Managing Agile Software Projects With Risk and Uncertainty

ManagingAgileSo,wareProjectsUnderUncertainty

RocketScience?

Applying the right thinking and techniques within an agile

framework to understand and manage risk.

@philiplew@xboso, 12017XBOSo4,Inc.-AllRightsReserved.

Meet Your Instructor

Phil Lew Telecommunications consultant and network

designer Team Lead, Data warehousing product development Software product manager, BI product COO, large IT services company CEO, XBOSoft, software qa and testing services

Relevant specialties/Research Software quality process improvement Software usability evaluation Software quality in use / UX design


ButTodayisAllAboutYou

Whyareyouhere?Whatdoyouwanttolearn?Whatareyoucuriousabout?

mybosstoldmeto?@philiplew@xboso, 32017XBOSo4,Inc.-AllRightsReserved.

RiskLessonsAllAroundUsWhatLessonsCanYouFind?

@philiplew@xboso,

Manyrisksyoucantseeun0litstoolate.

42017XBOSo4,Inc.-AllRightsReserved.

SeRngExpectaVons InteracVve-askquesVons Groupexercises Iwontreadtheslides Slidesforyouasatake-away Exercises

Yougetwhatyouputin,BeAllInNotthepitcherandglassmethod

ThisisjustanappeVzer,partofafulldayworkshop

5@philiplew@xboso,

WhatGotUsHere

Smallerteams FasteriteraVons Listeningtotheuser

ConVnuousbetaDatacollecVon&analyVcs

2017XBOSo4,Inc.-AllRightsReserved. 6

CommunicaVon Workingsmarter Analysis,adapVonandimprovement

1. Changes in technology (mobile, cloud) 2. Changes in business models 3. Many failures

@philiplew@xboso,

AgileProblems

ResistancetoChange

DIstrust

RequirementsChurn

FrozenRequirements

AgileDoingNotBeing

ProcessInconsistency LackTest

AutomaVon

RetrospecVvesNotValuable

AgileFall

LackCustomer-User

Understanding

AgileFailuresWhy?


Lets Vote You get to pick the top 3 @philiplew@xboso,

AgileSuccess

ExecuVveSupport

UserInvolvement

ScopedValue

SkilledPlayers

AgileProcess

Proficiency

ClearBusinessObjecVves HighUseof

AutomaVon

ConsistentDev,IntegraVonandReleasePracVces

CollaboraVveBehaviors

FullFocus

AgileSuccessWhy?


Lets Vote You get to pick the top 3 @philiplew@xboso,

2017XBOSo4,Inc.-AllRightsReserved. 9@philiplew@xboso,

So4wareQualityandRisk AllCompaniesarebecomingSo,wareCompanies

So4wareisapartofalmostallvaluechains.

TechnologyandbusinesscondiVonsmakeconsistentlyprovidingvaluedifficulttoaccomplishwithoutmiVgaVnglargeamountsofrisk.


IstheSo4wareReadyforRelease?

AmIdonetesVng? Whatif____? Whatdidweforget? _________ WhataresomewhatifsorquesVonsthatyourbossasks?


AgendaforToday

1. Risk,UncertaintyandSo4wareQuality2. RiskandWhereitComesFrom3. AgileandRisk4. RiskMiVgaVonandFrameworks


ProcessVersusQuality Theprocessforbuildingso4wareandtheresulVngso4wareproductareintertwined.

Wethought(CMMI)thatreliable,repeatableprocessesforbuildingso4wareledtoequallygoodqualityso4wareproduct.

ThisisnotenVrelytrue.Efficiencyandrepeatabilitydonotequalquality.Why?

Andneitherdoesvelocity!Whathappenswhenyoudrivetoofast?


Risk,DefectsorLackOf,andQuality So4warequalityiso4enreducedtoso4waretesVngandfindingdefects

FindingdefectsisseenasaprimaryandsomeVmessoleriskmiVgaVonpracVce.

