Presentation about different approaches both common — Capped T & M or Incremental Delivery — and rare, e.g. Cost Targeted, and share our experience about what's is going on in real life.
Many software development organizations work within the bounds of contractual agreements where the limitations imposed by the “Iron Triangle” of fixed timelines, budgets, and scope challenge their ability to embrace change and focus on value delivery. Agile practitioners often comment that agile contracting is a difficult problem, but proven solutions are rarely presented. Rachel Weston and Chris Spagnuolo offer some tools they have used in their own agile contracting work to help agile practitioners deal with different contracting scenarios while promoting agile practices, protecting the development organization, and still providing value and protection to the client’s organization. Through a combined workshop and facilitated collaborative session, Rachel and Chris present new agile contracting tools that can be added to your toolbox. You will gain a deeper understanding of the problems associated with agile contracting as well as practical solutions for dealing with contracts in an agile manner.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
Deepti conducted a workshop in ScrumDay2017, Bangalore that started with reflecting on existing contracting systems and their evil effects on Agile culture, Agile mindset. Then focused on from where we started on our Agile journey, what Agile philosophy says about working with customer, and how we fail to achieve it if we go by traditional contracts. Followed by creating our own Agile Contracts which will be based on very famous “Statement of Target outcome – SOTO” approach.
Many people seem to realize that the standard (waterfall way) of software development doesn't deliver the requested results. Agile is the way to go. But how to make sure that you will get what you want? What contract to prepare? Seeing the lack of ready templates, Agile contracting still seem to be a real challenge.
Tried to give a heads-up on some popular contracts models and how that could be applied to agile world. Intention is only to generate curiosity and further research.
Many software development organizations work within the bounds of contractual agreements where the limitations imposed by the “Iron Triangle” of fixed timelines, budgets, and scope challenge their ability to embrace change and focus on value delivery. Agile practitioners often comment that agile contracting is a difficult problem, but proven solutions are rarely presented. Rachel Weston and Chris Spagnuolo offer some tools they have used in their own agile contracting work to help agile practitioners deal with different contracting scenarios while promoting agile practices, protecting the development organization, and still providing value and protection to the client’s organization. Through a combined workshop and facilitated collaborative session, Rachel and Chris present new agile contracting tools that can be added to your toolbox. You will gain a deeper understanding of the problems associated with agile contracting as well as practical solutions for dealing with contracts in an agile manner.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
Deepti conducted a workshop in ScrumDay2017, Bangalore that started with reflecting on existing contracting systems and their evil effects on Agile culture, Agile mindset. Then focused on from where we started on our Agile journey, what Agile philosophy says about working with customer, and how we fail to achieve it if we go by traditional contracts. Followed by creating our own Agile Contracts which will be based on very famous “Statement of Target outcome – SOTO” approach.
Many people seem to realize that the standard (waterfall way) of software development doesn't deliver the requested results. Agile is the way to go. But how to make sure that you will get what you want? What contract to prepare? Seeing the lack of ready templates, Agile contracting still seem to be a real challenge.
Tried to give a heads-up on some popular contracts models and how that could be applied to agile world. Intention is only to generate curiosity and further research.
This presentation tells what things are essential for any contract, what information has to be included in typical software development contract, what has changed after agile software development approach emergence and how to prepare your own agile software development contract.
How do you sell an agile project? Most clients expect to buy software by time-and-material or by fixed-price-fixed scope contracts based on detailed requirements. These models cannot create a fertile environment for collaboration between client and vendor.
In this presentation, we report on our experiments with commercial contracts that supports an agile development process, based on concrete examples of win-win contract types. We will outline the different aspects of these contracts, as well as experiences creating and delivering software solutions under these contracts.
On the surface a fixed price project and a fixed budget project might seem the same, but they definitely are not! A Fixed Price Project the client and the consultant agree upon a fixed set of features at a fixed price. A Fixed Budget Project, the project expense will not exceed an agreed upon amount. Features will be prioritized and will be addressed until the budget is exhausted or the project is finished (whichever comes first). Both have a "not to exceed" budget, but that's where the similarities end.
www.panopticdev.com
3. Managing compliance from bid through execution - Noridian HealthcareVisibleThread
Noridian Healthcare shows how they use VisibleThread for Docs to drive 50% efficiency in proposal development and 80% efficiency savings for contract performance management. Presentation at the VisibleThread Users Conference Oct 2015.
