SlideShare a Scribd company logo
1Copyright © 2014, Innolution, LLC. All Rights Reserved.
Agile IS Risk Management
Agile 2014
Orlando, FL
July 29, 2014
by Ken Rubin
2Copyright © 2007-2014, Innolution, LLC. All Rights Reserved.
Background of Ken RubinAuthorTrainer
Coach
Exp
Trained more than
20,000 people
Coach developers
and executives
1st Managing
Director
1st Scrum project
was in 2000 for
bioinformatics
3Copyright © 2014, Innolution, LLC. All Rights Reserved.
Agenda
Uncertain Events
Managing Risk via the
Product Backlog
Maximize Expected
Monetary Value
Using Agile to Avoid
Some Uncertain
Situations
Traditional Risk
Management
Agile Principle-based
Risk Management
4
Some questions… and discussion…
Copyright © 2014, Innolution, LLC. All Rights Reserved.
We outsource stress-testing of our application to a third-
party and there is a risk it won’t be done when
promised. How do we handle this?
How do we manage the risks of a fixed-price contract?
Should we try to avoid the risk of building the wrong
product by working longer and harder up front to get its
specification right?
We lack knowledge to make an informed technical
choice. So there is a risk of a bad decision. How should
we proceed?
5
How to handle these risks — a
roadmap for our discussion
Copyright © 2014, Innolution, LLC. All Rights Reserved.
When appropriate, apply simple traditional risk
management techniques in a good-enough
(barely sufficient) manner
Apply agile principles to avoid the self-creation of
inherently risky or uncertain situations
Apply agile principles to avoid the harm (be robust) and
reap the benefits (be antifragile) from uncertainty in the
environment
Manage risk via the product backlog
6Copyright © 2014, Innolution, LLC. All Rights Reserved.
Uncertain Events
7
Many words for the same concept
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Risk
Randomness
Volatility
Variability
Uncertainty
8
For our purposes we will treat
them the same
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Lack of knowledge regarding
uncertain events
9
Some more uncertain events
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Earthquake disables California data
center housing the development
servers
Vendor fails to deliver a component
when promised
Application fails to scale to 10 million
current usersUsers
10Copyright © 2014, Innolution, LLC. All Rights Reserved.
Typical mental model of uncertain
events
“Uncertain”
event
Probability
of
occurrence
Consequence
(payoff /
exposure
function)
Impact of
occurrence
sum of all
has a
has
Cost Candidate
action
Effectiveness
has
has
changes
changes
1..*
Can influence
1..*
1..*
Expected
monetary
value
used to compute
used to compute
Source: Based on paper by Jerry Gilland, Engineering Management Services, 1996.
11Copyright © 2014, Innolution, LLC. All Rights Reserved.
Maximize Expected
Monetary Value
12
We strive to maximize economic
benefit
Copyright © 2014, Innolution, LLC. All Rights Reserved.
“Uncertain”
event
Probability
of
occurrence
Consequence
(payoff / exposure
function)
Impact of
occurrence
sum of all
has a
has
Cost Candidate
action
Effectiveness
has
has
changes
changes
1..*
Can influence
1..*
1..*
Expected
monetary value
used to compute
used to compute
Our goal is to
maximize the
“economic benefit”
in the presence of
uncertainty
Given that
uncertain events
will occur…
13
Fragile, Robust, Antifragile
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Fragile
Harmed by
disorder
Robust
Resilient to
disorder
Antifragile
Benefits from
disorder
Agile
Goal is not to eliminate uncertainty, risk,
or variability, but to protect ourselves
against the variability that harms us and
to promote and exploit the variability
that benefits us
Waterfall
14
Asymmetric payoffs create
economic value or harm
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Positive asymmetric
payoff (antifragile)
anything that has more
upside than downside
from random events
(variability)
Negative asymmetric
payoff (fragile)
anything that has more
downside than upside
from random events
(variability)
Source: Taleb, Nassim, Antifragile: Things That Gain from Disorder, Random House, 2012.
15Copyright © 2014, Innolution, LLC. All Rights Reserved.
Traditional Risk
Management
16
Traditional risk management
process
Identification
Qualitative
Analysis
Quantitative
Analysis
Plan
Control
Copyright © 2014, Innolution, LLC. All Rights Reserved.
17
Example traditional risk-
management artifacts
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Risk Prob Exposure Mitigation
0
20
40
60
80
100
0% 10% 20% 30% 40% 50%
Cost($K)
Probability %
1
2
3
4
5 6
7
8
9
10
Risk
Management
Plan
18
Assumption – early on we can
identify the uncertain events
Copyright © 2014, Innolution, LLC. All Rights Reserved.
19
Assumption – we can identify all
uncertain events
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Large-scale unpredictable
(or very hard to predict)
events of massive consequences
Source: Taleb, Nassim, The Black Swan: The Impact of the Highly Improbable Fragility , Random House, 2010.
20Copyright © 2007-2014, Innolution, LLC. All Rights Reserved.
Assumption — we can accurately
calculate probabilities
0
20
40
60
80
100
0% 10% 20% 30% 40% 50%
Cost($K)
Probability %
1
2
3
4
5
6
7
8
9
10
Assumes we can predict the probabilities
21
Example – we can predict the event, but
we can’t predict or change probabilities
Copyright © 2014, Innolution, LLC. All Rights Reserved.
We can predict earthquakes
will happen in California
We can’t predict the occurrence of a specific
earthquake of a given magnitude, or change the
probability of it happening
We can describe the consequences to our
business via a disruption in our California-based
data center if we are affected by an earthquake
22
More sophisticated process does
NOT solve these problems
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Mistaken belief that we need better computation in
order to more accurately predict the event and
figure out the probabilities
Better approach is to modify our exposure and
learn to get out of trouble fast
23
So, do we employ traditional risk
management in Agile?
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Like anything else in Agile, we would
embrace the minimum (barely sufficient)
amount of process that would be sufficient
for dealing with the risks in our particular
environment
Domains where human lives are at
risk might choose to employ a more
intense risk management process
24
Example of a simple risk
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Vendor might fail to deliver a component on a promised date
“Uncertain”
event
Probability
of
occurrence
Consequence
(payoff / exposure
function)
Impact of
occurrence
sum of all
has a
has
Cost Candidate
action
Effectiveness
has
has
changes
changes
1..*
Can influence
1..*
1..*
Expected
monetary value
used to compute
used to compute
We can easily
identify the
uncertain event
We can derive a
probability that
isn’t too wrong
There are easily
identifiable
candidate actions
The consequences
are well understood
25
Candidate action 1 – traditional
risk management
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Send one or more of our employees to vendor to help expedite
Risk Prob Exposure Mitigation
Vendor fails to
deliver
Component X
50% $1m/month Send Barbara to vendor
to help expedite
Manage risk via lightweight traditional techniques
26
Candidate action 2 – also
traditional risk management
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Pay expedited charge to move to head of queue
Risk Prob Exposure Mitigation
Vendor fails to
deliver
Component X
50% $1m/month Pay more money to get
head of queue privileges
Manage risk via lightweight traditional techniques
27Copyright © 2014, Innolution, LLC. All Rights Reserved.
Managing Risk via
the Product Backlog
28Copyright © 2007-2014, Innolution, LLC. All Rights Reserved.
Value Cost
Dependencies
Knowledge
Risk
Resources
Risk as a factor in prioritization
29
Example: Develop email system for
10 million concurrent users
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Option 1 Option 2
