This document outlines an agenda for a talk on building software in 30 days using an empirical process. It discusses case studies of failed traditional predictive process projects at BAAC bank and the FBI's Sentinel project. The presentation will cover problems with predictive processes, such as release schedules slipping and quality deteriorating. It will then discuss the empirical process, highlighting iteration, transparency, and incremental delivery. Empirical processes focus on inspecting and adapting work frequently. The talk will also cover people practices in empirical processes like respecting individuals, self-organizing teams, and overlapping development phases.

1. BUILDING SOFTWARE IN
“30”
DAYS
by THAILAND
Thursday, August 22, 13

2. AGENDA
About Speakers 5 minutes
Case Study 10 minutes
Problem from Define Process Control 10 minutes
Solution from Empurical Process Control 10 minutes
Q and A 5 minutes
Thursday, August 22, 13

3. KULAWAT WONGSAROJ
Agile Coach and CEO,
Proteus-Agility
Founder of Agile66
Organizer of Agile
Thailand and Agile Tour
Thursday, August 22, 13

4. TWIN PANICHSOMBAT
Agile Practitioner,
Programmer, Odd-e
(Thailand)
Administrator of
Agile66
Organizer of Agile
Thailand
Thursday, August 22, 13

5. PREDICTIVE:THE WRONG
PROCESS PRODUCES THE
WRONG RESULT
Thursday, August 22, 13

6. TRADITIONAL IS RISKY !!!!
Thursday, August 22, 13

7. CASE STUDY
Thursday, August 22, 13

8. BAAC
Start in 2004 with THB 1,200M
Target in 2006 (2 year)
Thai Equipment Research proposed phased
traditional software development
In 2007, Change SoftwareVendor from Temenos to
OSI
source ฐานเศรฐกิจ, ผูจัดการ, เวบ baac.or.th
Thursday, August 22, 13

9. BAAC
In 2009, Cancel contract! (5 years) Paid THB 900M
(300M Hardware)
In 2010. BAAC reports Impairment of Assets (การ
ด้อยค่าของสินทรัพย์) THB 750M
source ฐานเศรฐกิจ, ผูจัดการ, เวบ baac.or.th
Thursday, August 22, 13

10. PREDICTIVE PROCESS
Release take longer and
longer
Release schedules slip
Stabilization at end of
the release takes longer
Planing takes too long
and doesn’t get it right
Changes are hard to
introduce mid-release
Quality is deteriorating
Death marches are
hurting morale
Thursday, August 22, 13

11. PROJECT FAILURE
illusion
Requirement not change
Technology working without any problems
People being as predictable and relaiable as
machine
Thursday, August 22, 13

12. PREDICTIVE PROCESSES
Thursday, August 22, 13

13. FBI’S SENTINEL PROJECT
Start by 2006 with $451M
Target December 2009
Lockhead Martin proposed 4 phases with traditional
software development
!!!!!
Thursday, August 22, 13

14. FBI’S SENTINEL PROJECT
http://www.agileconference.org/wp-content/uploads/2012/10/Agile-Success-at-the-FBI-Brian-Wernham.pdf
By 2009 spent $405M
Deliver 50%
DOOM!!!!!
Thursday, August 22, 13

15. FBI’S SENTINEL PROJECT
http://www.agileconference.org/wp-content/uploads/2012/10/Agile-Success-at-the-FBI-Brian-Wernham.pdf
Restart in 2009
Co-locate team
Down size team from 400 to 45
“Deliver funtionalities every 30 days”
Thursday, August 22, 13

16. EMPIRICAL:THE RIGHT
PROCESS PRODUCES THE
RIGHT RESULT
Thursday, August 22, 13

17. 3 LEGS OF EMPIRICAL
Inspect Adapt
Transparency
Thursday, August 22, 13

18. EMPIRICAL KEYWORDS
Iteration
Frequency
Increment
Transparency
Iterative Incremental
Thursday, August 22, 13

19. RESOLVE PREDICTIVE PROCESS
Release take longer and
longer
Release schedules slip
Stabilization at end of
the release takes longer
Planing takes too long
and doesn’t get it right
Changes are hard to
introduce mid-release
Quality is deteriorating
Death marches are
hurting morale
Thursday, August 22, 13

20. PEOPLE PRACTICES IN
EMPIRICSM
Respect for individual worker
Built-in instability
Subtle control
Self-organizing project
Thursday, August 22, 13

21. PEOPLE PRACTICES IN
EMPIRICSM
Overlapping development phases
Cross-fertilization
Transfer of learning
Thursday, August 22, 13

22. AGILITY
Thursday, August 22, 13

23. Thursday, August 22, 13