Josh Seckel's AgileDC Presentation

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Josh Seckel's AgileDC Presentation

  1. 1. Blackstone Technology Group Proprietary and Confidential 10/24/2012
  2. 2. Purpose2  Define governance principles and practices within government agile programs Blackstone Technology Group Proprietary and Confidential 10/24/2012
  3. 3. Agenda3  Introduction  What is governance  Collaboration and governance structure  Earned Value Management  OMB and executive governance  Programmatic governance  Conclusion and questions Blackstone Technology Group Proprietary and Confidential 10/24/2012
  4. 4. Introduction4  Joshua Seckel  Insoftware development for 15+ years  Working with DHS for last 5+ years on Agile  Currently lead Blackstone Technology Group Agile Management Group  Contact  Email:Jseckel@bstonetech.com  Phone: 703-812  Personal blog: www.federalagilesolutions.com Blackstone Technology Group Proprietary and Confidential 10/24/2012
  5. 5. What is Governance?5  Information Technology Governance is a subset discipline of Corporate Governance focused on information technology (IT) systems and their performance and risk management.  Need for greater accountability for decision- making around the use of IT in the best interest of all stakeholders.  Whilst managing risk and ensuring compliance are essential components of good governance, it is more important to be focused on delivering value and measuring performance. Blackstone Technology Group Proprietary and Confidential 10/24/2012
  6. 6. Why Governance?6 Blackstone Technology Group Proprietary and Confidential 10/24/2012
  7. 7. Agile within Traditional SELC7 Blackstone Technology Group Proprietary and Confidential 10/24/2012
  8. 8. Agile Governance8  Agile teams are significantly easier to govern than traditional teams  Traditional approaches to governance are guaranteed to harm agile teams  Agile teams must demand good governance from their organization  Scott Ambler – Disciplined Agile Delivery Blackstone Technology Group Proprietary and Confidential 10/24/2012
  9. 9. Track to Release, not Phase9  Agile Activities as complete releases  Waterfall activities as phases in development Project Name Activity Name Activity Description HSIN Pilot of 3.0 using Agile model of HSIN 3.0 DME HSIN 3.0 Pilot development Develop and Deploy Initial HSIN Operating Capability to select active users using Agile HSIN 3.0 DME HSIN IOC Development Develop and deploy HSIN FOC using Agile HSIN 3.0 DME HSIN FOC Development HSIN 3.0 DME Portal Consolidation Consolidate 3 portals onto HSIN in FY12 HS SLIC Consolidation HS SLIC Develop secure messaging solution HS SLIC Consolidation HS SLIC Migrate users to HSIN Legacy Two Factor Authentication in Legacy TFA Requirements and Design Two Factor Authentication in Legacy TFA Development Two Factor Authentication in Legacy TFA Test Environment Two Factor Authentication in Legacy TFA Production Operations and Maintenece suport (including Two Factor Authentication in Legacy TFA help desk transition) Two Factor Authentication in Legacy TFA System Testing Two Factor Authentication in Legacy TFA Deploy, Post Production Blackstone Technology Group Proprietary and Confidential 10/24/2012
  10. 10. Earned Value Management (EVM) Intro10  Agile EVM tracks delivered working software  Option 1:  Use story points from the Product Backlog for total project as baseline  Each Sprint, points added to the program and complete are used to rebaseline and do EVM calculations  Option 2:  Use Capabilities as baseline  Each Sprint, determine percent complete for each capability and do EVM calculations Blackstone Technology Group Proprietary and Confidential 10/24/2012
  11. 11. EVM11 Traditional Earned Value Management Agile Earned Value Management Performance Measurement Baseline (PMB) The sum of all work package schedule estimates Total number of story points planned for a (duration and effort). release(PRP) Schedule Baseline - often integrated in PMB The sum of all work packages for each time period The total number of planned sprints (PS) multiplied by calculated for the total duration. sprint length. Budget at Complete (BAC) The planned budget for the release or project. The planned budget for the release. Planned Percent Complete (PPC) What % complete did we expect to be at this point in The number of the current sprint (n) divided by the the project? Can be a subjective estimate, or a total number of planned sprints (PS). calculation of the dollar value of the cumulative tasks planned to be complete by this point in time divided by the performance baseline Actual Percent Complete (APC) The dollar value of work packages actually completed The total number of story points completed divided by total dollar value of the budget at (potentially shippable increments) divided by the total complete. number of story points planned. Blackstone Technology Group Proprietary and Confidential 10/24/2012
