Long Term Planning and Estimating · Long Term Planning and Estimating In#aFederal#World## r & A...
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Long Term Planning and Estimating In a Federal World
Transcript of Long Term Planning and Estimating · Long Term Planning and Estimating In#aFederal#World## r & A...
Long Term Planning and Estimating In a Federal World
Software Engineer
Agile Coach & Trainer
A Little About Me…
@brandonraines
Produc
t
Owner
• History of Agile in the Government
• Execu<ve Level Por?olio Management
• Ar<facts to Plan and Es<mate • Product • Detailed
• Es<ma<on Methodology
• Tracking Progress
Agenda
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• Agile is widely used across the Government…this agency • Agile implementa<on differs across different business areas
• Lean/Kanban • eXtreme Programming • Scrum • SAFe
• This briefing provides a representa<ve sample of Agile es<ma<ng and project management within the Government
• S<ll improving and adop<ng best prac<ces
Agile in the Government…
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CIO Strategy
Product Vision
Prioritized Backlog
Mission Need
Mission and IT Alignment
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Continuous Adaptive Planning
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• Detailed requirements are not developed up front, therefore not es<mated
• Scope at the Detailed level can and will change
• Scope at the Vision level is less likely to change, otherwise, a new effort
• Scope at the Goal level is less likely to change
• Es<mate for the Product completed at the Vision and Goal level
• Dedicated team effort
• A Product Owner
• Work in sprints
Assumptions
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• How will mission be impacted as a result of this product?
• What will be the appreciable difference as a result of this investment?
• What problem is solved?
• Who is impacted?
Product Vision
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For (target customer) Who (statement of need)
The (product name) is a (product category) That (key benefit, compelling reason to buy)
Unlike (primary competitive alternative) Our product (statement of primary differentiation)
Product Vision
9 Geoffrey Moore – ‘Crossing the Chasm’
Product Vision Example
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Performance Plus is the common performance appraisal system used by all employees to conduct goal se`ng, discuss progress throughout the year with their managers, and evaluate annual performance against objec<ves and performance competencies. It is the tool that allows employees to directly contribute to an ongoing record of their accomplishments, while ensuring that they connect individual expecta<ons with mission priori<es. All employees will use Performance Plus to complete their annual performance evalua<ons.
• A planning and communica<ons tool
• To develop delivery strategy
• Bridge the gap between year, mul<-‐year, sprint and release planning
• Based upon exis<ng/to-‐be business processes that solve a business problem
• Enumerates the Minimum Valuable Increment (s) for the mission
• A framework for deciding when plans should change
What is a Roadmap
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• Develop a Release Goal • Iden<fy Success/Acceptance Criteria • Es<mate Success Criteria to achieve release goal
• Example:
Release Planning
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Record Employee Performance Goals
All employees with a current designa<on of GS-‐12 and below will be able to record biographical informa<on about themselves. An employee can also declare performance goals and declare a
mentor to help guide them through a performance period. These ac<vi<es must be enabled by the beginning of the ra<ng period which starts 1 June 2016. These ac<vi<es must be available 24/7 and
with the ability to allow all GS-‐12 employees to use these ac<vi<es simultaneously.
What is Our Product Roadmap
Bio DataAppraisal
Document (AD)
Rebu6al, Special
Performance Document
System Admin, Reading Room
• Employee, Ra<ng official and HRO can create an AD
• AD can go through the workflow from open to closed
• Employee and HRO can ini<ate a Rebulal on either an MFR or AD • Rebulal can go through the workflow from open to closed • HRO can ini<ate a Special Appraisal Document through an abbreviated workflow
• HRO can create a Reading Room
• Reading Room can be used by all Members
• System Configura<on through GUI
• Employee, Ra<ng official and HRO of GS-‐12 and below can create bio data
• Bio data can cycle through the workflow from open to closed
Product Launch
• Released to all workforce
• Vision
• High Level Goals mapped to Business Process (Roadmap)
• Success Criteria (Mission)
• Defini<on of Done (Technical)
• Sprint Length (Ini<al)
• A cross func<onal es<ma<ng team
• Es<ma<ng technique (Rela<ve Es<ma<ng preferred)
Tools Needed to Estimate Projects
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When Will We Get There
Bio DataAppraisal
Document (AD)
Rebu6al, Special
Performance Document
System Admin, Reading Room
• Employee, Ra<ng official and HRO can create an AD
• AD can go through the workflow from open to closed
• Employee and HRO can ini<ate a Rebulal on either an MFR or AD • Rebulal can go through the workflow from open to closed • HRO can ini<ate a Special Appraisal Document through an abbreviated workflow
• HRO can create a Reading Room
• Reading Room can be used by all Members
• System Configura<on through GUI
• Employee, Ra<ng official and HRO of GS-‐12 and below can create bio data
• Bio data can cycle through the workflow from open to closed
Product Launch
• Released to all workforce
Team Members
Hours per Sprint # of Sprints Burn Rate Overhead /
Expenses Es<mate
Estimate Cost
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Es<mates are defined as: Total SW Project = SW Development Labor + Other Labor + Non-‐Labor
Velocity Chart
Tracking Progress
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• Frequently inspec<ng the plan and adap<ng it at different levels ensures value is delivered
Inspect and Adapt
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What’s Next on the Improvement Backlog
• Length of <me to deliver value added customer releases • Consistent inspec<on and adap<on • Consistent applica<on of Agile methodology
Summary – Did We Get There? • Don’t specify detailed requirements • Scope at the Detailed level can and will change • Es<mate for the Product at the Vision and Goal level • Have cross func<onal team es<mate • Engage the Mission -‐ • Adapt the plan through feedback