Spend a lot of money
early on to develop
core and advanced
email features
Then, perform scale-up
testing late and hope it
works
Run tests earlier to
determine if scaling to
10m users is possible
Then, start building
email features with
confidence system will
scale up to 10m users
30
Manage dependency risk via
product backlog grooming
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Affects prioritization of other items in the product backlog
This feature is
dependent on delivery
of the component
Vendor might fail to deliver a component on a promised date
31
Manage risk by creating risk-
mitigation items in product backlog
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Employ the parallel hedge strategy
Us
Insert one or more
product backlog items
to develop the
component ourselves
First to
finish
wins!
Partner
32Copyright © 2014, Innolution, LLC. All Rights Reserved.
Using Agile to Avoid
Some Uncertain
Situations
33
Some uncertain events can be
avoided altogether
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Avoid the self-creation of inherently risky
or uncertain situations
If we don’t go into
space, we don’t have
to worry about the risk
that our spaceship
could run out of fuel
Fixed
FixedFixed
Contract
If we don’t write fixed
price subcontracts, we
can avoid the risks of
fixed price contracts!
34Copyright © 2014, Innolution, LLC. All Rights Reserved.
Effort saved not having to
“manage” uncertain events
“Uncertain”
event
Probability
of
occurrence
Consequence
(payoff / exposure
function)
Impact of
occurrence
sum of all
has a
has
Cost Candidate
action
Effectiveness
has
has
changes
changes
1..*
Can influence
1..*
1..*
Expected
monetary value
used to compute
used to compute
Think of the effort
saved if we end up
injecting less
uncertain events into
our environment!!!
The art of
maximizing the
amount of work
not done!
35Copyright © 2014, Innolution, LLC. All Rights Reserved.
Exercise – identifying uncertain
events avoidable by Agile
What are some known risks or uncertainties
that we can avoid just by applying Agile
development?
36Copyright © 2014, Innolution, LLC. All Rights Reserved.
Agile Principle-
based Risk
Management
37
Applying agile principles to be
robust and antifragile
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Applying agile principles make the
development process robust and at times
antifragile to the disorder of uncertain events,
allowing us to avoid harm and reap the
benefits of uncertainty, without the need for
heavyweight risk management processes
38Copyright © 2014, Innolution, LLC. All Rights Reserved.
Failure to Apply
Scrum Principles
Throughout the
Value Chain
Variability and
Uncertainty
39Copyright © 2014, Innolution, LLC. All Rights Reserved.
All before any is “risk generating”
All-Before-Any:
assumes all” of one
activity can be
completed before
any of the next
activity begins
40
Iterative & incremental is
antifragile
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Get things wrong before we get them right
Build some of it before we build all of it
Reduces forecasting errors
Offers opportunity for continuous deployment
41
Inspect and adapt is antifragile
Copyright © 2014, Innolution, LLC. All Rights Reserved.
42Copyright © 2014, Innolution, LLC. All Rights Reserved.
Failure to Apply
Scrum Principles
Throughout the
Value Chain
Prediction and
Adaptation
43
Risk of trying to get it right
upfront
Copyright © 2014, Innolution, LLC. All Rights Reserved.
44
Keep options open
(last responsible moment)
Copyright © 2014, Innolution, LLC. All Rights Reserved.
45
Exercise – Architecture A vs. B
Copyright © 2014, Innolution, LLC. All Rights Reserved.
First day of a new product development effort.
There are two architectural choices: A or B. Each
appears to have viable characteristics. Which one
should we select?
46
Rapidly intermingle exploration and
exploitation to address uncertainty
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Knowledge
acquisition
Predicting
Exploration Exploitation
always a
tension
between
requiresinvolves
in the
presence of
UncertaintyUncertainty
in the
presence of
increases
Level of
certainty
does not
increase
Adaptive
processes
Predictive
processes
heavily focus
on early
interleave
small-scale
47
Real options
Copyright © 2014, Innolution, LLC. All Rights Reserved.
The right but not the obligation to do
something
Options have value
Options expire
Never commit early to an option unless we
know why
48
Managing change risk during a
traditional development project
Copyright © 2014, Innolution, LLC. All Rights Reserved.
49
Managing change risk using Scrum
Copyright © 2014, Innolution, LLC. All Rights Reserved.
50Copyright © 2014, Innolution, LLC. All Rights Reserved.
Failure to Apply
Scrum Principles
Throughout the
Value Chain
Validated Learning
51
Assumptions = accrued risk
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Assumption is a guess or belief that is assumed
true, real, or certain
Not-yet-validated assumptions represent significant
accrued risk during development
Don’t let important assumptions live long without
validation
52
Reduce risk by going fast through
the loop
Copyright © 2014, Innolution, LLC. All Rights Reserved.
53
Organize flow of work for fast
feedback
Copyright © 2014, Innolution, LLC. All Rights Reserved.
54
Fast feedback is antifragile
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Agile benefits from the uncertainty (unpredictable
things we learn) in fast, frequent feedback
Learn fast we are going down the wrong path and
then truncate the path
Exploit newly acquired knowledge to realize an
emergent opportunity
Asymmetric payoff by limiting downside harm and
providing much greater upside potential
55Copyright © 2014, Innolution, LLC. All Rights Reserved.
Failure to Apply
Scrum Principles
Throughout the
Value Chain
Work in Process
(WIP)
56
Use economically sensible
(typically smaller) batch sizes
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Reduced cycle time
Reduced flow variability
Accelerated feedback
Lower risk of failure
Reduced overhead
Increased motivation & urgency
Reduced cost and schedule growth
Source: Reinertsen, Donald, The Principles of Product Development Flow: Second Generation Lean Product
Development, Celeritas Publishing, 2009.
57
Inventory (WIP) represents a
significant economic risk
Copyright © 2014, Innolution, LLC. All Rights Reserved.
58Copyright © 2014, Innolution, LLC. All Rights Reserved.
Failure to Apply
Scrum Principles
Throughout the
Value Chain
Planning Risks
59
Belief that loading planning on the
front-end reduces risk
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Better the planning the better the understanding
and therefore the better the execution
Give appearance of orderly, accountable, and
predictable approach
Developing a product rarely goes as planned
Beliefs don’t match uncertainty in product
development
60
Scope is the risk-reducing degree
of freedom
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Scope can be binary
Scope can be shades of grey
Allows us to bound the downside on the asymmetric
payoff function
61
Communicate uncertainty with
range answers to questions
Copyright © 2014, Innolution, LLC. All Rights Reserved.
62
Teams with T-Shaped skills
Copyright © 2014, Innolution, LLC. All Rights Reserved.
Can offset random
increases in demand by
quickly compensating with
changes in capacity
Example of negative
covariance or counter
balancing. Changing
capacity available to do
work a given vertical area
(a change in one random
variable) counterbalances
the variability in demand
(a change in a second
random variable)
63Copyright © 2014, Innolution, LLC. All Rights Reserved.
Contact Info for Ken Rubin
Email: krubin@innolution.com
Website: www.innolution.com
Phone: (303) 827-3333
LinkedIn: www.linkedin.com/in/kennethrubin
Twitter: www.twitter.com/krubinagile
Facebook: www.facebook.com/InnolutionLLC
Google+ plus.google.com/+KennyRubin1/
Essential Scrum: A Practical
Guide to the Most Popular
Agile Process
www.essentialscrum.com
Comparative Agility Website www.comparativeagility.com

