Integrating Quality into Portfolio Management, PMI Silicon Valley Chapter Dinner Meeting Jan 2011

2,087 views

Published on

This presentation focused on two themes: asserting quality - an opportunity agile presents - and leveraging adaptive planning, which is a consequence of agile software development. AgileEVM became a big part of this talk when the audience requested more information about it at dinner.

Published in: Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
2,087
On SlideShare
0
From Embeds
0
Number of Embeds
382
Actions
Shares
0
Downloads
14
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Integrating Quality into Portfolio Management, PMI Silicon Valley Chapter Dinner Meeting Jan 2011

  1. 1. Integrating Quality into Portfolio ManagementPMI Silicon Valley ChapterJan 17, 2011Brent Barton 1
  2. 2. Brent Barton - Sterling Barton, LLC Partner: Sterling Barton, LLC and President: AgileEVM, Inc. Former CTO, Development Manager, PMO Manager, Agile Coach, Mentor, Certified Scrum Trainer, ScrumMaster, Product Owner Active practitioner delivering value using Agile and helping others do it; from small Product companies to very large IT organizations Agile Articles Email: brent@sterlingbarton.com “Manage Project Portfolios More Effectively by Including brent@agileevm.com Software Debt in the Decision Process”, Cutter Journal Web: www.agileevm.com 2010 www.sterlingbarton.com Blog: gettingagile.com “AgileEVM – Earned Value Management in Scrum Follow me on Twitter: brentbarton Projects”, IEEE 2006 “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE© 2009-2011, 2
  3. 3. Two Important Themes for Tonight Asserting Quality ➡Opportunity from Agile Leveraging Adaptive Planning ➡Consequence of Agile© 2009-2011, 3
  4. 4. Complexity Requires Adaptive Planning It is not possible to completely specify an interactive system. Wegner’s Lemma, 1995 Uncertainty is inherent and inevitable in software development processes and products. Ziv’s Uncertainty Principle, 1996 For a new software system the requirements will not be completely known until after the users have used it. Humphrey’s Requirements Uncertainty Principle, c.1998© 2009-2011, 4
  5. 5. Meet Earl - Strategic Planner Earl just finished the annual portfolio budgeting process for the new fiscal year!© 2009-2011, 5
  6. 6. Meet Geoff - Project Manager Geoff was a Software Developer and is now in charge of Saturn Saturn is a key part of a company-wide strategy© 2009-2011, 6
  7. 7. Portfolio is Done for the year! (This month is the beginning of our new Fiscal Year)© 2009-2011, 7
  8. 8. Three Months Later...© 2009-2011, 8
  9. 9. 3 months later, things aren’t looking as good© 2009-2011, 9
  10. 10. So...what is happening? Who is affected?© 2009-2011, 10
  11. 11. Another Month Later...© 2009-2011, 11
  12. 12. Defect Containment is helping...not solving© 2009-2011, 12
  13. 13. Continuous Integration is “My Friend”© 2009-2011, 13
  14. 14. Meet Huang - Test Engineer Huang is a Software Development Engineer in Test - SDET Huang wants to proud of the quality of every release How can I help?© 2009-2011, 14
  15. 15. © 2009-2011, 15
  16. 16. Meet Sonia - Program Manager Sonia is a Program Manager Uses Scrum well...good servant leader How can I help ensure better Quality?© 2009-2010,
  17. 17. Definition of Done Defines the work products that will be delivered with each item as it is ready for acceptance Typical entries in Definition of Done Code includes unit tests, reviewed, checked in Tests described and executed Build, release notes Compliance documentation updated to include current functionality What else?© 2009-2010, 17
  18. 18. Definition of Done as a Compliance Checklist Acceptance defined criteria for each Code checked in with reference to user story US#/Task# Unit tests written and passed Tested on FE Code compiles with no errors and no Integration test written & passes warnings Test code reviewed New code doesn’t break existing code Environment requirements documented Test case review (Dev to review test Interface document updated/added case written) and checked in to SVN Architectural impact assessed and Acceptance criteria verified complete artifacts updated if necessary All P1-P3 bugs for the story are Comments in code closed Error codes added Test approves user story Code reviewed by peer Story demonstrated to product owner and accepted on Target Platform© 2009-2010,
