Post on 13-Jan-2016
description
Delivering Enterprise Projects Using Agile Methods
Brent Bartonbbarton@solutionsiq.com
May 23, 2006
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Objectives
• Common Enterprise Project Features• Review common PMBOK terms• Introduce to Scrum and a bit of Agile
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Introductions
• Brent Barton CSM Trainer– 15+ years in Software Industry– One of about 25 people worldwide that can
certify Scrum Masters– Actively involved in coaching, mentoring and
working on projects– Successful using traditional methods too…
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Agenda
• Discussion Format• What challenges do Enterprise projects
present?• Who has project concerns?• Why should there be concern?• PMBOK Process Control Groups• Introduction to Scrum• Open Discussion
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Challenges of Enterprise Projects
• Larger, more expensive• Highly visible• Many dependencies
– Legacy systems– COTS products– Multiple Organizations
• Tend to be subject to lower productivity*– 12.5 function points per developer/month for
a project with 900 function points – 3 function points per developer/month for a
project with 13000 function points
*Jones, C., Software assessments, benchmarks, and best practices / Capers Jones. Addison-Wesley information technology series. 2000, Boston, Mass.: Addison Wesley. xxiii, 659 p.
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General Project Concerns• What do Executives need?
– Return on Investment– IT Governance– Regulatory Compliance
• What do Business owners need?– Meets Customer’s needs – Fast– Cheap
• What do Project Managers lose Sleep over?– Budget– Scope– Schedule– Quality– Team dynamics– Intra-team relationships– Risk Management
• What do Delivery teams want?– No death marches– Interesting Challenges
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Software Project Failure Rates Based on Specific Criteria
Customer satisfaction 27%
Ability to meet budget targets 50%
Ability to meet schedule targets 55%
Product quality 28%
Staff productivity 32%
* August 2005, Cutter Consortium http://www.cutter.com/press/050824.html
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PMBOK Process Control Groups
• Initiating• Planning• Executing• Monitoring and Controlling• Closing
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PMBOK Process Control Group: Initiating
• Inputs– Enterprise Environmental Factors
• Culture, Human Resource Pool– Organizational Process Assets
• Policies, procedures, history, Lessons learned
– Project Initiator or Sponsor
• Outputs– Project Charter– Preliminary Scope Statement
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PMBOK Process Control Group: Planning
• Inputs– Preliminary Scope Statement – Project Management Processes – Enterprise Environmental Factors– Organizational Process Assets
• Outputs– Project Management Plan
• Scope • WBS• Cost• Resource• Schedule• Communication• Risk
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Agile — Project Vision Drives the Features
Constraints
Estimates
Requirements
ScheduleCost
ScheduleCost
Features
Plan Driven
Value / VisionDriven
The Plan createscost/schedule estimates
The Vision createsfeature estimates
Waterfall Agile
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Moving to Agile Development
ProjectMgmt
DevelopmentTeam
ProductMgmt
QATeam
Critical Path through Phases
Critical Drop / Milestones
1 - 4 Week Time Boxes
Freeze & Signoff
Last Phase Only
“Test What’s Working”
Acceptance Tests
Control Scope Creep
Just-in-Time Elaboration
All Features in Parallel
Multiple Drops to QA
Highest Priority to Acceptance
Waterfall IterativeIterative andIncremental
ParallelAcceptanceTest Driven
Agile Development
Continuous Flow
Continuous Test by Story
Continuous Definition
Define-Develop-Accept by Story
Automated Flow
Automated & Continuous Test
Define by Acceptance
Test Definition-Develop-Accept by Story
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Agile Multi-Level Project Planning
• Level 1 – Product Visioning• Level 2 – Product Roadmap• Level 3 – Release Plan• Level 4 – Sprint Plan• Level 5 – Daily Commitment
Vision
Release 1 Release 2 Release 3
Sprint 1 Sprint 2 Sprint 3 Sprint 4
Task 1 Task 2 … Task n
Who, What, How Long
Who, What, How LongWhat’s leftto do?
Tabaka, Jean, Rally Software Development
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The Scrum Framework
Vision
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The Scrum Framework
Product BacklogPrioritized Features
desired by Customer
Vision
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The Scrum Framework
Backlog tasksexpandedby team
Product BacklogPrioritized Features
desired by Customer
Sprint Planning Meeting• Review Product Backlog• Estimate Sprint Backlog• Commit to 30 days
Sprint BacklogFeatures assigned to SprintEstimated by team
Vision
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The Scrum Framework
30 days
24 hours
Backlog tasksexpandedby team
Product BacklogPrioritized Features
desired by Customer
Daily Scrum Meeting• Done since last meeting• Plan for today• Obstacles?
Sprint Planning Meeting• Review Product Backlog• Estimate Sprint Backlog• Commit to 30 days• Sprint Goal
Sprint BacklogFeatures assigned to SprintEstimated by team
Vision
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The Scrum Framework
30 days
24 hours
Backlog tasksexpandedby team
Potentially ShippableProduct Increment
Product BacklogPrioritized Features
desired by Customer
Daily Scrum Meeting• Done since last meeting• Plan for today• Obstacles?
Sprint Planning Meeting• Review Product Backlog• Estimate Sprint Backlog• Commit to 30 days• Sprint Goal
Sprint Review Meeting• Demo features to all• Retrospective on the Sprint
Sprint BacklogFeatures assigned to SprintEstimated by team
Vision
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An Example of Results Using Scrum
• First Implementation – Waterfall– 60 people– 9 months– 54,000 lines of code
• Re-implementation – Scrum– 4.5 people– 12 months– 50,800 lines of code
– Deemed to have more functionality and higher quality
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Another Example of Results Using Scrum
• Primavera Productivity– Product backlog requirements completed per
$100,000 invested– Months since Type B Scrum
implemented 3 12 24
Productivity 4.5 9.0 12.2 Quality 100+ 100 5
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Quantitative & Qualitative Results
• Forrester Total Economic Impact Studies (1)– 5 Companies piloting Agile methods– 3 yr, Risk-adjusted ROI of 23% – 66%
• Agile Methodologies Survey (2) 131 respondents:– 49% stated that costs were reduced or
significantly reduced, (46% stated that costs were unchanged)
– 93% stated that productivity was better / significantly better
– 88% stated that quality was better / significantly better
– 83% stated that business satisfaction was better or significantly better
1) Forrester Consulting, 20042) Agile Methodologies Survey Results, Shine Technologies Pty
Ltd, 2003
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What is Agile?
We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiationResponding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
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Agile Myths
• Lack of Discipline:– “Agile lets my Engineering Teams do
whatever they want”– “Quality of the product will fall off”
• Lack of Visibility:– “I have no view into what is happening”– “I can’t predict what I will get, or when”
• Lack of Applicability– “Agile is just for software geeks”– “Agile is just for small teams”
• “Agile is easy”
Thank You!