More Related Content

What's hot

Integrating Agile In A Waterfall World 1
Integrating Agile In A Waterfall World 1Integrating Agile In A Waterfall World 1
Integrating Agile In A Waterfall World 1
Joseph Flahiff
 
Risk Management in an Agile Environment
Risk Management in an Agile EnvironmentRisk Management in an Agile Environment
Risk Management in an Agile Environment
Intland Software GmbH
 
Basic risk management presentation 17th june 2015
Basic risk management presentation 17th june 2015Basic risk management presentation 17th june 2015
Basic risk management presentation 17th june 2015
Association for Project Management
 
Enterprise risk management presentation to APM SWWE branch
Enterprise risk management presentation to APM SWWE branchEnterprise risk management presentation to APM SWWE branch
Enterprise risk management presentation to APM SWWE branch
Association for Project Management
 
QRA for overall project risk - Dr David Hillson
QRA for overall project risk - Dr David HillsonQRA for overall project risk - Dr David Hillson
QRA for overall project risk - Dr David Hillson
Association for Project Management
 
Unknowns systemic risks and prioritization - David Hulett
Unknowns systemic risks and prioritization - David Hulett Unknowns systemic risks and prioritization - David Hulett
Unknowns systemic risks and prioritization - David Hulett
Association for Project Management
 
Terry Johns: Uncertainty - understanding the impact and the importance of rec...
Terry Johns: Uncertainty - understanding the impact and the importance of rec...Terry Johns: Uncertainty - understanding the impact and the importance of rec...
Terry Johns: Uncertainty - understanding the impact and the importance of rec...
Association for Project Management
 
Derek Wright: risk v uncertainty case study
Derek Wright: risk v uncertainty case studyDerek Wright: risk v uncertainty case study
Derek Wright: risk v uncertainty case study
Association for Project Management
 
Risk Management Lifecycle PowerPoint Presentation Slides
Risk Management Lifecycle PowerPoint Presentation Slides Risk Management Lifecycle PowerPoint Presentation Slides
Risk Management Lifecycle PowerPoint Presentation Slides
SlideTeam
 
Why include opportunity in the risk process?, presentation, David Hillson, Lo...
Why include opportunity in the risk process?, presentation, David Hillson, Lo...Why include opportunity in the risk process?, presentation, David Hillson, Lo...
Why include opportunity in the risk process?, presentation, David Hillson, Lo...
Association for Project Management
 
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
Thanh Nguyen
 
Business risk assessment
Business risk assessmentBusiness risk assessment
Business risk assessmentUzair Khan
 
Beyond PMP: Risk Management
Beyond PMP: Risk ManagementBeyond PMP: Risk Management
Beyond PMP: Risk Management
abhinayverma
 
The Art and Science Behind Successful Risk Workshops
The Art and Science Behind Successful Risk WorkshopsThe Art and Science Behind Successful Risk Workshops
The Art and Science Behind Successful Risk Workshops
Acumen
 
The importance of properly describing risks, presented by Peter Simon, 10th O...
The importance of properly describing risks, presented by Peter Simon, 10th O...The importance of properly describing risks, presented by Peter Simon, 10th O...
The importance of properly describing risks, presented by Peter Simon, 10th O...
Association for Project Management
 
Integration Of Prince2® And M O R® 1 John Fisher
Integration Of Prince2® And M O R® 1 John FisherIntegration Of Prince2® And M O R® 1 John Fisher
Integration Of Prince2® And M O R® 1 John Fisher
BPUG Congress
 
Global Competition with Global Competence
Global Competition with Global CompetenceGlobal Competition with Global Competence
Global Competition with Global Competence
Carlos DaSilva
 
12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)
Glen Alleman
 
Risk Management Procedure And Guidelines PowerPoint Presentation Slides
Risk Management Procedure And Guidelines PowerPoint Presentation Slides Risk Management Procedure And Guidelines PowerPoint Presentation Slides
Risk Management Procedure And Guidelines PowerPoint Presentation Slides
SlideTeam
 

What's hot (20)

Integrating Agile In A Waterfall World 1
Integrating Agile In A Waterfall World 1Integrating Agile In A Waterfall World 1
Integrating Agile In A Waterfall World 1
 
Risk Management in an Agile Environment
Risk Management in an Agile EnvironmentRisk Management in an Agile Environment
Risk Management in an Agile Environment
 
Basic risk management presentation 17th june 2015
Basic risk management presentation 17th june 2015Basic risk management presentation 17th june 2015
Basic risk management presentation 17th june 2015
 
Enterprise risk management presentation to APM SWWE branch
Enterprise risk management presentation to APM SWWE branchEnterprise risk management presentation to APM SWWE branch
Enterprise risk management presentation to APM SWWE branch
 
Procept Risk Workshop 2007
Procept Risk Workshop 2007Procept Risk Workshop 2007
Procept Risk Workshop 2007
 
QRA for overall project risk - Dr David Hillson
QRA for overall project risk - Dr David HillsonQRA for overall project risk - Dr David Hillson
QRA for overall project risk - Dr David Hillson
 
Unknowns systemic risks and prioritization - David Hulett
Unknowns systemic risks and prioritization - David Hulett Unknowns systemic risks and prioritization - David Hulett
Unknowns systemic risks and prioritization - David Hulett
 
Terry Johns: Uncertainty - understanding the impact and the importance of rec...
Terry Johns: Uncertainty - understanding the impact and the importance of rec...Terry Johns: Uncertainty - understanding the impact and the importance of rec...
Terry Johns: Uncertainty - understanding the impact and the importance of rec...
 
Derek Wright: risk v uncertainty case study
Derek Wright: risk v uncertainty case studyDerek Wright: risk v uncertainty case study
Derek Wright: risk v uncertainty case study
 
Risk Management Lifecycle PowerPoint Presentation Slides
Risk Management Lifecycle PowerPoint Presentation Slides Risk Management Lifecycle PowerPoint Presentation Slides
Risk Management Lifecycle PowerPoint Presentation Slides
 
Why include opportunity in the risk process?, presentation, David Hillson, Lo...
Why include opportunity in the risk process?, presentation, David Hillson, Lo...Why include opportunity in the risk process?, presentation, David Hillson, Lo...
Why include opportunity in the risk process?, presentation, David Hillson, Lo...
 
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
PMI-ACP Lesson 12 Knowledge and Skills Nugget 1
 
Business risk assessment
Business risk assessmentBusiness risk assessment
Business risk assessment
 
Beyond PMP: Risk Management
Beyond PMP: Risk ManagementBeyond PMP: Risk Management
Beyond PMP: Risk Management
 
The Art and Science Behind Successful Risk Workshops
The Art and Science Behind Successful Risk WorkshopsThe Art and Science Behind Successful Risk Workshops
The Art and Science Behind Successful Risk Workshops
 
The importance of properly describing risks, presented by Peter Simon, 10th O...
The importance of properly describing risks, presented by Peter Simon, 10th O...The importance of properly describing risks, presented by Peter Simon, 10th O...
The importance of properly describing risks, presented by Peter Simon, 10th O...
 