Findingdefectsdoesntnecessarilydrivequality,butlinksqualitytotheabsenceofdefects.

Absenceofdefectsisnotalways=qualityso4waredelivered.

QualityneedsabroaderdefiniVonasdoesRiskManagement


RISKFULTHINKINGWhatisriskandwheredoesitcomesfrom?


Exercise:MappingRisks(smallgroups)

16@philiplew@xboso,

People

Product Process

TheRealmofSo4wareProjectRisks

Personnel Shortfalls

Shortfalls in external components & services

Real-time performance shortfalls

Straining Computer Science capabilities

User cant use it

Gold Plating

Developing the wrong features-wrong thing

Unrealistic schedules

Unrealistic budget

Stream of changing requirements

Software Risk Management, B. Boehm 1989

People

Product Process

17

Security holes

@philiplew@xboso,

WhereDoesSo4wareRiskComeFrom?

RiskTechnology

Product

Process

People Context

Delivery

Business

Customers


TechnologyRisks

Plarormcantadapttochangingneeds Toohardtoimplement,toocomplicatedwiththisstack

Doesntintegratewellwithother3rdpartytools

Cantfindpeoplewhohavetherightskills Whatelseintermsoftechnologyrisks?


ProductRisks

Deliveredtoolate,1stmoveroreven2ndmoveradvantagedissipated

Doesntdowhatthecustomer/userwants Tooslow Wemissedthemark,itdoeswhatwewantedbut

Hardertodothanwethought

______


ContextualInfluencersonRisk Projectsize Teammakeup Complexity Timing CompeVVon Marketdemand UserExpectaVons(qualityexpectaVons) Stakeholders Companyhistoryandculture

Canthesebecontrolledornot?


System Complexity Factors

Nature of External Interface Database Size CPU Execution Time Constraints

Failure Handling Main Storage Constraints

Development Environment Factors

Analyst Capability Application Experience Language Experience

Programmer Capability Development Schedule Experience with Subcontractors

Consequences of Not Meeting The Quality Requirements

Loss of Life Loss of Property Performance Degradation

Loss of Data Interruption of Service Inconvenience

SystemComplexityFactors

DevelopmentEnvironmentFactors

RiskContextualInfluencers


ProcessRisks

Tooslow Notrepeatable DelicateandFrAgileEasilybroken Notadaptable Notconsistent Toodependentonasuperhero


DeliveryRisk Risksthataddcostsorstopbusinessrevenuedueto

delayedlaunchorevencancellaVon. Howmanyofyouhavehadprojectdelays?

Notenoughpeopletodowhatwepromised,sowedeliverlate

Gotaslowstartinunderstandingwhatiswanted Hadtomakesomebigunexpectedchangesinthe

middle Towardstheend,wefoundoutwhatwedeliveredwas

notexactlywhatwaswanted Harderthanwethought,tookawhile,couldntfigure

outsomethings.


DeliveryDelayRisk

ProjectmanagementanddevelopmentprocessesandtherightfuncVonalitymeanzeroiftheapplicaVonworksunpredictably,isslow,orbreaksdowno4en.

InaddiVontoon-Vme,on-budgetandon-scopedelivery,businessvalueisgeneratedbythefuncVonalityworkinglikeitshould.


BusinessRisks

RisksthatmaketheapplicaVonhardtomaintainandadapttochangingbusinessrequirements

Lackofagilitythusdamagesfuturebusinessrevenue.Underlyingstructureandarchitecture

O4enforgouenoroverlooked,why? Toolate,didntgetmarketshare Didntdeveloprightfeaturesforwhatthemarketwanted


CustomerSaVsfacVonRisks

Customer/enduserdoesntlike/usewhatwemade

CustomerisdissaVsfiedwithwhatwedelivered

Customermiscommunicatedwhattheywanted

Customerdidntunderstandwhattheywanted


RISKANDUNCERTAINTY

SeemsthatEverythingisaRisk!Somearemoreimportantthanothers.


