This document discusses the benefits of agile methods for business value using return on investment and real options analysis. It provides background on the author who has extensive experience in government IT projects. It then outlines some of the challenges facing projects today such as reduced budgets, demanding customers, and obsolete skills. It also notes that software is a major cost driver for DoD systems. The document discusses how traditional projects often result in poor quality, scope changes, and low productivity. Finally, it indicates that requirements defects are a primary reason projects fail and that more than 65% of requirements are never used.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Business Value of CI, CD, & DevOpsSec: Scaling to Billion User Systems Using ...David Rico
This is a presentation on the "Business Value of Continuous Integration, Continuous Delivery, & DevOps(Sec): Scaling Up to Billion User Global Systems of Systems Using End-to-End Automation & Containerized Docker Ubuntu Cloud Image-Based Microservices," which are late-breaking 21st century approaches for rapidly and cost-effectively building high-quality global information systems, minimum viable products, minimum marketable features, service oriented architectures, web services, and microservices using containerization and end-to-end automation.
Comprehensive overview of using Test Driven Development (TDD), Behavior Driven Development (BDD), Continuous Integration (CI), Continuous Delivery (CD), Development Operations (DevOps), and Development Operations Security (DevOpsSec). Describes the current global environment, basic lean and agile principles, and the evolution of Microservices. From there, a detailed deep-dive of TDD, BDD, CI, CD, DevOps, and DevOpsSec principles and practices ensues. Closes by identifying key DevOps tool automation ecosystems/pipelines, metrics, case studies, return on investment (ROI)/business cases, implementation roadmaps, adoption statistics, leadership insights, and a summary. Contains a lot of helpful data for constructing DevOps strategic business cases as well as tactical implementation strategies (while not ignoring essential elements such as microservices, containerization, and application security).
Quick overview of Metrics, Models, and Measures for successfully measuring and managing the performance of Lean & Agile portfolios, programs, projects, and teams. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile metrics, and a quick overview how metrics support its basic value system, principles, and organizational context. Then presents a broad taxonomy of product, project, tracking, testing, business value, health, and portfolio metrics, models, and measures. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project measurement principles.
Intro to Agile Methods for Execs, Leaders, and ManagersDavid Rico
Quick, overview of an Introduction to Agile Methods for Business Executives, Technical Leaders, and Systems Developers. Begins with the impetus for using agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Provides a quick snapshot of the predominant agile methodology Scrum and its major ceremonies. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of agile project management principles.
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Business Value of Agile Methods: Using Return on InvestmentDavid Rico
Provides a brief introduction to agile methods, an overview of popular agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies. Also provides a suite of basic metrics useful for quantifying the business value of agile methods. Discusses parametric models derived from industry data, a methodology for estimating the return on investment (ROI) of agile methods, and a comparison of the costs and benefits of 11 major agile and traditional methods.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
Growth of SAFe in Government Acquisitions, Contracts, & PortfoliosDavid Rico
Highly-practical 20-minute overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Highly-innovative and unique introduction to bleeding-edge lean and agile concepts, values, principles, frameworks, models, and practices for organizational change. Learn how to design state-of-the-art 21st century organizations successfully innovate, change, adapt, compete, and achieve sustainability in the new merciless global high-technology landscape. Begins with the impetus for using lean and agile thinking and an overview of why organizational struggle and even so often fail. Provides definition of agile and lean thinking, a quick overview of lean and agile values, principles, behaviors, context, and frameworks. Introduces bleeding-edge lean and agile organizational change models and then dives into a model-by-model explanation, illustration, and overview. Also introduces key metrics, measurements, models, and outcomes, as well as real-world business results and effects at organizational, national, and global landscape. Closes with a summary of key lessons, principles, insights, and critical success factors for achieving global large-scale organizational change and competitiveness (as well as further resources).