Integration Of Prince2® And M O R® 1 John Fisher
Integration Of Prince2® And M O R® 1 John FisherIntegration Of Prince2® And M O R® 1 John Fisher
Integration Of Prince2® And M O R® 1 John Fisher
 
Global Competition with Global Competence
Global Competition with Global CompetenceGlobal Competition with Global Competence
Global Competition with Global Competence
 
12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)12.0 risk management agile+evm (v10.2)
12.0 risk management agile+evm (v10.2)
 
Risk Management Procedure And Guidelines PowerPoint Presentation Slides
Risk Management Procedure And Guidelines PowerPoint Presentation Slides Risk Management Procedure And Guidelines PowerPoint Presentation Slides
Risk Management Procedure And Guidelines PowerPoint Presentation Slides
 

Viewers also liked

Agile Risk Management
Agile Risk ManagementAgile Risk Management
Agile Risk Management
Rowan Bunning
 
10 règles kaizen - Mindmap
10 règles kaizen - Mindmap10 règles kaizen - Mindmap
10 règles kaizen - Mindmap
Fabrice CREZE
 
Xanpan - what do you get if you cross XP and Kanban?
Xanpan - what do you get if you cross XP and Kanban?Xanpan - what do you get if you cross XP and Kanban?
Xanpan - what do you get if you cross XP and Kanban?
allan kelly
 
Eugenio Mauri: Les dangers des méthodes agiles
Eugenio Mauri: Les dangers des méthodes agilesEugenio Mauri: Les dangers des méthodes agiles
Eugenio Mauri: Les dangers des méthodes agiles
Eugenio Mauri
 
L'architecture d'entreprise au cœur de la transformation digitale
L'architecture d'entreprise au cœur de la transformation digitaleL'architecture d'entreprise au cœur de la transformation digitale
L'architecture d'entreprise au cœur de la transformation digitale
Antoine Vigneron
 
Logging in Docker
Logging in DockerLogging in Docker
Logging in Docker
Santiago Palladino
 
DSBrowser Concilier securité et simplicite
DSBrowser Concilier securité et simpliciteDSBrowser Concilier securité et simplicite
DSBrowser Concilier securité et simplicite
Antoine Vigneron
 
Agile expliqué aux managers
Agile expliqué aux managersAgile expliqué aux managers
Agile expliqué aux managers
Pyxis Technologies
 
Jeudi de l AFAI - Transformations de la cybersécurité
Jeudi de l AFAI - Transformations de la cybersécuritéJeudi de l AFAI - Transformations de la cybersécurité
Jeudi de l AFAI - Transformations de la cybersécurité
Antoine Vigneron
 
Project Risk Management
Project Risk ManagementProject Risk Management
Project Risk Management
Oleksa Stelmakh
 
Tableaux kanban pas à pas FR
Tableaux kanban pas à pas FRTableaux kanban pas à pas FR
Tableaux kanban pas à pas FR
Franck Beulé
 
Lean Agile Kanban Guide du Routard 2014
Lean Agile Kanban Guide du Routard 2014Lean Agile Kanban Guide du Routard 2014
Lean Agile Kanban Guide du Routard 2014
Christophe Keromen
 
Méthodes Agiles, L’essentiel de KANBAN.
Méthodes Agiles, L’essentiel de KANBAN.Méthodes Agiles, L’essentiel de KANBAN.
Méthodes Agiles, L’essentiel de KANBAN.
aettarrouzi
 
Boostez scrum avec le lean startup
Boostez scrum avec le lean startupBoostez scrum avec le lean startup
Boostez scrum avec le lean startup
Olivier Lafontan
 
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
Sébastien Bourguignon
 
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agileScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
Sébastien Bourguignon
 
Agora cms 2014 - Méthodes agiles et culture Devops au service du Web
Agora cms 2014 - Méthodes agiles et culture Devops au service du WebAgora cms 2014 - Méthodes agiles et culture Devops au service du Web
Agora cms 2014 - Méthodes agiles et culture Devops au service du Web
Vanessa David
 

Viewers also liked (17)

Agile Risk Management
Agile Risk ManagementAgile Risk Management
Agile Risk Management
 
10 règles kaizen - Mindmap
10 règles kaizen - Mindmap10 règles kaizen - Mindmap
10 règles kaizen - Mindmap
 
Xanpan - what do you get if you cross XP and Kanban?
Xanpan - what do you get if you cross XP and Kanban?Xanpan - what do you get if you cross XP and Kanban?
Xanpan - what do you get if you cross XP and Kanban?
 
Eugenio Mauri: Les dangers des méthodes agiles
Eugenio Mauri: Les dangers des méthodes agilesEugenio Mauri: Les dangers des méthodes agiles
Eugenio Mauri: Les dangers des méthodes agiles
 
L'architecture d'entreprise au cœur de la transformation digitale
L'architecture d'entreprise au cœur de la transformation digitaleL'architecture d'entreprise au cœur de la transformation digitale
L'architecture d'entreprise au cœur de la transformation digitale
 
Logging in Docker
Logging in DockerLogging in Docker
Logging in Docker
 
DSBrowser Concilier securité et simplicite
DSBrowser Concilier securité et simpliciteDSBrowser Concilier securité et simplicite
DSBrowser Concilier securité et simplicite
 
Agile expliqué aux managers
Agile expliqué aux managersAgile expliqué aux managers
Agile expliqué aux managers
 
Jeudi de l AFAI - Transformations de la cybersécurité
Jeudi de l AFAI - Transformations de la cybersécuritéJeudi de l AFAI - Transformations de la cybersécurité
Jeudi de l AFAI - Transformations de la cybersécurité
 
Project Risk Management
Project Risk ManagementProject Risk Management
Project Risk Management
 
Tableaux kanban pas à pas FR
Tableaux kanban pas à pas FRTableaux kanban pas à pas FR
Tableaux kanban pas à pas FR
 
Lean Agile Kanban Guide du Routard 2014
Lean Agile Kanban Guide du Routard 2014Lean Agile Kanban Guide du Routard 2014
Lean Agile Kanban Guide du Routard 2014
 
Méthodes Agiles, L’essentiel de KANBAN.
Méthodes Agiles, L’essentiel de KANBAN.Méthodes Agiles, L’essentiel de KANBAN.
Méthodes Agiles, L’essentiel de KANBAN.
 
Boostez scrum avec le lean startup
Boostez scrum avec le lean startupBoostez scrum avec le lean startup
Boostez scrum avec le lean startup
 
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
Après l’#agilité, le #DevOps, la nouvelle arme de la DSI ! v2
 
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agileScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
ScrumDays 2015 - La Mutuelle Générale se transforme et devient agile
 
Agora cms 2014 - Méthodes agiles et culture Devops au service du Web
Agora cms 2014 - Méthodes agiles et culture Devops au service du WebAgora cms 2014 - Méthodes agiles et culture Devops au service du Web
Agora cms 2014 - Méthodes agiles et culture Devops au service du Web
 

Similar to Agile IS Risk Management - Agile 2014 - Antifragile

Smu seminar 2014_03_26 v3
Smu seminar 2014_03_26 v3Smu seminar 2014_03_26 v3
Smu seminar 2014_03_26 v3
Patrick Florer
 
اهم برزنتيشن لجنك2222
اهم برزنتيشن لجنك2222اهم برزنتيشن لجنك2222
اهم برزنتيشن لجنك2222
nashaat algrara
 
The Board and Cyber Security
The Board and Cyber SecurityThe Board and Cyber Security
The Board and Cyber Security
FireEye, Inc.
 