How to talk Agile with a Procurement DepartmentColin Goodwin
Simon Bates from Manifesto Digital gave a talk for the Agile for Agencies Meetup Group event: Agile meets Mad Men, talent, and how to speak the language of procurement.
To see the video, what the Group has to say, or to join us please visit: http://www.meetup.com/agileforagencies/
Guide to Construction Procurement StrategiesSarah Fox
A guide to the three most common procurement strategies used on UK construction projects:
1. Traditional or general contracting
2. Design and build
3. Management based (covering management contracting, construction management and prime contracting).
Many construction professionals stick with what they know when choosing or recommending procurement, risk and contract strategies. However, making an informed choice can reduce the risk of conflict later. The comparison of the different strategies is partly based on Which Contract? By Cox, Clamp and Lupton.
This guide was developed by Sarah Fox, author of the 500-Word Contract. Using her 20 years' experience with construction projects, she gives you the confidence to use the right contracts for project success. The right contracts depend on the right procurement and risk strategies.
To find out more about her contract workshops, visit www.500words.co.uk or email sarah@500words.co.uk
QUESTION :
Taylor’s University is intending to build a branch campus in Kota Kinabalu, Sabah. Based on Taylor’s University plan they require the branch campus to be operational in mid-2019. Your quantity surveying firm, Innovative Cost Consultant Sdn. Bhd., of which you are a director, has been appointed to provide advice on the procurement system and the tendering methods that are to be adopted in carrying out the project.
The management of the University has informed you that the following requirements are of priority:
i) Cost to completion to be within the budget fixed.
ii) Timely delivery of the facility in order to commence operation in mid- 2019.
You are required to prepare a report to Taylor’s University recommending the procurement system and the tendering method to be adopted.
In your report you shall consider the procurement systems commonly used. You shall list out and explain the advantages and disadvantages of each system before making your recommendation.
As for the tendering methods, you shall consider all the three methods; i.e. open, selective and direct negotiation methods. Similarly you are to describe the advantages and disadvantages of each method before arriving at your recommendation.
Your report shall clearly explain your reasons for your recommendations.
Based on the above recommendations you are also required to prepare a simple programme or schedule in a form of bar chart showing the various activities commencing from the confirmation of the procurement system until completion of the project.
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...GeeksLab Odessa
05.07.2015 WebCamp:Project Management Day
Dmytro Gadomsky (Partner, Juscutum Attorneys Association)
"How to implement agile to the contract"
Понятие аgile не знакомо украинскому законодательству. Так что предусмотреть все особенности процессов в юридически обязательном контракте будет той еще задачей. Вот и расскажу, как совместить несовместимое.
Подробнее:
http://geekslab.co,
http://webcamp.in.ua/
https://www.facebook.com/GeeksLab.co , https://www.facebook.com/OdessaInnovationWeek
https://www.youtube.com/user/GeeksLabVideo
This presentation tells what things are essential for any contract, what information has to be included in typical software development contract, what has changed after agile software development approach emergence and how to prepare your own agile software development contract.
How do you sell an agile project? Most clients expect to buy software by time-and-material or by fixed-price-fixed scope contracts based on detailed requirements. These models cannot create a fertile environment for collaboration between client and vendor.
In this presentation, we report on our experiments with commercial contracts that supports an agile development process, based on concrete examples of win-win contract types. We will outline the different aspects of these contracts, as well as experiences creating and delivering software solutions under these contracts.
On the surface a fixed price project and a fixed budget project might seem the same, but they definitely are not! A Fixed Price Project the client and the consultant agree upon a fixed set of features at a fixed price. A Fixed Budget Project, the project expense will not exceed an agreed upon amount. Features will be prioritized and will be addressed until the budget is exhausted or the project is finished (whichever comes first). Both have a "not to exceed" budget, but that's where the similarities end.
www.panopticdev.com
3. Managing compliance from bid through execution - Noridian HealthcareVisibleThread
Noridian Healthcare shows how they use VisibleThread for Docs to drive 50% efficiency in proposal development and 80% efficiency savings for contract performance management. Presentation at the VisibleThread Users Conference Oct 2015.