Business Value of Agile Organizations: Strategies, Models, & Principles for E...David Rico
Agile Organizations, Enterprises, and Businesses are emerging models for successfully managing 21st century human-capital, knowledge, and Internet technology-intensive global businesses. Dr. Rico will establish the context, provide a definition, and describe the value-system for lean and agile organizational strategies. He'll provide an overview and comparative analysis of major lean and agile frameworks, models, principles, and practices. He’ll then introduce a meta-model for achieving business-level agility based upon best-of-breed values, principles, and practices discussed herein. He'll also provide a brief survey of the costs, benefits, and performance results achieved by lean and agile organizations. Finally, he'll close with a summary of tips, tricks, technique, and common pitfalls of the lean and agile business paradigm. This briefing has been warmly received by multiple government agencies, businesses, and Fortune 500 firms throughout the U.S.
Intriguing Survey, Overview, and Tour of Key Lean & Agile Leadership principles, values, frameworks, models, and measurements. Examines key Lean & Agile Leadership behaviors at the global, national, industry, organization, portfolio, program, team, and individual levels. Begins by illustrating the market and technological challenges facing today's leaders and key definitions and proven concepts in Agile Thinking, Lean Thinking, and Contemporary Leadership Thinking to help successfully overcome 21st century challenges to survive, overcome, and thrive. Probably one of the most holistic, whirlwind composite or aggregated tours of key leadership concepts, ideas, frameworks, models, practices, behaviors, attributes, metrics, performance, and recent discoveries. Uniquely illustrates the correlation between traditional thinking and undesirable leadership characteristics AND Lean-Agile thinking and some of the most desirable and highly coveted leadership behaviors in the early 21st century.
Using SAFe to Manage U.S. Government Agencies, Portfolios, & Acquisition Prog...David Rico
Highly-practical overview of the growth of the Scaled Agile Framework (SAFe) 4.5 for managing multi-billion dollar U.S. Government portfolios of Petabyte-Scale Cloud-Computing Data Center-based Repositories. Starts with a brief definition and overview of portfolio management, agile timelines, government adoption, sample of competing lean and agile frameworks, and then goes into a deep-dive and cross examination of SAFe 4.5's major anatomical elements. Focuses on principles of lean and agile portfolio management, leadership, business value, and, more importantly the lean and agile value system itself. Clears up nagging misconceptions concerning SAFe, like it’s undeserved reputation as a heavy, unproven WIP-intensive traditional framework (by focusing on lean and agile thinking, practical real-world business value, and the softer principles of the agile manifesto like conversations, visualizations, flexibility, simplicity, and continuous improvement).
Return on Investment (ROI) of Lean & Agile MethodsDavid Rico
Quick overview of the Return on Investment of (ROI) of using Lean & Agile Methods for managing the development of high-technology products and services. Begins with the impetus for using lean and agile vs. traditional methods and techniques, an overview of why traditional projects fail, a definition of lean and agile methods, and a quick overview of its value system, principles, and organizational context. Then, provides a quick survey of major competing lean and agile methods, techniques, paradigms, their evolution, and history. Then, it provides a broad survey of the costs, benefits, return on investment, and business performance of using lean and agile methods at the project, program, portfolio, organization, industry, and national levels. Wraps up with a few high-profile case studies, and a summary of lean and agile project management principles.
Short introduction to key, critical concepts, metrics, models, and measurements with respect to lean thinking, innovation, and development of new products and services ...
ROI of Organizational Agility for Transforming 21st Century EnterprisesDavid Rico
A short survey and overview of the top studies, factors, and statistical results of public sector, enterprise, organizational, and business agility (along with extensive summary tables for quick analysis, quotation, and further usage) ...
Overview of Metrics used in Scaled Agile Framework (SAFe) 4.5. Quickly identifies the metrics, models, and measures associated with SAFe's Portfolio, Large Solution, Program, and Team levels. Begins with the impetus for SAFe, market conditions, definition of agile and portfolio management, and then a quick overview of SAFe based performance measurement.
Lean & Agile Thinking Principles for LeadersDavid Rico
A short synopsis of the principles, practices, and thinking mindset for enterprise, organizational, and business leaders who need to quickly understand how to manage lean-agile digital transformation initiatives, uncover roadblocks and impediments, and comprehend their role in the broader lean-agile worldview ...