DOES15 - Elisabeth Hendrickson - Its All About Feedback
DOES15 - Elisabeth Hendrickson - Its All About FeedbackDOES15 - Elisabeth Hendrickson - Its All About Feedback
DOES15 - Elisabeth Hendrickson - Its All About Feedback
Gene Kim
 
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat ReportWebinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
Cyren, Inc
 
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
brucelb
 
SecureTech 2014: Risk, Business Continuity and Cybersecurity - A Resiliency ...
SecureTech 2014:  Risk, Business Continuity and Cybersecurity - A Resiliency ...SecureTech 2014:  Risk, Business Continuity and Cybersecurity - A Resiliency ...
SecureTech 2014: Risk, Business Continuity and Cybersecurity - A Resiliency ...
poore120
 
Bringing Continuous Delivery to the Enterprise: It's all about the Mindset
Bringing Continuous Delivery to the Enterprise: It's all about the MindsetBringing Continuous Delivery to the Enterprise: It's all about the Mindset
Bringing Continuous Delivery to the Enterprise: It's all about the Mindset
Gene Gotimer
 
Enterprise Risk Analysis PowerPoint Presentation Slides
Enterprise Risk Analysis PowerPoint Presentation SlidesEnterprise Risk Analysis PowerPoint Presentation Slides
Enterprise Risk Analysis PowerPoint Presentation Slides
SlideTeam
 
Agile-Risk-Management in Project Management
Agile-Risk-Management in Project ManagementAgile-Risk-Management in Project Management
Agile-Risk-Management in Project Management
Najmul Hussain
 
Security Principles for CEOs
Security Principles for CEOsSecurity Principles for CEOs
Security Principles for CEOs
Morten Bjørklund
 
Risk Assessments
Risk AssessmentsRisk Assessments
Risk Assessments
JoAnna Cheshire
 
Reputation Risk: Why Companies Need to Care
Reputation Risk: Why Companies Need to CareReputation Risk: Why Companies Need to Care
Reputation Risk: Why Companies Need to Care
Ethisphere
 
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Institut Lean France
 
PMI-ACP Lesson 9 Agile Risk Management
PMI-ACP Lesson 9 Agile Risk ManagementPMI-ACP Lesson 9 Agile Risk Management
PMI-ACP Lesson 9 Agile Risk Management
Thanh Nguyen
 
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean LeffingwellBe Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
Agile Software Community of India
 
Cost of Delay: An Economic Approach to Decision Making
Cost of Delay: An Economic Approach to Decision MakingCost of Delay: An Economic Approach to Decision Making
Cost of Delay: An Economic Approach to Decision Making
Roger Turnau
 
Riskpro SCRAY whitepaper
Riskpro SCRAY whitepaperRiskpro SCRAY whitepaper
Riskpro SCRAY whitepaper
Edgevalue
 
Pricing Intellectual Proper Litigation Risk In IP Transactions
Pricing Intellectual Proper Litigation Risk In IP TransactionsPricing Intellectual Proper Litigation Risk In IP Transactions
Pricing Intellectual Proper Litigation Risk In IP Transactions
brucelb
 

Similar to Agile IS Risk Management - Agile 2014 - Antifragile (20)

Smu seminar 2014_03_26 v3
Smu seminar 2014_03_26 v3Smu seminar 2014_03_26 v3
Smu seminar 2014_03_26 v3
 
اهم برزنتيشن لجنك2222
اهم برزنتيشن لجنك2222اهم برزنتيشن لجنك2222
اهم برزنتيشن لجنك2222
 
The Board and Cyber Security
The Board and Cyber SecurityThe Board and Cyber Security
The Board and Cyber Security
 
DOES15 - Elisabeth Hendrickson - Its All About Feedback
DOES15 - Elisabeth Hendrickson - Its All About FeedbackDOES15 - Elisabeth Hendrickson - Its All About Feedback
DOES15 - Elisabeth Hendrickson - Its All About Feedback
 
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat ReportWebinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
Webinar: Insights from CYREN's 2015-Q3 Cyber Threat Report
 
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
Strategic IP Litigation: How to Make Better, Justifiable Decisions - A Case S...
 
SecureTech 2014: Risk, Business Continuity and Cybersecurity - A Resiliency ...
SecureTech 2014:  Risk, Business Continuity and Cybersecurity - A Resiliency ...SecureTech 2014:  Risk, Business Continuity and Cybersecurity - A Resiliency ...
SecureTech 2014: Risk, Business Continuity and Cybersecurity - A Resiliency ...
 
Bringing Continuous Delivery to the Enterprise: It's all about the Mindset
Bringing Continuous Delivery to the Enterprise: It's all about the MindsetBringing Continuous Delivery to the Enterprise: It's all about the Mindset
Bringing Continuous Delivery to the Enterprise: It's all about the Mindset
 
Enterprise Risk Analysis PowerPoint Presentation Slides
Enterprise Risk Analysis PowerPoint Presentation SlidesEnterprise Risk Analysis PowerPoint Presentation Slides
Enterprise Risk Analysis PowerPoint Presentation Slides
 
Agile-Risk-Management in Project Management
Agile-Risk-Management in Project ManagementAgile-Risk-Management in Project Management
Agile-Risk-Management in Project Management
 
The First Mile Overview
The First Mile OverviewThe First Mile Overview
The First Mile Overview
 
Security Principles for CEOs
Security Principles for CEOsSecurity Principles for CEOs
Security Principles for CEOs
 
Risk Assessments
Risk AssessmentsRisk Assessments
Risk Assessments
 
Reputation Risk: Why Companies Need to Care
Reputation Risk: Why Companies Need to CareReputation Risk: Why Companies Need to Care
Reputation Risk: Why Companies Need to Care
 
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
 
PMI-ACP Lesson 9 Agile Risk Management
PMI-ACP Lesson 9 Agile Risk ManagementPMI-ACP Lesson 9 Agile Risk Management
PMI-ACP Lesson 9 Agile Risk Management
 
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean LeffingwellBe Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
Be Agile. Scale Up. Stay Lean. And Have More Fun by Dean Leffingwell
 
Cost of Delay: An Economic Approach to Decision Making
Cost of Delay: An Economic Approach to Decision MakingCost of Delay: An Economic Approach to Decision Making
Cost of Delay: An Economic Approach to Decision Making
 
Riskpro SCRAY whitepaper
Riskpro SCRAY whitepaperRiskpro SCRAY whitepaper
Riskpro SCRAY whitepaper
 
Pricing Intellectual Proper Litigation Risk In IP Transactions
Pricing Intellectual Proper Litigation Risk In IP TransactionsPricing Intellectual Proper Litigation Risk In IP Transactions
Pricing Intellectual Proper Litigation Risk In IP Transactions
 

Recently uploaded

Quarkus Hidden and Forbidden Extensions
Quarkus Hidden and Forbidden ExtensionsQuarkus Hidden and Forbidden Extensions
Quarkus Hidden and Forbidden Extensions
Max Andersen
 
socradar-q1-2024-aviation-industry-report.pdf
socradar-q1-2024-aviation-industry-report.pdfsocradar-q1-2024-aviation-industry-report.pdf
socradar-q1-2024-aviation-industry-report.pdf
SOCRadar
 
openEuler Case Study - The Journey to Supply Chain Security
openEuler Case Study - The Journey to Supply Chain SecurityopenEuler Case Study - The Journey to Supply Chain Security
openEuler Case Study - The Journey to Supply Chain Security
Shane Coughlan
 
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
kalichargn70th171
 
DDS-Security 1.2 - What's New? Stronger security for long-running systems
DDS-Security 1.2 - What's New? Stronger security for long-running systemsDDS-Security 1.2 - What's New? Stronger security for long-running systems
DDS-Security 1.2 - What's New? Stronger security for long-running systems
Gerardo Pardo-Castellote
 