UncertaintyVersusRisks

Whatisanuncertainty? Outcomethathasaprobability>0%;

buthighertherisk. IfP(n)=0,thenitismerelyanuncertainty. WhatuncertainVesinyourprojectdoyouhavethatarenotnecessarilyrisks?Any?

@philiplew@xboso, 29

UncertaintywithPossibleNegaVveOutcomes=Risk

HowcanweknowtheprobabilityofanegaVveconsequence?

CanwebecertainP(negaVveoutcome)=0? WhatI'lleattonightisuncertain.Isthatarisk?

Whatarerisksinyourprojects? WhatarethenegaVveconsequencesifany(P(n)=0)?


UnderstandingNegaVveConsequences

SomeVmesyoudontknoworunderstandwhatyouareafraidof,ortryingtoavoid

TheymaybebiggerthanyouthinkAndcouldevenbeprojectthreatening

Theymaybesmallerthanyouthink,oreven=0basedonanassumpVonyouoverlooked

DoyouhaveanyexampleswhenyouoveresVmatedorunderesVmatednegaVveconsequences?


LetsTalkAboutProbability MostofussubconsciouslyassumeanormaldistribuVonwhenitcomestouncertainty

Thatiswhatweareusedtowhenweweregivengradesinschool,remember?

ButwhatarethecharacterisVcsofanormaldistribuVon?


GradesinSchool


FatandNarrowTailsMakeaDifference


FatandNarrowTailsMakeaDifference

What risks are fat and narrow tailed?

With a fat tailed risk you can be catastrophically wrong.

What would be Ruin when it comes to software development?


WhyItsImportanttoUnderstandNormalandFat

TradiVonalriskmanagementstrategiesrelyonandassumeanormalbellcurvebutinreality,projectsdon'tbehavethisway.Letslookatthiscloser.

WhatthingsarenormalandwhattypesofoccurrencesdontfollowanormaldistribuVon?Heightofpeopleintheroom


NormalExerciseEnVreClass NormaldistribuVonsvaryintheneighborhoodofitsaverage,buthavefewdatapointsbeyond3standarddeviaVonsfromthataverage.

Doasurveyoftheclassandcalculatetheaverageheightofpeopleintheroomformen,andforwomen.

Averageheightofmenis510withstandarddeviaVonof4.Chancesofa610manareverysmall.


FatTailExerciseSmallGroups hup://www.boxofficemojo.com/genres/chart/?id=documentary.htm

CalculatetheaverageandstandarddeviaVonforthesedocumentarymoviesrevenue.

Whatarethedifferencesyouobservebetweendocumentarymoviesandpeoplesheights?

Howcanyouapplythistoyourworkindeterminingwhatisariskandnot,whatriskstopayauenVontoandNOT.


IntheEnd,WeWantto

Findproblemsearly Findbigproblems Avoidproblemsaltogether

**ProblemsbynaturehavenegaVveconsequences

Ourjobistodecreasethisprobability Agilehelpsuswiththis,butweneedtofocusonthoseacVviVeswiththerightviewpointtogainthisinsight


WhyisProbabilityImportant? ItchangesthewholeconversaVon Whencanyougetthisdone? Dependsonhowmuchriskandcertaintyyouwant

WhatotherquesVonsdoesyourbossaskthatshouldbeansweredwithaprobabilitydistribuVon?

40@philiplew@xboso,

RiskIsaSeriousProblemProbabiliVesAreNotinOurFavor

So4wareisincreasinglycomponenVzed,complexanddistributed.

DevelopmentframeworkseasethecomplexityofcreaVngtheseapplicaVons,butarelimitedinhelpingtesttheapplicaVons.

OrganizaVonswanttoreducemaintenancecostswhileshorteningprojectlifecyclesviaagilepracVces.

Riskisnotdecreasing,noristheriskofcatastrophe.