Highly-innovative and unique introduction to bleeding-edge concepts, principles, dimensions, practices, and case studies on business agilities. Learn how to design state-of-the-art 21st century organizations to compete in the new merciless global high-technology landscape. Illustrates the business need, justification, and case for business agility. Defines and disambiguates key concepts, history, and terms. Then goes into a practical, principle-by-principle deep-dive into the eight (8) major dimensions of business agility (strategy, culture, process, products & services, technology, IT infrastructure, organizational design, and capital infrastructure). Provides key metrics, assessment instruments, business cases, and bottom-line business performance associated with business agility.
Business Value of Agile Methods: Using Return on InvestmentDavid Rico
Provides a brief introduction to agile methods, an overview of popular agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies. Also provides a suite of basic metrics useful for quantifying the business value of agile methods. Discusses parametric models derived from industry data, a methodology for estimating the return on investment (ROI) of agile methods, and a comparison of the costs and benefits of 11 major agile and traditional methods.
Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud ...David Rico
This is a presentation on "Lean & Agile Enterprise Frameworks: For Managing Large U.S. Government Cloud Computing Projects," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile program and project management. It provides a brief survey and comparative analysis of the pros and cons of emerging lean and agile frameworks such as Enterprise Scrum, LeSS, DaD, SAFe, and RAGE. Then it describes the Scaled Agile Academy's Scaled Agile Framework (SAFe) in greater detail (which is the de facto international standard for scaling the use of agile methods to the enterprise, portfolio, and program levels for both systems and software development). SAFe is hybrid model best known for "blending" megatrends such as lean and agile principles into a single unified framework, establishing an authoritative foundation for scaling agile methods to large-scale private and public sector programs, and unifying East (lean) and West (agile) into a common language for systems and software development that is both lean "and" agile. In addition to SAFe case studies, late-breaking developments on the use of "Continuous Delivery," "DevOps," and bleeding-edge "Unstructured Web Databases" at Google and Amazon to automate large sections of the enterprise value stream will be discussed (which has been successfully used by some of the world's largest firms to boost organizational productivity by one or two orders of magnitude). This briefing has been warmly received by multiple U.S. government agencies, contractors, and PMI audiences throughout Baltimore-Washington, DC.
This is a session on Lean Principles for Agile Teams presented at ERUC in October 2013. This is the deck used with the LEGO building block exercise PDF.
Scrum is the world's most popular agile software development methodology. But does it really bring the benefits that it promises and, more importantly, is it right for your business? In this presentation, learn how Scrum can maximize your delivery team's ROI and empower you for long-term success.
This session will have something for everyone. For the person new to Agile Development, this will provide a basic knowledge to distinguish Agile development from traditional Waterfall development. For those that have some knowledge, this will provide some practical examples and stories about what is happening in the “real world”.
We are in tough financial times, and are being ask to do more than ever with less people. Faster, better, and cheaper is the new mantra for organizations. Companies that will survive and endure for the long haul are looking for different and better ways to deliver software and are discovering Agile development as a possible answer. How do you get started with Agile practices? What are some lessons learned that I can watch out for as we get started? What will Agile fix
and what will it expose? In this session, these questions and others will be answered.
We will also explore how Agile development came to be and provide a foundational knowledge of the common practices including the Scrum framework and Extreme Programming (XP).
Business Value of Agile Testing: Using TDD, CI, CD, & DevOpsDavid Rico
Presentation on the "Business Value of Agile Testing: Using Test Driven Development, Continuous Integration, Continuous Delivery, & DevOps," which are highly-disciplined contemporary new product development (NPD) approaches for rapidly building high-quality information technology-intensive systems. Identifies the motivation for agile methods, provide a brief introduction to agile methods, describe the fundamental mechanics of agile methods, and a brief survey of the benefits of agile methods as reported by major industry studies (including rarely seen, late-breaking economic data and results from the top consulting firms). Defines agile testing and introduce basic and advanced agile testing practices, strategies, metrics, outcomes, costs & benefits, cost of quality, and statistical performance data. Introduces basic and advanced agile scaling practices, case studies of enterprise-level agile testing, Continuous Delivery, and DevOps at major Internet firms, and common agile testing tools and automation suites. Closes with a summary of agile testing adoption rates, common barriers to agile testing, organizational change models for agile testing, and a summary of the benefits of agile testing.