Cracking the code review at SpringIO 2024
Cracking the code review at SpringIO 2024Cracking the code review at SpringIO 2024
Cracking the code review at SpringIO 2024
Paco van Beckhoven
 
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket ManagementUtilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
Utilocate
 
GOING AOT WITH GRAALVM FOR SPRING BOOT (SPRING IO)
GOING AOT WITH GRAALVM FOR  SPRING BOOT (SPRING IO)GOING AOT WITH GRAALVM FOR  SPRING BOOT (SPRING IO)
GOING AOT WITH GRAALVM FOR SPRING BOOT (SPRING IO)
Alina Yurenko
 
What is Augmented Reality Image Tracking
What is Augmented Reality Image TrackingWhat is Augmented Reality Image Tracking
What is Augmented Reality Image Tracking
pavan998932
 
ALGIT - Assembly Line for Green IT - Numbers, Data, Facts
ALGIT - Assembly Line for Green IT - Numbers, Data, FactsALGIT - Assembly Line for Green IT - Numbers, Data, Facts
ALGIT - Assembly Line for Green IT - Numbers, Data, Facts
Green Software Development
 
Enterprise Resource Planning System in Telangana
Enterprise Resource Planning System in TelanganaEnterprise Resource Planning System in Telangana
Enterprise Resource Planning System in Telangana
NYGGS Automation Suite
 
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptxLORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
lorraineandreiamcidl
 
GraphSummit Paris - The art of the possible with Graph Technology
GraphSummit Paris - The art of the possible with Graph TechnologyGraphSummit Paris - The art of the possible with Graph Technology
GraphSummit Paris - The art of the possible with Graph Technology
Neo4j
 
Neo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
Neo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
Neo4j
 
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
Crescat
 
A Study of Variable-Role-based Feature Enrichment in Neural Models of Code
A Study of Variable-Role-based Feature Enrichment in Neural Models of CodeA Study of Variable-Role-based Feature Enrichment in Neural Models of Code
A Study of Variable-Role-based Feature Enrichment in Neural Models of Code
Aftab Hussain
 
Vitthal Shirke Java Microservices Resume.pdf
Vitthal Shirke Java Microservices Resume.pdfVitthal Shirke Java Microservices Resume.pdf
Vitthal Shirke Java Microservices Resume.pdf
Vitthal Shirke
 
Codeigniter VS Cakephp Which is Better for Web Development.pdf
Codeigniter VS Cakephp Which is Better for Web Development.pdfCodeigniter VS Cakephp Which is Better for Web Development.pdf
Codeigniter VS Cakephp Which is Better for Web Development.pdf
Semiosis Software Private Limited
 
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptx
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptxTop Features to Include in Your Winzo Clone App for Business Growth (4).pptx
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptx
rickgrimesss22
 
Energy consumption of Database Management - Florina Jonuzi
Energy consumption of Database Management - Florina JonuziEnergy consumption of Database Management - Florina Jonuzi
Energy consumption of Database Management - Florina Jonuzi
Green Software Development
 

Recently uploaded (20)

Quarkus Hidden and Forbidden Extensions
Quarkus Hidden and Forbidden ExtensionsQuarkus Hidden and Forbidden Extensions
Quarkus Hidden and Forbidden Extensions
 
socradar-q1-2024-aviation-industry-report.pdf
socradar-q1-2024-aviation-industry-report.pdfsocradar-q1-2024-aviation-industry-report.pdf
socradar-q1-2024-aviation-industry-report.pdf
 
openEuler Case Study - The Journey to Supply Chain Security
openEuler Case Study - The Journey to Supply Chain SecurityopenEuler Case Study - The Journey to Supply Chain Security
openEuler Case Study - The Journey to Supply Chain Security
 
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
Why Mobile App Regression Testing is Critical for Sustained Success_ A Detail...
 
DDS-Security 1.2 - What's New? Stronger security for long-running systems
DDS-Security 1.2 - What's New? Stronger security for long-running systemsDDS-Security 1.2 - What's New? Stronger security for long-running systems
DDS-Security 1.2 - What's New? Stronger security for long-running systems
 
Cracking the code review at SpringIO 2024
Cracking the code review at SpringIO 2024Cracking the code review at SpringIO 2024
Cracking the code review at SpringIO 2024
 
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket ManagementUtilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
Utilocate provides Smarter, Better, Faster, Safer Locate Ticket Management
 
GOING AOT WITH GRAALVM FOR SPRING BOOT (SPRING IO)
GOING AOT WITH GRAALVM FOR  SPRING BOOT (SPRING IO)GOING AOT WITH GRAALVM FOR  SPRING BOOT (SPRING IO)
GOING AOT WITH GRAALVM FOR SPRING BOOT (SPRING IO)
 
What is Augmented Reality Image Tracking
What is Augmented Reality Image TrackingWhat is Augmented Reality Image Tracking
What is Augmented Reality Image Tracking
 
ALGIT - Assembly Line for Green IT - Numbers, Data, Facts
ALGIT - Assembly Line for Green IT - Numbers, Data, FactsALGIT - Assembly Line for Green IT - Numbers, Data, Facts
ALGIT - Assembly Line for Green IT - Numbers, Data, Facts
 
Enterprise Resource Planning System in Telangana
Enterprise Resource Planning System in TelanganaEnterprise Resource Planning System in Telangana
Enterprise Resource Planning System in Telangana
 
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptxLORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
LORRAINE ANDREI_LEQUIGAN_HOW TO USE WHATSAPP.pptx
 
GraphSummit Paris - The art of the possible with Graph Technology
GraphSummit Paris - The art of the possible with Graph TechnologyGraphSummit Paris - The art of the possible with Graph Technology
GraphSummit Paris - The art of the possible with Graph Technology
 
Neo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
Neo4j - Product Vision and Knowledge Graphs - GraphSummit ParisNeo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
Neo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
 
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
Introducing Crescat - Event Management Software for Venues, Festivals and Eve...
 
A Study of Variable-Role-based Feature Enrichment in Neural Models of Code
A Study of Variable-Role-based Feature Enrichment in Neural Models of CodeA Study of Variable-Role-based Feature Enrichment in Neural Models of Code
A Study of Variable-Role-based Feature Enrichment in Neural Models of Code
 
Vitthal Shirke Java Microservices Resume.pdf
Vitthal Shirke Java Microservices Resume.pdfVitthal Shirke Java Microservices Resume.pdf
Vitthal Shirke Java Microservices Resume.pdf
 
Codeigniter VS Cakephp Which is Better for Web Development.pdf
Codeigniter VS Cakephp Which is Better for Web Development.pdfCodeigniter VS Cakephp Which is Better for Web Development.pdf
Codeigniter VS Cakephp Which is Better for Web Development.pdf
 
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptx
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptxTop Features to Include in Your Winzo Clone App for Business Growth (4).pptx
Top Features to Include in Your Winzo Clone App for Business Growth (4).pptx
 
Energy consumption of Database Management - Florina Jonuzi
Energy consumption of Database Management - Florina JonuziEnergy consumption of Database Management - Florina Jonuzi
Energy consumption of Database Management - Florina Jonuzi
 

