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chris spagnuolo   Rally Software {agile  contracting } rachel weston  Rally Software
contractors
the chaos of waterfall
System Requirements Software Requirements Analysis Design Coding Testing Operations
projects successful only 35% of The Standish Group, 2006 Chaos Report
projects  cancelled 31% of The Standish Group, 2006 Chaos Report
rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
on the  dollar software value  59 ¢ The Standish Group, 2006 Chaos Report
Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are  value added 6% of work tasks
 
triangle the old iron schedule scope budget
software/idea consulting government/ highly regulated commercial for internal use maintenance/ support commercial for shrink wrap
agile manifesto the
 
{agile contracting  challenges }
general observations
General Observations Clients not agile Don’t understand Suspicious/concerned agile clients not
 
suspicious concerned
{proposals and  marketing }
competition the non-agile
 
visibility
projects successful only 35% of The Standish Group, 2006 Chaos Report
projects  cancelled 31% of The Standish Group, 2006 Chaos Report
rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
on the  dollar software value  59 ¢ The Standish Group, 2006 Chaos Report
Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are  value added 6% of work tasks
marketing sales and
 
 
{ risk }
 
 
{change  management }
change scope
 
 
 
{conflicting  client practices }
Project Status Chart
dev teams joint
invoicing
{client  involvement }
handle responsibility too much to
the  pace client organization can’t handle
delayed acceptance feedback   loops
 
testing user low
client without stand-ups
involvement product owner
client losing
 
{contractor  responsibility }
teams distributed
iterations inconsistent
agile faking
client involve
{project  closeout }
budget out of
done. done…
planning transition
{contracting  strategies }
simplicity contract
{proposals and  marketing }
sales force train your
project pilot
address waterfall upfront
projects successful only 35% of The Standish Group, 2006 Chaos Report
projects  cancelled 31% of The Standish Group, 2006 Chaos Report
rarely or ever used 64% of features The Standish Group, 2006 Chaos Report
on the  dollar software value  59 ¢ The Standish Group, 2006 Chaos Report
Lean Software Development: From Concept to Cash. Mary and Tom Poppendieck. Addison-Wesley, 2006. are  value added 6% of work tasks
Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure Target System Incremental delivery in time-boxed 2 week iterations Iteration 1 Iteration 2 Iteration 3 Iteration n agile engagement roadmap Adapted from David Chilcott
Check the Fit Establish Business Relationship Project Inception Discovery Assessment Iteration 0 Set up Project Infrastructure the focus is here Adapted from David Chilcott
Project Backlog Iteration Backlog Iteration 2 Weeks Daily Synch Product Increment iteration mechanics
stats cite agile
Agile Methodologies: Survey Results, by Shine Technologies, 2003 productivity 93% increased
Agile Methodologies: Survey Results, by Shine Technologies, 2003 quality 88% increased
satisfaction 83% improved Agile Methodologies: Survey Results, Shine Technologies, 2003 stakeholder
49% reduced Agile Methodologies: Survey Results, Shine Technologies, 2003 costs
{ risk }
shared risk
In our agile approach, budget and time select the requirements that can be  delivered.  Our clients have the ultimate project control and may declare their  satisfaction with the application as a  whole at any time in the development  process.  Our clients can decide that  although there is budget remaining, the delivery team has met their objectives  and can call the project complete.
On the flip side, although the total  budget may be expended on a project,  and all backlog items may not have been developed, our clients are  guaranteed to have live, working functionality that is of the highest value to  them  due to the constant inspection  and adaptation of the project backlog.
{change  management }
bigger  boxes looser scope
flexible scope over t&m
boundaries scope
guarantee bid doesn’t a date
velocity extrapolate from At our slowest velocity we’ll finish here At our average velocity we’ll finish here At our current velocity we’ll finish here Adapted from Mike Cohn
estimating fixed-date The line of hope The line of despair Will Have Might Have Won’t Have Adapted from Mike Cohn
estimating fixed-scope 120 ÷ 20 = 120 ÷ 15 = Adapted from Mike Cohn Total Story Points Desired 120 Low Velocity 15 High Velocity 20
 
estimating fixed-scope cost 120 ÷ 20 =  6 Iterations X $10,000 = $60,000 120 ÷ 15 =  8 iterations X $10,000 = $80,000 Total Story Points Desired 120 Low Velocity 15 High Velocity 20
slack build in with full disclosure
{conflicting  client practices }
 
 
{client  involvement }
responsibilities define roles and
product identify owner
{project  closeout }
done define
 
 
 

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Contracting for Agile Software Development