WhyDoWeIgnoreorForgetRisks

1. Focusedonvelocity2. FocusedonfuncVonality3. Riskmanagementistooheavy4. KnownoridenVfiedrisksbutnoacVon

Why do you for

get or ignore ris

ks?


OverconfidenceisNatural Wearenaturallyoverconfident(cogniVvebias)

OpVmisVcbiasleadsustotakerisksandunderesVmatetheoddsweface

80%ofsmallbusinessesfailinthefirst18monthsaccordingtoForbesSurveysindicatethatentrepreneursgivethemselvesa60%chanceofsuccess

Towhatextentwilltheoutcomedependonwhatyoudo?80%


TendencytoOnlySeeReadilyAvailableEvidence

Socialandeconomicpressuresfavoroverconfidence

WetendtohaveanillusionofcontrolWhenweesVmateaquanVty,werelyoninformaVonthatcomestomind

WeneedtoallowfortheinformaVonthatdoesnotcometomind!


Premortem ToovercomethisoverconfidentopVmisVccogniVvebias,wecanuseapremortem.

EnablesthosewhohadanyconcernabouttheprojectcanfreelymenVontheconcerns.

Greatsafeguardagainstgroupthink. Giveteammemberspermissiontobeapessimist.


1. Imagine that a year has passed. 2. Your project has been shown to be an utter

disaster 3. Briefly explain (write) why it was a disaster.


Exercise:Pre-Mortem(SmallGroups)

ObjecVveUsecollecVveexperienceandlearninginthefront-endratherthanback-endofaproject

NumberofplayersDivideupintogroupsof____

DuraVon5minutesWhatwillgowrong?Howwillthisendindisaster?

Visualizethatyouareattheendoftheproject,anditwasacompletefailure.IdenVfywhyitfailed.


RISKWITHINANAGILEPROCESS

Letsaddressriskswithintheagileprocess.YoullfindthatanAgileapproachinherentlyletsyouidenVfyandmanagerisks.


TheConeofUncertainty

BarryBoehm:esVmatesmaybeoffby4x

Decisionsdecreaseuncertainty,butnotnecessarily

Whatcanwelearnfromthis?

Source: http://www.construx.com/Thought_Leadership/Books/The_Cone_of_Uncertainty/ @philiplew@xboso, 48

ConeofLearning Topurposefully

decreaseuncertaintyandunderstandrisks,weneedtopurposefullylearnanduncoverinformaVon.

BasedonEdgarDalesConeofLearning

Fastestpathtolearning,isthroughCollaboraVonandDoingtheRealThing.


AgileandRisk Withagilemethods,teams

produceincrementallyusingiteraVons,calledsprints

EachbuildisplannedoutandprioriVzed,executed,assessed(issuesandimprovement,done/not),withreviewandconVnuousprioriVzaVonasnewthingscomeup.

Ateachstep/phase/acQvityintheagileprocessyoucanfocusonwhatyoulearnedandspecificriskviewpointsandmiQgaQonacQons.



OneoftheMainAgileFlavors:Scrum1 2

3

@philiplew@xboso,

RisksDuringAgileExerciseorNot:Listoutrisksthatyoumayencounter;whatcouldgowrongduringeachphase?1. Duringthebeginning-planning&product

management2. Duringthesprint3. DuringtheretrospecVve


Break up in small groups and list out the risks

ProductManagement(1)Risk MiQgaQon

Deliverydelay DrivetowardsesVmaVngaccurately. AlignexpectaVonsandwhatcanandcannotbe

deliveredinplanningmeeVng. Dontoverpromise

EventhoughtheapplicaVonworks,itdoesntworkasitwasintendedtodo.

Reviewbackloguserstoriestoensureyouunderstandthemfully.

Scopecreep EvaluateexisVngbacklog,newitems,add/deleteandtradeout.

Personnelloss Ensurefullstackteamwithcrossdisciplinaryskills

Forgouenoroverlookedrisk WhendevelopingthebacklogexplicitlyasktoidenVfythepotenValproblems.