Agile IS Risk Management - Agile 2014 - Antifragile

  • 1. 1Copyright © 2014, Innolution, LLC. All Rights Reserved. Agile IS Risk Management Agile 2014 Orlando, FL July 29, 2014 by Ken Rubin
  • 2. 2Copyright © 2007-2014, Innolution, LLC. All Rights Reserved. Background of Ken RubinAuthorTrainer Coach Exp Trained more than 20,000 people Coach developers and executives 1st Managing Director 1st Scrum project was in 2000 for bioinformatics
  • 3. 3Copyright © 2014, Innolution, LLC. All Rights Reserved. Agenda Uncertain Events Managing Risk via the Product Backlog Maximize Expected Monetary Value Using Agile to Avoid Some Uncertain Situations Traditional Risk Management Agile Principle-based Risk Management
  • 4. 4 Some questions… and discussion… Copyright © 2014, Innolution, LLC. All Rights Reserved. We outsource stress-testing of our application to a third- party and there is a risk it won’t be done when promised. How do we handle this? How do we manage the risks of a fixed-price contract? Should we try to avoid the risk of building the wrong product by working longer and harder up front to get its specification right? We lack knowledge to make an informed technical choice. So there is a risk of a bad decision. How should we proceed?
  • 5. 5 How to handle these risks — a roadmap for our discussion Copyright © 2014, Innolution, LLC. All Rights Reserved. When appropriate, apply simple traditional risk management techniques in a good-enough (barely sufficient) manner Apply agile principles to avoid the self-creation of inherently risky or uncertain situations Apply agile principles to avoid the harm (be robust) and reap the benefits (be antifragile) from uncertainty in the environment Manage risk via the product backlog
  • 6. 6Copyright © 2014, Innolution, LLC. All Rights Reserved. Uncertain Events
  • 7. 7 Many words for the same concept Copyright © 2014, Innolution, LLC. All Rights Reserved. Risk Randomness Volatility Variability Uncertainty
  • 8. 8 For our purposes we will treat them the same Copyright © 2014, Innolution, LLC. All Rights Reserved. Lack of knowledge regarding uncertain events
  • 9. 9 Some more uncertain events Copyright © 2014, Innolution, LLC. All Rights Reserved. Earthquake disables California data center housing the development servers Vendor fails to deliver a component when promised Application fails to scale to 10 million current usersUsers
  • 10. 10Copyright © 2014, Innolution, LLC. All Rights Reserved. Typical mental model of uncertain events “Uncertain” event Probability of occurrence Consequence (payoff / exposure function) Impact of occurrence sum of all has a has Cost Candidate action Effectiveness has has changes changes 1..* Can influence 1..* 1..* Expected monetary value used to compute used to compute Source: Based on paper by Jerry Gilland, Engineering Management Services, 1996.
  • 11. 11Copyright © 2014, Innolution, LLC. All Rights Reserved. Maximize Expected Monetary Value
  • 12. 12 We strive to maximize economic benefit Copyright © 2014, Innolution, LLC. All Rights Reserved. “Uncertain” event Probability of occurrence Consequence (payoff / exposure function) Impact of occurrence sum of all has a has Cost Candidate action Effectiveness has has changes changes 1..* Can influence 1..* 1..* Expected monetary value used to compute used to compute Our goal is to maximize the “economic benefit” in the presence of uncertainty Given that uncertain events will occur…
  • 13. 13 Fragile, Robust, Antifragile Copyright © 2014, Innolution, LLC. All Rights Reserved. Fragile Harmed by disorder Robust Resilient to disorder Antifragile Benefits from disorder Agile Goal is not to eliminate uncertainty, risk, or variability, but to protect ourselves against the variability that harms us and to promote and exploit the variability that benefits us Waterfall
  • 14. 14 Asymmetric payoffs create economic value or harm Copyright © 2014, Innolution, LLC. All Rights Reserved. Positive asymmetric payoff (antifragile) anything that has more upside than downside from random events (variability) Negative asymmetric payoff (fragile) anything that has more downside than upside from random events (variability) Source: Taleb, Nassim, Antifragile: Things That Gain from Disorder, Random House, 2012.
  • 15. 15Copyright © 2014, Innolution, LLC. All Rights Reserved. Traditional Risk Management
  • 17. 17 Example traditional risk- management artifacts Copyright © 2014, Innolution, LLC. All Rights Reserved. Risk Prob Exposure Mitigation 0 20 40 60 80 100 0% 10% 20% 30% 40% 50% Cost($K) Probability % 1 2 3 4 5 6 7 8 9 10 Risk Management Plan
  • 18. 18 Assumption – early on we can identify the uncertain events Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 19. 19 Assumption – we can identify all uncertain events Copyright © 2014, Innolution, LLC. All Rights Reserved. Large-scale unpredictable (or very hard to predict) events of massive consequences Source: Taleb, Nassim, The Black Swan: The Impact of the Highly Improbable Fragility , Random House, 2010.
  • 20. 20Copyright © 2007-2014, Innolution, LLC. All Rights Reserved. Assumption — we can accurately calculate probabilities 0 20 40 60 80 100 0% 10% 20% 30% 40% 50% Cost($K) Probability % 1 2 3 4 5 6 7 8 9 10 Assumes we can predict the probabilities
  • 21. 21 Example – we can predict the event, but we can’t predict or change probabilities Copyright © 2014, Innolution, LLC. All Rights Reserved. We can predict earthquakes will happen in California We can’t predict the occurrence of a specific earthquake of a given magnitude, or change the probability of it happening We can describe the consequences to our business via a disruption in our California-based data center if we are affected by an earthquake
  • 22. 22 More sophisticated process does NOT solve these problems Copyright © 2014, Innolution, LLC. All Rights Reserved. Mistaken belief that we need better computation in order to more accurately predict the event and figure out the probabilities Better approach is to modify our exposure and learn to get out of trouble fast
  • 23. 23 So, do we employ traditional risk management in Agile? Copyright © 2014, Innolution, LLC. All Rights Reserved. Like anything else in Agile, we would embrace the minimum (barely sufficient) amount of process that would be sufficient for dealing with the risks in our particular environment Domains where human lives are at risk might choose to employ a more intense risk management process
  • 24. 24 Example of a simple risk Copyright © 2014, Innolution, LLC. All Rights Reserved. Vendor might fail to deliver a component on a promised date “Uncertain” event Probability of occurrence Consequence (payoff / exposure function) Impact of occurrence sum of all has a has Cost Candidate action Effectiveness has has changes changes 1..* Can influence 1..* 1..* Expected monetary value used to compute used to compute We can easily identify the uncertain event We can derive a probability that isn’t too wrong There are easily identifiable candidate actions The consequences are well understood
  • 25. 25 Candidate action 1 – traditional risk management Copyright © 2014, Innolution, LLC. All Rights Reserved. Send one or more of our employees to vendor to help expedite Risk Prob Exposure Mitigation Vendor fails to deliver Component X 50% $1m/month Send Barbara to vendor to help expedite Manage risk via lightweight traditional techniques
  • 26. 26 Candidate action 2 – also traditional risk management Copyright © 2014, Innolution, LLC. All Rights Reserved. Pay expedited charge to move to head of queue Risk Prob Exposure Mitigation Vendor fails to deliver Component X 50% $1m/month Pay more money to get head of queue privileges Manage risk via lightweight traditional techniques
  • 27. 27Copyright © 2014, Innolution, LLC. All Rights Reserved. Managing Risk via the Product Backlog
  • 28. 28Copyright © 2007-2014, Innolution, LLC. All Rights Reserved. Value Cost Dependencies Knowledge Risk Resources Risk as a factor in prioritization
  • 29. 29 Example: Develop email system for 10 million concurrent users Copyright © 2014, Innolution, LLC. All Rights Reserved. Option 1 Option 2 Spend a lot of money early on to develop core and advanced email features Then, perform scale-up testing late and hope it works Run tests earlier to determine if scaling to 10m users is possible Then, start building email features with confidence system will scale up to 10m users