  12. 12. EVM Example12 Effort/ Effort/ PILOT Budget At Completion (BAC) Weigth Weigth $25,000,000 Oct-11 Nov-11 Dec-11 $ of Total % of Total PV (%) To Sprint 1 %- Sprint 1 EV Sprint 2 %- Sprint 2 (%) Sprint 3 Sprint 3 (%) Capabilities Capabilities Complete in Work Work %-Work Dev Cost Pilot Complete Complete Comple Capability te Cap1 $46,904 0.2% 100 50 $ 23,452 75 $ 11,726 75 $ - Cap2 $609,756 2.4% 50 25 $ 152,439 25 $ - 25 $ - Cap3 $375,235 1.5% 75 75 $ 281,426 75 $ - 75 $ - Cap4 $140,713 0.6% 100 0 $ - 0 $ - 25 $ 35,178 Cap5 $234,522 0.9% 100 0 $ - 0 $ - 0 $ - Cap6 $609,756 2.4% 50 0 $ - 0 $ - 0 $ - Cap7 $93,809 0.4% 50 0 $ - 50 $ 46,904 50 $ - Cap8 $140,713 0.6% 100 50 $ 70,356 75 $ 35,178 75 $ - Cap9 $375,235 1.5% 100 100 $ 375,235 100 $ - 100 $ - $ $ Pilot Earned Value (EV) 902,908 93,809 $ 35,178 Planned Value (PV) - Pilot 1.50% 1.82% 1.82% $ $ Pilot Planned Value (PV) 375,235 456,014 $ 456,014 $ $ Actual Cost (AC) Total Project 408,634 462,468 $ 341,251 Project Schedule Variance (SV) 527,674 -362,206 -420,836 Project Cost Variance (CV) 494,274 -368,659 -306,073 $ $ Pilot (BAC) 375,235 831,249 $ 1,287,263 CUM (CPI) 2.210 0.203 0.103 Cum (SPI) 2.406 0.206 0.077 Blackstone Technology Group Proprietary and Confidential 10/24/2012
  13. 13. OMB 30013  Each Release as a project for EVM and other reporting  Tracking to completed delivery of working code  Create interface in the PMO office for reporting Blackstone Technology Group Proprietary and Confidential 10/24/2012
  14. 14. TechStat14 TECHSTAT IS: TECHSTAT IS NOT: Actionable: participants should leave the Routine: sessions should not be used for session armed with next steps to improve routine, small impact change requests outcomes A Spotlight: sessions should highlight Comprehensive: not an IV&V, IBR, PIR problems areas and focus deeply on pain (though these could be inputs or points requested actions of a TechStat) Prescriptive: sessions should be limited to One-Size-Fits-All: the roles and 60 minutes and result in clear actions, responsibilities of the CIO, IRB, and with owners and deadlines TechStat will vary by agency A Tool: sessions should be used when A Review: sessions should not be used for executive level influence is needed cyclical control reviews (“business as usual”) Blackstone Technology Group Proprietary and Confidential 10/24/2012
  15. 15. Programmatic Governance15  ESC provides closer monitoring than OMB or Techstat  Release management and awareness  Cost and Organizational awareness Cost per User (Total Program Costs) Cost per User (O&M) 250000 700 250000 700 600 600 200000 200000 500 500 150000 150000 400 400 # of Users Estimated Users 300 Cost per User 300 Total Cost per User 100000 100000 200 200 50000 50000 100 100 0 0 0 0 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 HSIN TOTAL Program Costs $25,354,802 $26,785,185 $20,076,399 $22,773,852 $21,895,038 $21,937,673 $21,947,979 $22,060,684 $21,653,809 $21,653,809 Estimated Users 34,000 45,000 60,000 90,000 120,000 150,000 180,000 200,000 210,000 220,000 Total Cost per User $745.73 $595.23 $334.61 $253.04 $182.46 $146.25 $121.93 $110.30 $103.11 $98.43 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 HSIN O&M Sub-Total $15,457,820 $18,473,324 $14,799,247 $19,773,852 $20,895,038 $20,937,673 $20,947,979 $21,060,684 $20,653,809 $20,653,809 Estimated Users 34,000 45,000 60,000 90,000 120,000 150,000 180,000 200,000 210,000 220,000 Total Cost per User $454.64 $410.52 $246.65 $219.71 $174.13 $139.58 $116.38 $105.30 $98.35 $93.88 Blackstone Technology Group Proprietary and Confidential 10/24/2012
  16. 16. Conclusion16  Agile governance can and does work, but requires collaboration.  Agile can provide better transparency than traditional.  Agile governance focuses on working solutions, just like agile execution. Blackstone Technology Group Proprietary and Confidential 10/24/2012
  17. 17. Questions17 Blackstone Technology Group Proprietary and Confidential 10/24/2012
  18. 18. Contact Information18 B www.bstonetech.com T ADDRESS 4601 N Fairfax Drive, Ste 1010 Arlington, VA 22203 PHONE/FAX (703) 812-9700 (703) 812-4619 Josh Seckel Technical Manager jseckel@bstonetech.com Blackstone Technology Group Proprietary and Confidential 10/24/2012

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