This is a presentation on "Lean & Agile Organizational Leadership: History, Theory, Models, & Popular Ideas," which are emerging models for managing high-risk, time-sensitive R&D-oriented new product development (NPD) projects with demanding customers and fast-changing market conditions (at the enterprise, portfolio, and program levels). It establishes the context, provide a definition, and describe the value-system for lean and agile methods, principles, and core ideas. It provides a brief history and comparative analysis of agile methods (i.e., Crystal Methods, Scrum, Dynamic Systems Development Method, Feature Driven Development, and Extreme Programming), project management models (i.e., Radical, Adaptive, Extreme, Agile, and Simplified Agile), and portfolio frameworks (i.e., Enterprise Scrum, Scaled Agile Framework, Large Scale Scrum, Disciplined Agile Delivery, and Recipes for Agile Governance). Then it provides multiple histories of the fields of organizational leadership, administration, and management over the last 100 years. It then introduces, delves into, describes, and provides a brief survey and comparative analysis of emerging theories, models, and methods of lean and agile leadership (i.e., Agile, Employee, Radical, Lean, and Leadership 3.0). Finally, it closes with an expose of the top organizational change paradigms most closely aligned with the field of lean and agile development, project management, and portfolio management methodologies (along with a unique summary of the major tenets, principles, and practices of lean & agile organizational leadership). This briefing has been warmly received by multiple U.S. government agencies, contractors, and university audiences throughout Baltimore-Washington, DC.
ISO 9001:2008, ISO 14001: 2004, ISO/TS 16949:2009, OHSAS 18001, ISO /IEC 17025, ISO 22000, ISO 27001, ISO 20000, ISO 13485, ISO 15189, AS 9100, TPM, TQM, GMP, CDM
Managing highly virtualized environments - Presented by Softchoice and VMwareSoftchoice Corporation
This presentation was delivered during the February and March Discovery Series events titled “Managing Highly Virtualized Environments” sponsored by VMWare.
The presentation covers how you can:
Improve service quality with proactive, automated management, reduce operational costs of management, deliver simple, cost-efficient business-continuity for all applications, minimize risk and maintain compliance simply and effectively.
If you have any questions about the content or the event, please contact @scTechEvents
New IDC Research on Software Analysis & MeasurementCAST
Watch this exciting webinar with Melinda Ballou, a leading analyst with IDC, as she reviews the newly defined market category of Software Quality Analysis and Measurement (SQAM). Hear Melinda discuss the motivation behind increased spend on SQAM such as competitive pressures requiring rapid adaptability while avoiding software failure, complex sourcing environments that include onshore, offshore and open source options, and economic impacts that drive efficiency and accountability in development.
To view the webinar, visit http://www.castsoftware.com/news-events/event/idc-software-analysis-measurement?gad=ss
ERP for Vertical Industries: Demand is Strongcharlesrathmann
Enterprise Resource Planning (ERP) software is expected more and more to meet specific industry needs. This study reveals heavy demand for more specific ERP functionality particularly for enterprise asset management (EAM) and service management functions.
Estimating the principal of Technical Debt - Dr. Bill Curtis - WTD '12OnTechnicalDebt
This study summarizes results of a study of Technical Debt across 745 business applications comprising 365 million lines of code collected from 160 companies in 10 industry segments. These applications were submitted to a static analysis that evaluates quality within and across application layers that may be coded in different languages. The analysis consists of evaluating the application against a repository of over 1200 rules of good architectural and coding practice. A formula for estimating Technical Debt with adjustable parameters is presented. Results are presented for Technical Debt across the entire sample as well as for different programming languages and quality factors.
Software Measurement for Lean Application ManagementCAST
Learn how the Lean practices pioneered in the Toyota Production System apply to the Application Development and Maintenance (ADM) of business software. Applying Lean to ADM decreases total cost of ownership and improves business responsiveness and operational dependability.
DOW Business Services…
Accelerating Success
Powering up to serve Dow Businesses and JVs
By Niklas Meintrup
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Do you know how the cloud is
impacting your IT group today?
