significant, palpable positive effect onproject governance and product quality…..”“…The inherent benefit of using Scrum is its ability toincorporate new practices and show results quickly….” - Excella Client, SEI CMMI current state analysis report 22
    22. 22. Agile & CMMI CMMI Level 2 CMMI Level 3 Requirements Development Requirements Management Technical Solution Project Planning Product Integration Verification Project Monitoring and Control Validation Supplier Agreement Management Organizational Process Focus Organizational Process Definition Measurement and Analysis Organizational Training Process and Product Quality Integrated Project Management Assurance Risk Management Configuration Management Decision Analysis and Resolution Agile Project Management with Scrum, Ken Schwaber (2004) 23
    23. 23. Federal CIO 25 Point Plan “Modular development delivers functionality in shorter timeframes and has long been consideredbest practice in the private sector and in some areas of government; in fact, both Raines Rules and the Federal Acquisition Regulation (FAR) advise agencies to plan programs in this way …… Evidence shows that modular development leadsto increased success and reduced risk . However, because this is a new way of thinking about IT programs for some groups within government, it requires additional training, templates, and tools.” 24
    24. 24. DoD CIO’s 10-Pt Plan for IT Modernization 25
    25. 25. Agile & GovernmentFederal CIO 25 Point Plan Reform-Federal%20IT.pdfDoD CIO’s 10-Point Plan for IT Modernization oint_Plan_for_IT_Modernization.pdfAgile Defense Adoption Proponents Team (ADAPT) CIO Agile Handbook TBD 26
    26. 26. DoD Resources Lockheed F-35 Lightning F-22 Raptor (Zwicker 2007) MITRE National Senior Leadership Decision Support DCGS – Marine Corps (DCGS-MC)(Northern 2010) Svc DCGS – Intelligence Backbone (DIB) Joint Space Operations Center Mission System DCGS – Intelligence Community (DCGS-IC) Joint Communications Support Element Joint Operational Planning & Execution Air and Space Operations Center (ASOC) System (JOPES) Global Command and Control System (GCCS) SEI Joint Mission Planning System (JMPS) Virtual Mission Operations Center (VMOC) (Lapham 2010) Single Integrated Air Picture (SIAP) FIST Applications Operationally Responsive Space (ORS) Warfighter’s Edge (WEdge) NRC Force XXI Battle Command Brigade and Below Command Post of the Future (CPOF)(Campbell 2010) Blue Force Tracker (BFT) Tactical Ground Reporting System (TIGR) Joint Network Node (JNN) DISA Forge.Mil Storefront Widget Framework (SWF)(Risacher 2010) USTRANSCOM Corporate Services Vision (CSV) Agile Transportation XXI (AT21) (Kinney 2010)Zwicker, M. (2007). War stories: Fighter jets and agile development at lockheed martin. Orange Park, FL: Agile Journal.Northern, C. et al. (2010). Handbook for implementing agile in DoD information technology acquisition. McLean, VA: MITRE.Lapham, M. A. et al. (2010). Considerations for using agile in DoD acquisition (CMU/SEI-2010-TN-002). Pittsburgh, PA: SEI.Campbell, W. H. (2010). Achieving effective acquisition of information technology in the department of defense . Washington, DC: NRC.Risacher, D. (2010). ASD(NII)/DoD CIO storefront agile open source. DoD Agile Development Conference, Alexandria, VA, USA.Kinney, R. (2010). Corporate services vision and agile transport 21. DoD Agile Development Conference, Alexandria, VA, USA. 27
    27. 27. Book ResourcesAgile Project Management with Agile Project Management:Scrum Creating Innovative ProductsKen Schwaber Jim HighsmithISBN #073561993X ISBN #0321658396Agile Estimating and Planning The Art of Agile DevelopmentMike Cohn James ShoreISBN #0131479415 ISBN #0596527675The Software Project Manager’sBridge to AgilityMichele Sliger, Stacia BroderickISBN #0321502752 28
    28. 28. Upcoming Events in the DC area◊ 10/23 – AgileDC Conference –◊ 11/5 – Inter-Agency Agile Event (Baltimore) - TBD◊ 11/19 – 11/20 – Certified Scrum Product Owner Training featuring Innovation Games - http://dc-cspo-training-◊ 11/28 – ADAPT Agile Government Conference -◊ 12/7 - DC Agile Engineering Conference and Global Day of Code Retreat - http://dc-agile-engineering-conference-◊ 12/17 – 12/18 – Certified ScrumMaster training - http://dc- 29
    29. 29. Tuckman’s Stages of Group Development 4. Performing 3. Norming 2. Storming 1. Forming
    30. 30. Dedicated Scrum Teams Work flows into the teams Dedicated Scrum Teams • Managing work instead of managing people • Dedicated teams provide known rate of work (capacity) • Team ramp-up costs only absorbed once Team 1 Team 2 Team 3 • Builds cross functionality • All work is prioritized at the team level, meaning team members only being directed by one person
    31. 31. Functional and Project Team Project Verticals • Project team verticals are where System Analyst team members live day to day • Work is driven by the project teams Developers • This is where the company accomplishes its goals Testers Functional Horizontals • Functional horizontals are designed to help employees grow their skillsets PMO • Share best practices and ideas • Functional horizontals support employees and the project Team 1 Team 2 Team 3 verticals
    32. 32. Agile and EVMEVM is not inherently anti-Agile, issues are with implementations of EVM – Phase based on a waterfall SDLC – Not being able to change line items – Measurement of value Req Design From this to Requirements Development Dev this… QA Development Release EVM Timeline EVM Timeline Sprint 1 To this…. Sprint 2 Sprint 3 … Sprint N EVM Timeline
    33. 33. Metrics for Business InitiativesFirst Quarter InitiativesEffort Area Story Points PercentageFoundational 78 22%Maintenance 9 3%Optimization 168 48%New Product 98 28%
    34. 34. Metrics for Business ValueFeatures Story Points Business Points CommentFeature 1 40 8 High effort, mid valueFeature 2 20 13 High effort, good valueFeature 3 4 8 Low effort, mid valueFeature 4 13 40 Mid effort, high valueFeature 5 5 20 Low effort, high value
    35. 35. Metrics for the ProjectProject Burn Down / Burn Up Chart
    36. 36. Metrics for the Sprint
    37. 37. Metrics for Team Performance
    38. 38. Metrics for Team Performance
    39. 39. Metrics for Team PerformanceFor a Scrum team, key goals include: 1. Achieving a high completion percentage (actual velocity / projected velocity) 2. Stabilizing velocity 3. Increasing velocity (after 1 and 2)
    40. 40. Cumulative Flow Diagram
    41. 41. Upcoming Classes◊ 3/14 – 3/15 - Agile Engineering Practices Training –◊ 4/16 – 4/17 - Train the Trainers - Sharon Bowmans Training from the Back of the Room! –◊ 4/18 – 4/19 - Agile Testing Training –◊ 4/22 – 4/23: Advanced Certified Scrum Product Owner (CSPO) Training –◊ 4/25 – 4/26: Advanced Certified Scrum Product Owner (CSPO) Training –
    42. 42. Contact InformationRichard K Chengrichard.cheng@excella.com703-967-8620http://www.excella.comTwitter: @RichardKCheng 45