How to talk Agile with a Procurement DepartmentColin Goodwin
Simon Bates from Manifesto Digital gave a talk for the Agile for Agencies Meetup Group event: Agile meets Mad Men, talent, and how to speak the language of procurement.
To see the video, what the Group has to say, or to join us please visit: http://www.meetup.com/agileforagencies/
Guide to Construction Procurement StrategiesSarah Fox
A guide to the three most common procurement strategies used on UK construction projects:
1. Traditional or general contracting
2. Design and build
3. Management based (covering management contracting, construction management and prime contracting).
Many construction professionals stick with what they know when choosing or recommending procurement, risk and contract strategies. However, making an informed choice can reduce the risk of conflict later. The comparison of the different strategies is partly based on Which Contract? By Cox, Clamp and Lupton.
This guide was developed by Sarah Fox, author of the 500-Word Contract. Using her 20 years' experience with construction projects, she gives you the confidence to use the right contracts for project success. The right contracts depend on the right procurement and risk strategies.
To find out more about her contract workshops, visit www.500words.co.uk or email sarah@500words.co.uk
QUESTION :
Taylor’s University is intending to build a branch campus in Kota Kinabalu, Sabah. Based on Taylor’s University plan they require the branch campus to be operational in mid-2019. Your quantity surveying firm, Innovative Cost Consultant Sdn. Bhd., of which you are a director, has been appointed to provide advice on the procurement system and the tendering methods that are to be adopted in carrying out the project.
The management of the University has informed you that the following requirements are of priority:
i) Cost to completion to be within the budget fixed.
ii) Timely delivery of the facility in order to commence operation in mid- 2019.
You are required to prepare a report to Taylor’s University recommending the procurement system and the tendering method to be adopted.
In your report you shall consider the procurement systems commonly used. You shall list out and explain the advantages and disadvantages of each system before making your recommendation.
As for the tendering methods, you shall consider all the three methods; i.e. open, selective and direct negotiation methods. Similarly you are to describe the advantages and disadvantages of each method before arriving at your recommendation.
Your report shall clearly explain your reasons for your recommendations.
Based on the above recommendations you are also required to prepare a simple programme or schedule in a form of bar chart showing the various activities commencing from the confirmation of the procurement system until completion of the project.
WebCamp:Project Management Day. Dmytro Gadomsky "How to implement agile to th...GeeksLab Odessa
05.07.2015 WebCamp:Project Management Day
Dmytro Gadomsky (Partner, Juscutum Attorneys Association)
"How to implement agile to the contract"
Понятие аgile не знакомо украинскому законодательству. Так что предусмотреть все особенности процессов в юридически обязательном контракте будет той еще задачей. Вот и расскажу, как совместить несовместимое.
Подробнее:
http://geekslab.co,
http://webcamp.in.ua/
https://www.facebook.com/GeeksLab.co , https://www.facebook.com/OdessaInnovationWeek
https://www.youtube.com/user/GeeksLabVideo
NUS-ISS 4th Agile Community of Practice (CoP): Agile Development with Agile Contract, by Mr Steven Koh, Assistant Director (Agile Coach), IDA-Government Digital Services (GDS)
Agile Contracting in the Second Decade of AgilitySimon Bennett
The Benefits of Agile Software Development are often completely crushed by the weight of Traditional Outsourcing Contracts and Negotiations. Now that we are well into the Second Decade of Agile Methods, it's time to start repeating more of the benefits.
Learn the basis for applying agile software development techniques to business operations and processes. Presentation given by Rick Walters to the National Contract Management Association, North Texas Chapter, January, 2017.
A look at the options available to companies when delivering development services using Agile methods.
October 2014 - Presentation to Agile4Agencies, London.
November 2014 - Updated for Skills Matter, London
Agile Wake Up #3 : la contractualisation AgileZenika
Porteuses de grandes promesses, les méthodes agiles impliquent néanmoins des droits et devoirs pour les prestataires et les directions Achats. La contractualisation agile est donc un sujet brûlant pour lequel il est nécessaire de consigner dans un cadre légal adéquat ces droits et devoirs respectifs de toutes les parties prenantes.