Regardless of how much or how little you are using the cloud today, it's having an impact on how your users consume IT and your view your services. Emerging trends in the IT and cloud industry will have profound impacts on how you deliver IT services to your users in 2013.
This presentations covers:
- How to take advantage of shifting IT delivery models
- Detailed real-world examples of organizations like your shifting IT from a cost center to an internal service provider
- How metering IT resource consumption gives you the foundation to massively improve your IT efficiency
- How you can make better decisions about where and how IT workloads are deployed
5 IT Trends That Reduce Cost And Improve Web Performance - A Forrester and Go...Compuware APM
Virtualization, Cloud Computing and Outsourcing promise significant cost savings and enhanced business agility. Implemented correctly these initiatives can cut hardware and software costs, improve web application performance and quality, and positively impact business results. Learn how these 5 key business and technology trends are enabling companies to reduce costs AND ensure web application performance:
1. Virtualization
2. Outsourced Hosting & Management of Applications
3. Cloud Computing
4. Real-user Monitoring
5. ‘SaaS’ification of IT Management Software
Given the breadth and pace of innovation, all signs point to a widening skills gap. This will put further pressure on organizations of all sizes to rethink their workforce strategies. While the notion of a skills gap is a seemingly straightforward concept, below the surface, there are many nuances to the story. This CompTIA research report explores these issues, setting the stage for approaches to tackling the IT skills gap.
Three Reasons Investors Want You Off Spreadsheets; Risk Management Alternativesimaginesoftware
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Business Value of Agile Methods: Using ROI and REal Options
1. Business Value of
Agile Methods
Using ROI & Real Options
Dr. David F. Rico, PMP, ACP, CSM
Twitter: @dr_david_f_rico
Website: http://www.davidfrico.com
LinkedIn: http://www.linkedin.com/in/davidfrico
Facebook: http://www.facebook.com/profile.php?id=1540017424
2. Author Background
DoD contractor with 28+ years of IT experience
B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys.
Large gov’t projects in U.S., Far/Mid-East, & Europe
Published six books & numerous journal articles
Adjunct at George Washington, UMUC, & Argosy
Agile Program Management & Lean Development
Specializes in metrics, models, & cost engineering
Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000
Cloud Computing, SOA, Web Services, FOSS, etc.
2
3. Today’s Whirlwind Environment
Global Reduced
Competition IT Budgets
Work Life Obsolete
Imbalance Technology & Skills
Demanding 81 Month
Overruns Customers Cycle Times Inefficiency
Vague Attrition High O&M Overburdening
Requirements Escalation Lower DoQ Legacy Systems
Runaways Vulnerable
Cancellation N-M Breach
Organization Redundant
Downsizing Data Centers
Technology Poor
Change System Lack of IT Security
Complexity Interoperability
Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.
Pontius, R. W. (2012). Acquisition of IT: Improving efficiency and effectiveness in IT acquisition in the DoD. Second Annual
AFEI/NDIA Conference on Agile in DoD, Springfield, VA, USA. 3
4. Software in U.S. DoD Systems
No. of software-intensive systems is growing
80% of US DoD functions performed in software
Major driver of cost, schedule, & tech. performance
Kennedy, M. P., & Umphress, D. A. (2011). An agile systems engineering process: The missing link. Crosstalk, 24(3), 16-20.
4
5. Traditional Projects
Big projects result in poor quality and scope changes
Productivity declines with long queues/wait times
Large projects are unsuccessful or canceled
Size vs. Quality Size vs. Requirements Growth
16.00 40%
Defect Density
12.80 32%
Percentage
9.60 24%
6.40 16%
3.20 8%
0.00 0%
0 2 6 25 100 400 0 2 6 25 100 400
Lines of Code (Thousands) Lines of Code (Thousands)
Size vs. Productivity Size vs. Success
5.00 60%
Code Production Rate
4.00 48%
Percentage
3.00 36%
2.00 24%
1.00 12%
0.00 0%
0 2 6 25 100 400 0 2 6 25 100 400
Lines of Code (Thousands) Lines of Code (Thousands)
Jones, C. (1991). Applied software measurement: Assuring productivity and quality. New York, NY: McGraw-Hill. 5
6. Global Project Failures
Challenged and failed projects hover at 67%
Big projects fail more often, which is 5% to 10%
Of $1.7T spent on IT projects, over $858B were lost
$1.8
2010 33% 41% 26%
2008 32% 44% 24%
$1.4
Trillions (US Dollars)
2006 35% 46% 19%
2004 29% 53% 18% $1.1
Year
2002 34% 51% 15%
2000 28% 49% 23% $0.7
1998 26% 46% 28%
$0.4
1996 27% 33% 40%
1994 16% 53% 31%
$0.0
0% 20% 40% 60% 80% 100% 2002 2003 2004 2005 2006 2007 2008 2009 2010
Successful Challenged Failed Expenditures Failed Investments
Standish Group. (2010). Chaos summary 2010. Boston, MA: Author.
