Earned Value Management and Agile Software Development have much in common. The most important is progress to plan is measured by Physical Percent Complete with tangible evidence of working products at the end of planned period of performance. For software intensive system of systems, agile development provides powerful tools for producing working software on frequent boundaries to gain needed customer feedback to assure the program is going in the right direction.

1. +
0. Executive Overview
Earned Value Management and Agile Software Development have
much in common.The most important is progress to plan is
measured by Physical Percent Complete with tangible evidence of
working products at the end of planned period of performance.
For software intensive system of systems,agile development
provides powerful tools for producing working software on
frequent boundaries to gain needed customer feedback to assure
the program is going in the right direction.
There are only two phases to a big program:
Too early to tell and too late to stop!
‒ Mr.Blaise Durante,Deputy Assistant Secretary
(Acquisition Integration),U. S.Air Force
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2. +
Integrating Earned Value and Agile Development provides credible
EAC and ETC for large Software Intensive System of Systems needed
to manage in the Fog of Emergence
Why Integrate Agile Development
and Earned Value Management?
Navigation
Communications
Fire Control
Engine Controls
Counter Measures
Visualization
Flight Controls
Life Support
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3. + What Do We Mean When We Say
Agile?
† Dr. Ashton Carter, Under Secretary of Defense for Acquisition, Technology and Logistics, Sep/Oct, 2010Defense AT&L
Pembroke Welsh Corgi in a goat herding competition, Boulder County Fair, Longmont Colorado.
Chubby body, short legs, not “lean,” but able to turn “inside the loop” of the sheep = “agile?”
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4. + What Is The Real Goal of Any
Method – Agile or Traditional?
Increase The Probability of Program Success
1.0 Communications and Computing Infrastructure
1.1 Acquisition, Logistics and Technology Enterprise Systems and
Services (ALTESS)
1.2 Army Knowledge Online (AKO)/Defense Knowledge Online (DKO)
1.3 Computer Hardware, Enterprise Software, and Solutions (CHESS)
1.4 Defense Communications and Army Transmissions Systems (DCATS)
1.5 Defense Messaging System-Army (DMS-A)
1.6 Defense Wide Transmission Systems (DWTS)
1.7 Force Projection Enablers (FPE)
1.8 Information Technology Systems (ITS)
1.9 Installation Information Infrastructure Modernization Program (I3MP)
1.10 Land Mobile Radio (LMR)
1.11 Network Enterprise Services (NES)
1.12 Network Service Center (NSC)
1.13 Satellite Communications Systems (SCS)
1.14 Vehicular Intercom Systems (VIS)
1.15 Wideband Control (WC)
2.0 Logistics
2.1 Army Enterprise Systems Integration Program (AESIP)
2.2 Global Combat Support System-Army (GCSS-Army)
2.3 Joint-Automatic Identification Technology (J-AIT)
2.4 Logistics Modernization Program (LMP)
2.5 Movement Tracking System (MTS)
2.6 Transportation Information Systems (TIS)
3.0 Human Capital
3.1 Army Human Resource System (AHRS)
3.2 Distributed Learning System (DLS)
3.3 Force Management System (FMS)
3.4 HR Solutions
3.5 Installation Management Systems-Army (IMS-A)
3.6 Integrated Personnel and Pay – Army (IPPS-A)
3.7 Reserve Component Automation Systems (RCAS)
4.0 Finance
4.1 General Fund Enterprise Business System (GFEBS)
5.0 Medical
5.1 Medical Communications for Combat Casualty Care (MC4)
6.0 Acquisition
6.1 Acquisition Business (AcqBusiness)
7.0 Biometrics
7.1 Department of Defense (DoD) Biometrics (DoD Biometrics)
7.2 Biometrics Enabling Capability (BEC)
7.3 Tactical Biometric Systems (TBS)
Army PEO EIS
1.1 Acquisition,Logistics, and
TechnologyEnterpriseSystems
and Services (ATLESS)
Guidance to
increasing the
PoPs
Seek ways to increase the
Probability of Program Success not just apply new methods
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5. Do these
sound
familiar?
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6. + Is The Department of Defense Ready To
Embrace Agile Methodologies?
It seems so…
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7. + While seeking to fulfill the
directives of NDAA §804 …
Plus a few more … FAR 52.234-2,34.201,34.202,OMB Memo(s) M-05-23,M-04-24,DFAR 252.234–
7002,DoD Instruction (DoDI) 5000.02,Defense Acquisition Guidebook, Chapter 11,Section 11.3.1.3.
… let’s not forget these directives too.
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8. + Rule for Earning Value in Agile
Each Release in Agile is a
“value earning” opportunity
The next step is to connect
Agile’s definition of “value”
with Earned Value’s definition
of valueBusiness Value ÙÚ EV
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9. Before Going Further, Let’s Bust Some Myths
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10. + A Few Myths of Defense
Acquisition†
† “Modern Acquisition Myths, “ Capt. Dan Ward, USAF, Program Management., Mar/Apr, 2003
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11. + 3 Ways To “Connect the Dots”
Earned Value Management Agile
Both EV and Agile Measure Progress as
Physical Percent Complete
1. Measures progress in units of
“physical percent complete.”
1. Each iteration produces 100%
working products.
2. Forecast future performance
using past performance.
2. Forecast performance in units
of products produced.
3. Take a systems approach to
the development of products
by connecting Cost, Schedule,
and Technical Performance.
3. Increasing fidelity of product
and problem understanding
occurs after each Sprint and
Release.
+
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12. + 12 Principles of the Agile
Manifesto
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13. + 11 Critical Criteria for Earned
Value Management
n The 32 EVM Criteria are all designed to deliver value.
n These 11 are the basis of “connecting the dots.”
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14. + Here’s A Quick Look at the
Connections
# EVM Criteria Agile Approach
1 Define WBS Features and Stories define tasks
2 Identify Organization Self organizing teams
5 Integrate WBS and OBS Self organized teams with a customer
6 Schedule Work Iterations and Releases
7
Identify Products &
Milestones
Working software at the end of iterations
8 Set time phased budget Fixed length iterations and releases
16 Record direct costs Fixed staff = Level of Effort
23 Determine variances Velocity measures missed features
25 Sum data and variance Missed features moved to next iteration
26 Manage action plans Replan missed features, adjust velocity
28 Incorporate changes Replan missed features, adjust velocity
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15. But First, Let’s Look At The Business Management Practices …
…That Must To Be Present Before Connecting Agile and EVM
Provide managers with
information at a practical
level of summarization
Relate time phased
budgets to specific
contract tasks
Enable statistical
estimation of
completion costs
Track and monitor
discrete project
metrics
Communicate
project status
Provide
quantitative data
for decision making
Provide a
documented project
performance trail
Alert project
managers to potential
schedule and cost risk
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16. +
… By providingactionable informationin units of measure
meaningful to the decision makers
Agile + EVM is a Tool to Increase
Probability of Program Success …
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17. + Agile develops software Feature by
Feature ‒ not Module by Module
21
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With each Feature delivering increased maturity of the Needed Capabilities
0. Executive Overview

18. + The People, Processes, and Tools
for Agile Must all Come Together
n Success for agile means automation of all work processes.
n People rely on automated processes to delivery value on small grained boundaries
without any burden on their time.
n Seamless development,test,integration,and deployment is enabled by automation.
n Without automation,agile development falls into trap of sequential development and
degrades back to Scrum Fall.
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, Copyright© Glen B. Alleman, 2002 ― 2016
0. Executive Overview