Winning tenders / securing tenderers in a competitive construction market - N...Browne Jacobson LLP
This seminar looked at:
(1) how employers can make their tenders attractive in an increasingly competitive market, and
(2) from a supply chain's perspective, what employers are looking for from tenderers.
ECI in Sweden - A. Kadefors, KTH Royal Institute of Technology, Stockholm (SE)OECD Governance
Presented at the OECD expert meeting "Construction Risk Management in Infrastructure Procurement: The Loss of Appetite for Fixed-Price Contracts", held on 17 May 2023 at the OECD, Paris and online.
Development is not so efficient without collaboration with team members. That's the fact. But why not to go further and to add a bit of AI to the teams collaboration?
Like checking what's the last commit or the load of production server or whatever you decide to have at hand. So, let me introduce Hubot - your company's robot. Install him in your company to dramatically improve and reduce employee efficiency.
It's told that if you don't like a cat you just don't know how to cook it. It's the same if we're talking about estimating and prioritizing user stories. This time we will back to unfinished the subject about bad examples of user stories and the stuff which one don't know how to treat as the user story. We will talk about which role, when and how work with user story and cover the main principles of user stories (no)estimations.
Subjects:
- What is and what is not a user story?
- Who, when and why — roles and ceremonies.
- To estimate or not to estimate?
- Case studies/practice
Doing agile by book is ok for the beginning. However, it's not enough. You should continue to learn by gaining new knowledge during the project. User stories and the way you're working with them are the bricks which form the foundation the better experience.
User Stories could be Your best partner and support in project, yet them could become your worst nightmare. Where and how User Stories help? When and how User Stories could become a large burden?
Next time we will dig into user story deeper. How it differs from requirements, use cases or test cases? From what parts it consists and why?
Common misunderstandings of vision and how to predict and avoid them.
User stories vs MMFs vs requirements - make them work for you, not against you.
How all this stuff fit together?
We're talking about different ways and frameworks and methodologies on how to make a project successful.
Well, let's stop talking and try two different approaches - plan-driven and change-driven. Let's do it with a some practical tasks and then discuss what happens and why in the good company.
6. Risk
is the potential that a chosen action
or activity, including the choice
of inaction, will lead to a loss.
Wikipedia
Risk
is the effect of uncertainty
on objectives.
ISO 31000 (2009) / ISO Guide 73:2002
7. Risks should be:
● identified — severity and impact
● classified — people, process or
technology
● analyzed — prioritization
● planned, tracked and etc.
14. Capped Time & Material
Pros:
● Supplier gets full coverage of its
expenses.
● Customer benefits from the limit to the
total exposure.
● Both parties interested in delivering high
value functionality as early as possible.
15. Capped Time & Material
Cons:
● Requirements should remain stable.
● Both parties must work closely together
to identify needs, wishes and priorities
from the very beginning.
16. Incremental Delivery
Traits:
● Regular inspection points.
● Can be stopped after some point.
● Requirements can be changed wildly.
● Good for building prototypes.
18. Incremental Delivery
Pros:
● Natural for the Agile Teams.
● Supplier gets full coverage of its
expenses.
● Customer can stop the project after the
inspection point to save the budget.
19. Incremental Delivery
Cons:
● Customer should be familiar with
incremental development.
● Requires a certain level of trust between
supplier and customer.
● Uncertain future for the supplier.
20. Cost Targeted
Traits:
● Fixed scope.
● Better for long-term relationships.
● Share risk fairly between Customer and
Supplier.
● Align goals by giving both parties an
incentive to minimise scope.
30. Credits
Materials used in the presentation:
● Wikipedia: www.wikipedia.org
● Agile Contracts collection by Alistair Cockburn: alistair.cockburn.
us/Agile+contracts
● 'Minimal Marketable Features - MMFs Explained' (www.netobjectives.com)
● 'Target Cost Contracts' by John Rusk (www.agilekiwi.
com/estimationandpricing/target-cost-contracts)
● Photo from Wikimedia by Properpilot
● Photo from Wikimedia by Nik Frey
● The reproduction 'Saint Wolfgang and the devil' by Michael Pacher via
GNU Free Documentation License
● Illustrations by Arina Noviani (arinanoviani.deviantart.com)
● Illustrations by Vladimir Tarasow
31. This work is licensed under the Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this
license, visit http://creativecommons.org/licenses/by-nc-sa/3.0/.