Sessions, R. (2009). The IT complexity crisis: Danger and opportunity. Houston, TX: Object Watch.
6
7. Requirements Defects & Waste
Requirements defects are #1 reason projects fail
Traditional projects specify too many requirements
More than 65% of requirements are never used at all
Defects Waste
Never
Requirements
45%
47%
Other 7% Always 7%
Implementation
Often 13%
18% Rarely
Design 19%
28% Sometimes
16%
Sheldon, F. T. et al. (1992). Reliability measurement: From theory to practice. IEEE Software, 9(4), 13-20
Johnson, J. (2002). ROI: It's your job. Extreme Programming 2002 Conference, Alghero, Sardinia, Italy.
7
8. What is Agility?
A-gil-i-ty (ə-'ji-lə-tē) Property consisting of quickness,
lightness, and ease of movement; To be very nimble
The ability to create and respond to change in order to
profit in a turbulent global business environment
The ability to quickly reprioritize use of resources when
requirements, technology, and knowledge shift
A very fast response to sudden market changes and
emerging threats by intensive customer interaction
Use of evolutionary, incremental, and iterative delivery
to converge on an optimal customer solution
Maximizing BUSINESS VALUE with right sized, just-
enough, and just-in-time processes and documentation
Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.
8
9. What are Agile Methods?
People-centric way to create innovative solutions
Product-centric alternative to documents/process
Market-centric model to maximize business value
Customer Collaboration Contracts
Frequent comm.
Close proximity
Regular meetings
Multiple comm. channels
Frequent feedback
Relationship strength
valued
more than
Contract compliance
Contract deliverables
Contract change orders
Individuals & Interactions Processes
Leadership Competence valued Lifecycle compliance
Boundaries Structure more than Process Maturity Level
Empowerment Manageability/Motivation
Working Software
Regulatory compliance
Documentation
Clear objectives Timeboxed iterations
Small/feasible scope Valid operational results
Acceptance criteria Regular cadence/intervals
valued
more than
Document deliveries
Document comments
Document compliance
Responding to Change Project Plans
Org. flexibility System flexibility valued Cost Compliance
Mgt. flexibility Technology flexibility more than Scope Compliance
Process flexibility Infrastructure flexibility Schedule Compliance
Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org
9
10. How Do Agile Methods Work?
Agile methods DON’T mean deliver it now & fix it later
Lightweight, yet disciplined approach to development
Reduced cost, risk, & waste while improving quality
What How Result
Flexibility Use lightweight, yet disciplined processes and artifacts Low work-in-process
Customer Involve customers early and often throughout development Early feedback
Prioritize Identify highest-priority, value-adding business needs Focus resources
Descope Descope complex programs by an order of magnitude Simplify problem
Decompose Divide the remaining scope into smaller batches Manageable pieces
Iterate Implement pieces one at a time over long periods of time Diffuse risk
Leanness Architect and design the system one iteration at a time JIT waste-free design
Swarm Implement each component in small cross-functional teams Knowledge transfer
Collaborate Use frequent informal communications as often as possible Efficient data transfer
Test Early Incrementally test each component as it is developed Early verification
Test Often Perform system-level regression testing every few minutes Early validation
Adapt Frequently identify optimal process and product solutions Improve performance
Rico, D. F. (2012). What’s really happening in agile methods: Its principles revisited? Retrieved June 6, 2012, from http://davidfrico.com/agile-principles.pdf
10
11. Agile World View
“Agility” has many dimensions other than IT
It ranges from leadership to technological agility
The focus of this brief is program management agility
Agile Leaders
Agile Organization Change
Agile Acquisition & Contracting
Agile Strategic Planning
Agile Capability Analysis
Agile Program Management
Agile Project Management
Agile Systems Development
Agile Processes & Practices
Agile Tools
Agile Information Systems
Agile Tech. 11
12. Agile Enterprise Delivery Model
Begins with a high-level product vision/architecture
Continues with needs development/release planning
Includes agile delivery teams to realize business value
Leffingwell, D. (2011). Agile software requirements: Lean requirements practices for teams, programs, and the enterprise. Boston, MA: Pearson Education.