  • 30. 30 Manage dependency risk via product backlog grooming Copyright © 2014, Innolution, LLC. All Rights Reserved. Affects prioritization of other items in the product backlog This feature is dependent on delivery of the component Vendor might fail to deliver a component on a promised date
  • 31. 31 Manage risk by creating risk- mitigation items in product backlog Copyright © 2014, Innolution, LLC. All Rights Reserved. Employ the parallel hedge strategy Us Insert one or more product backlog items to develop the component ourselves First to finish wins! Partner
  • 32. 32Copyright © 2014, Innolution, LLC. All Rights Reserved. Using Agile to Avoid Some Uncertain Situations
  • 33. 33 Some uncertain events can be avoided altogether Copyright © 2014, Innolution, LLC. All Rights Reserved. Avoid the self-creation of inherently risky or uncertain situations If we don’t go into space, we don’t have to worry about the risk that our spaceship could run out of fuel Fixed FixedFixed Contract If we don’t write fixed price subcontracts, we can avoid the risks of fixed price contracts!
  • 34. 34Copyright © 2014, Innolution, LLC. All Rights Reserved. Effort saved not having to “manage” uncertain events “Uncertain” event Probability of occurrence Consequence (payoff / exposure function) Impact of occurrence sum of all has a has Cost Candidate action Effectiveness has has changes changes 1..* Can influence 1..* 1..* Expected monetary value used to compute used to compute Think of the effort saved if we end up injecting less uncertain events into our environment!!! The art of maximizing the amount of work not done!
  • 35. 35Copyright © 2014, Innolution, LLC. All Rights Reserved. Exercise – identifying uncertain events avoidable by Agile What are some known risks or uncertainties that we can avoid just by applying Agile development?
  • 36. 36Copyright © 2014, Innolution, LLC. All Rights Reserved. Agile Principle- based Risk Management
  • 37. 37 Applying agile principles to be robust and antifragile Copyright © 2014, Innolution, LLC. All Rights Reserved. Applying agile principles make the development process robust and at times antifragile to the disorder of uncertain events, allowing us to avoid harm and reap the benefits of uncertainty, without the need for heavyweight risk management processes
  • 38. 38Copyright © 2014, Innolution, LLC. All Rights Reserved. Failure to Apply Scrum Principles Throughout the Value Chain Variability and Uncertainty
  • 39. 39Copyright © 2014, Innolution, LLC. All Rights Reserved. All before any is “risk generating” All-Before-Any: assumes all” of one activity can be completed before any of the next activity begins
  • 40. 40 Iterative & incremental is antifragile Copyright © 2014, Innolution, LLC. All Rights Reserved. Get things wrong before we get them right Build some of it before we build all of it Reduces forecasting errors Offers opportunity for continuous deployment
  • 41. 41 Inspect and adapt is antifragile Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 42. 42Copyright © 2014, Innolution, LLC. All Rights Reserved. Failure to Apply Scrum Principles Throughout the Value Chain Prediction and Adaptation
  • 43. 43 Risk of trying to get it right upfront Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 44. 44 Keep options open (last responsible moment) Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 45. 45 Exercise – Architecture A vs. B Copyright © 2014, Innolution, LLC. All Rights Reserved. First day of a new product development effort. There are two architectural choices: A or B. Each appears to have viable characteristics. Which one should we select?
  • 46. 46 Rapidly intermingle exploration and exploitation to address uncertainty Copyright © 2014, Innolution, LLC. All Rights Reserved. Knowledge acquisition Predicting Exploration Exploitation always a tension between requiresinvolves in the presence of UncertaintyUncertainty in the presence of increases Level of certainty does not increase Adaptive processes Predictive processes heavily focus on early interleave small-scale
  • 47. 47 Real options Copyright © 2014, Innolution, LLC. All Rights Reserved. The right but not the obligation to do something Options have value Options expire Never commit early to an option unless we know why
  • 48. 48 Managing change risk during a traditional development project Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 49. 49 Managing change risk using Scrum Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 50. 50Copyright © 2014, Innolution, LLC. All Rights Reserved. Failure to Apply Scrum Principles Throughout the Value Chain Validated Learning
  • 51. 51 Assumptions = accrued risk Copyright © 2014, Innolution, LLC. All Rights Reserved. Assumption is a guess or belief that is assumed true, real, or certain Not-yet-validated assumptions represent significant accrued risk during development Don’t let important assumptions live long without validation
  • 52. 52 Reduce risk by going fast through the loop Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 53. 53 Organize flow of work for fast feedback Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 54. 54 Fast feedback is antifragile Copyright © 2014, Innolution, LLC. All Rights Reserved. Agile benefits from the uncertainty (unpredictable things we learn) in fast, frequent feedback Learn fast we are going down the wrong path and then truncate the path Exploit newly acquired knowledge to realize an emergent opportunity Asymmetric payoff by limiting downside harm and providing much greater upside potential
  • 55. 55Copyright © 2014, Innolution, LLC. All Rights Reserved. Failure to Apply Scrum Principles Throughout the Value Chain Work in Process (WIP)
  • 56. 56 Use economically sensible (typically smaller) batch sizes Copyright © 2014, Innolution, LLC. All Rights Reserved. Reduced cycle time Reduced flow variability Accelerated feedback Lower risk of failure Reduced overhead Increased motivation & urgency Reduced cost and schedule growth Source: Reinertsen, Donald, The Principles of Product Development Flow: Second Generation Lean Product Development, Celeritas Publishing, 2009.
  • 57. 57 Inventory (WIP) represents a significant economic risk Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 58. 58Copyright © 2014, Innolution, LLC. All Rights Reserved. Failure to Apply Scrum Principles Throughout the Value Chain Planning Risks
  • 59. 59 Belief that loading planning on the front-end reduces risk Copyright © 2014, Innolution, LLC. All Rights Reserved. Better the planning the better the understanding and therefore the better the execution Give appearance of orderly, accountable, and predictable approach Developing a product rarely goes as planned Beliefs don’t match uncertainty in product development
  • 60. 60 Scope is the risk-reducing degree of freedom Copyright © 2014, Innolution, LLC. All Rights Reserved. Scope can be binary Scope can be shades of grey Allows us to bound the downside on the asymmetric payoff function
  • 61. 61 Communicate uncertainty with range answers to questions Copyright © 2014, Innolution, LLC. All Rights Reserved.
  • 62. 62 Teams with T-Shaped skills Copyright © 2014, Innolution, LLC. All Rights Reserved. Can offset random increases in demand by quickly compensating with changes in capacity Example of negative covariance or counter balancing. Changing capacity available to do work a given vertical area (a change in one random variable) counterbalances the variability in demand (a change in a second random variable)
  • 63. 63Copyright © 2014, Innolution, LLC. All Rights Reserved. Contact Info for Ken Rubin Email: krubin@innolution.com Website: www.innolution.com Phone: (303) 827-3333 LinkedIn: www.linkedin.com/in/kennethrubin Twitter: www.twitter.com/krubinagile Facebook: www.facebook.com/InnolutionLLC Google+ plus.google.com/+KennyRubin1/ Essential Scrum: A Practical Guide to the Most Popular Agile Process www.essentialscrum.com Comparative Agility Website www.comparativeagility.com