  19. 19. How does a “Release Definition of Done” help? Every release should have clear quality criteria With a “Release Definition of Done” you can understand targets better Measure the gap between the teams’ Definition of Done and a Release Definition of Done. This gap is a source of quality issues and represents significant risk to schedule© 2009-2010,
  20. 20. [Pause for enlightening discussion]© 2009-2011, 20
  21. 21. Two Important Themes for Tonight Asserting Quality Leveraging Adaptive Planning© 2009-2011, 21
  22. 22. Meet Earl - Strategic Planner How do I balance Value and Quality?© 2009-2011, 22
  23. 23. Balancing Signal Indicators - (some weaker than others) Value Quality Constraints (Schedule, Cost, Scope)© 2009-2011, Source: Jim Highsmith 23
  24. 24. Project Portfolio Defined A portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. source: PMI The Standard for Portfolio Management 24© 2009-2011, — Second Edition
  25. 25. Project Portfolio Management We want to measure outcomes, not outputs YES: Business Value Business Value not so much: Completed Projects Time© 2009-2011, 25
  26. 26. Effective Project Portfolio Management Requires: Prioritization to maximize Business Value Effective delivery to minimize costs Re-allocation of resources when costs are too high or the benefit is too low© 2009-2011, source: Cutter Journal 26
  27. 27. Agile partially supportsPortfolio Management• Prioritize to maximize Agile Business Value• Effectively deliver to Agile minimize costs• Re-allocate resources when costs are too high or the benefit is too low
  28. 28. Earned ValueManagement (EVM)
  29. 29. Earned Value Over EAC Total Allocated Budget Budget Estimate at Complete Management Reserve PMB Project Management Baseline Projected Slippage$ Planned Value Actual Cost (PV) (AC) (EV) Earned Value Time Time Completion Now Date
  30. 30. EVM Performance Indicators Cost Performance Index (CPI=EV/AC) CPI < 1 CPI = 1 CPI > 1 Over Budget On Budget Under Budget Schedule Performance Index (SPI=EV/PV) SPI < 1 SPI = 1 SPI > 1Behind Schedule On Schedule Ahead of Schedule
  31. 31. Strengths of EVM• Integrates cost and schedule management• Forecasts in financial units based on units used for actual cost• Decades of use• Part of PMBOK (ANSI/PMI 99-001-2008)• Part of EVMS (ANSI/EIA-748-B-2007)
  32. 32. Weaknesses of Traditional EVM• Expects everything Ugh! fully defined up front• No assertion of quality• Claiming value is earned on intermediate work products
  33. 33. Agile + EVM• We want to measure + Agile EVM outcomes, not outputs• Prioritize to maximize Agile Business Value• Effectively deliver to Agile minimize costs• Re-allocate resources when costs are too high or EVM the benefit is too low
  34. 34. [Pause for Reflection]
  35. 35. AgileEVM
  36. 36. AgileEVM Background• Mathematically proven that Release Dates based on average velocity (story points)≡ estimate at complete (dollars)• Key Assumption: The ratio of (story points completed)/(total story points in a release) is a good measure of Actual Percent Complete
  37. 37. Scenario 1: Commit 37
  38. 38. 38
  39. 39. Scenario 2: Transform 39
  40. 40. 40
  41. 41. 41
  42. 42. 42
  43. 43. Quality Criteriaasserted by team 43
  44. 44. Scenario 3: Kill 44
  45. 45. 45
  46. 46. What are some options?Saturn RC-1 ForecastsMercury Forecasts 46
  47. 47. Questions?© 2009-2011, 47
  48. 48. Brent Barton - Sterling Barton, LLC Partner: Sterling Barton, LLC and President: AgileEVM, Inc. Former CTO, Development Manager, PMO Manager, Agile Coach, Mentor, Certified Scrum Trainer, ScrumMaster, Product Owner Active practitioner delivering value using Agile and helping others do it; from small Product companies to very large IT organizations Agile Articles Email: brent@sterlingbarton.com “Manage Project Portfolios More Effectively by Including brent@agileevm.com Software Debt in the Decision Process”, Cutter Journal Web: www.agileevm.com 2010 www.sterlingbarton.com Blog: gettingagile.com “AgileEVM – Earned Value Management in Scrum Follow me on Twitter: brentbarton Projects”, IEEE 2006 “Implementing a Professional Services Organization Using Type C Scrum”, IEEE “Establishing and Maintaining Top to Bottom Transparency Using the Meta-Scrum”, AgileJournal “All-Out Organizational Scrum as an Innovation Value Chain”, IEEE© 2009-2011, 48

×