12
13. Agile Methods
VersionOne found 80% using agile methods today
Most are using Scrum with several key XP practices
Number of CSMs have doubled to 200,000 in 2 years
House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne. 13
14. Agile Practices
VersionOne found 65% using Scrum practices
55% are using some of top XP technical practices
Lean-Kanban is a rising practice with a 24% adoption
Continuous
Integration
House, D. (2012). Sixth annual state of agile survey: State of agile development. Atlanta, GA: VersionOne.
14
15. Studies of Agile Methods
Dozens of surveys of agile methods since 2003
100s of Agile and CMMI case studies documented
Agile productivity, quality, and cost better than CMMI
Rico, D. F. (2008). What is the return-on-investment of agile methods? Retrieved February 3, 2009, from http://davidfrico.com/rico08a.pdf
Rico, D. F. (2008). What is the ROI of agile vs. traditional methods? TickIT International, 10(4), 9-18.
15
16. Agile Cost of Quality (CoQ)
Agile testing is 10x better than code inspections
Agile testing is 100x better than traditional testing
Agile testing is done earlier “and” 1,000x more often
Rico, D. F. (2012). The Cost of Quality (CoQ) for Agile vs. Traditional Project Management. Fairfax, VA: Gantthead.Com.
16
17. Agile Cost & Benefit Analysis
Costs based on avg. productivity and quality
Productivity ranged from 4.7 to 5.9 LOC an hour
Costs were $588,202 and benefits were $3,930,631
5
i 1
d1 = [ln(Benefits Costs) + (Rate + 0.5 Risk2) Years] Risk Years, d2 = d1 Risk Years
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing. 17
18. Benefits of Agile Methods
Analysis of 23 agile vs. 7,500 traditional projects
Agile projects are 54% better than traditional ones
Agile has lower costs (61%) and fewer defects (93%)
2.8 18
Before Agile Before Agile
3.00 20
After Agile After Agile
2.25 15 11
1.1
1.50 10
0.75 61% 5 39%
Lower Less
Cost Staff
Project Cost in Millions $ Total Staffing
18 2270
Before Agile Before Agile
20 2500
13.5 After Agile After Agile
15 1875
10 1250
381
5 24% 625 93%
Less
Faster Defects
Delivery Time in Months Cumulative Defects
Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the Agile 2008 Conference, Toronto, Canada.
18
19. Agile vs. Traditional Success
Traditional projects succeed at 50% industry avg.
Traditional projects are challenged 20% more often
Agile projects succeed 3x more and fail 3x less often
Agile Traditional
Success
Success
14%
42%
Challenged
57%
Failed
Failed Challenged 29%
9% 49%
Standish Group. (2012). Chaos manifesto. Boston, MA: Author.
19
20. Agile vs. Traditional Outcomes
Agile requirements implemented in slices vs. layers
User needs with higher business value are done first
Reduces cost & risk while increasing business success
Agile Traditional
Faster 1 2 3 Late
GUI
Early ROI No Value
APIs
Lower Costs Applications Cost Overruns
Fewer Defects Middleware Very Poor Quality
Operating System
Manageable Risk Uncontrollable Risk
Computer
Better Performance Network
Slowest Performance
Smaller Attack Surface Seven Wastes
More Security Incidents
1.Rework
JIT, Just-enough architecture 2.Motion Myth of perfect architecture
Early, in-process system V&V 3.Waiting Late big-bang integration tests
Fast continuous improvement MINIMIZES 4.Inventory MAXIMIZES Year long improvement cycles
Scalable to systems of systems 5.Transportation Breaks down on large projects
Maximizes successful outcomes 6.Overprocessing Undermines business success
7.Overproduction
Shore, J. (2011). Evolutionary design illustrated. Norwegian Developers Conference, Oslo, Norway. 20
21. Benefits of Organizational Agility
Study of 15 agile vs. non-agile Fortune 500 firms
Based on models to measure organizational agility
Agile firms out perform non agile firms by up to 36%
Hoque, F., et al. (2007). Business technology convergence. The role of business technology convergence in innovation
and adaptability and its effect on financial performance. Stamford, CT: BTM Institute.
21
22. Agile Industry Case Studies
80% of worldwide IT projects use agile methods
Includes regulated industries, i.e., DoD, FDA, etc.
Agile now used for safety critical systems, FBI, etc.
Industry Org Project Purpose Size Metrics
20 teams 1,838 User Stories
Electronic
Google Adwords Advertising 140 people 6,250 Function Points
Commerce 5 countries 500,000 Lines of Code
15 teams 26,809 User Stories
Shrink Project
Wrapped
Primavera Primavera 90 people
Management Collocated
91,146 Function Points
7,291,666 Lines of Code
4 teams 1,659 User Stories
Health Blood
Care
FDA m2000
Analysis
20 people
Collocated
5,640 Function Points
451,235 Lines of Code
10 teams 3,947 User Stories
Law Case File
Enforcement
FBI Sentinel
Workflow
50 people
Collocated
13,419 Function Points
1,073,529 Lines of Code
U.S. Knowledge 3 teams 390 User Stories
Stratcom SKIweb 12 people 1,324 Function Points
DoD Management Collocated 105,958 Lines of Code
Rico, D. F. (2010). Lean and agile project management: For large programs and projects. Proceedings of the First International Conference on Lean
Enterprise Software and Systems, Helsinki, Finland, 37-43.
22
23. Perceptions of Agile Methods
Structure, reward, decision, staffing, leadership, etc.
Top-down, individualism, regulation, compliance, etc.
Focus on reforming acquisition & procurement system
Type/Kind Common DoD Agile Perceptions Reality with Respect to Agile Methods
Discipline Undisciplined Cowboy Coding Rigorous process, plans, requirements, QA, CM, testing, documents etc.
Scalability Only Applies Small Projects Used by 100, 500, 1,000, 10,000+ person person projects & organizations
Domain
Management
Only for Protoperational Systems Used in DoD, medical devices, avionics, autos, electronics, etc.
Flexible Scope/Can't Use EVM Lightweight EVM model is used with its release planning methodology
Requirements Doesn't Use Requirements Always begins with valuable, well-defined, & prioritized requirements
Architecture Spaghetti Code from Iterations Begins with lean architecture or create waste-free emergent design
Quality No Documents/Unmaintainable Electronic plans, requirements, designs, tests, manuals, documents, etc.
Inspections High CoQ from No Inspections One or two orders of magnitude more inspections & tests performed
Security Vulnerabilities from Hacking Security practices result in smaller attack surface & fewer vulnerabilities
Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation.
Ft. Lauderdale, FL: J. Ross Publishing.
23
24. Conclusion
Agility is the evolution of management thought
Confluence of traditional and non-traditional ideas
Improve performance by over an order of magnitude
Agile methods are …
Systems development approaches
New product development approaches
Expertly designed to be fast and efficient
Intentionally lean and free of waste (muda)
Systematic highly-disciplined approaches
Capable of producing high quality systems
Right-sized, just-enough, and just-in-time tools
Scalable to large, complex mission-critical systems
Designed to maximize business value for customers
“The world of traditional methods belongs to yesterday”
“Don’t waste your time using traditional methods on 21st century projects”
Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education. 24
25. Books on ROI of SW Methods
Guides to software methods for business leaders
Communicates business value of software methods
Rosetta stones to unlocking ROI of software methods
http://davidfrico.com/agile-book.htm (Description)
http://davidfrico.com/roi-book.htm (Description)
25