ProductManagement(2)Risk MiQgaQon

ApplicaVonhardtomaintainandadapttochangingbusinessrequirements-poorunderlyingstructureandarchitecture

InthesprintplanningmeeVngcovermorethanwhatisimmediate(todo). Howwillthisfeaturebeimplementedwithinour

exisVngarchitecture? AreouresVmatesthequickanddirtymethod

(increasingdebt)orcanwedoitabeuerway?

Forgouenoroverlooked

Interviewthosethatarenotpartoftheplanningexercise.

IdenVfytheknowableriskswhengeneraVngtheiniValbacklog.

BuildmiVgaVonforrisksintothedefiniVonofdone. Generatestoriesforlesscommonrisksandaddthem

tothebacklog. Reviewriskswhengroomingstories AllocateVmeduringplanningtoidenVfyemerging

risks.@philiplew@xboso, 542017XBOSo4,Inc.-AllRightsReserved.

Risk MiQgaQon

PlanningtakestoomuchVmeandthereforedoesntgetdone,ordonewell/completely.

EnsureaclearprioriVzaVonprocess Ensurethatplanningandgroomingsessionshave

clearoutput

EsVmaVonprocessisnotclear,notstandardandnotorientedtowardimprovement

EnsureclearacceptancecriteriawithintheuserstoryandthedefiniVonofdone.

Stakeholderssay,Ididntknowthatordontofficiallyapprove.

DevelopguidelinesfordocumentaVon,trackingandreporVngtoallowvisibilityandtransparencyofallprojectaspects

DelaysduetowhodecidesastheulVmateauthorityonafeature-orotherdecision

Setupguidelinesforagilemovement,fordecisionmakingifsomeoneishitbythebus

ProductManagement(3)


Sprint(1)Risk MiQgaQon

TesVngincomplete,orrushedattheend

Implementtestdrivendevelopment IncludetesVnginthedefiniVonofdone

DemonstraVonsattheendofthesprintnotconclusive(doneornot?)

InsufficientintegraVon,orintegraVontoolate

Reviewstoriestoensureacceptancecriteriaareclear

DefiniVonofdoneincludestesVng DefiniVonofdoneincludesintegraVon Makeuserstoriesdone/acceptancecriteriaclear APIautomatedtesVng

Wedeliverproductandfindoutwehavesomesecurityandperformanceissueswhichrequirearchitecturalchanges

Definemeasurementsformanyviewpointsonimprovement,notjustvelocity.Maintainvelocityandfocusonform.

PeriodicallytestnonfuncVonalrequirementsaspartofdefiniVonofdone.

IncludeperformancecriteriaindefiniVonofdone PerformancegeRngworse

andworse,worksbutveryslow

ImplementperformancetesVngcriteriaandscenariotesVngformostcommonuserscenarios


Sprint(2)Risk MiQgaQon

RisksinthequalityofadeliveredapplicaVon.EventhoughtheapplicaVonworks,itdoesntworkaswellasitshould. Maintainability UsabilityTherefore,cannotfulfillwhatitwasintendedtodo.

DefiniVonofdoneincludessomelevelofpredefinednon-funcVonaltesVng,wherecomparisonsaredoneincluding: Codereviews HeurisVcandobservaVonalusabilitytesVng

beforeitsALLdone,alongtheway


Risk MiQgaQon-ItemstoExamine

Risksforgouenorunknown Gatherriskdatathoughsurveyswhentheprogramstakeholdersaregeographicallydiverse.

InterviewcustomersorpotenValcustomers.

FeatureturnedouttoohardtoimplementortooktoomuchVme

AskthesequesVons: Howwasthefeatureimplemented?Didwemakeit

harderthanweneededto? Didwemakeanyarchitecturedecisionsfrombefore

thatimpededthisfeature Istheunderlyingstructureandarchitectureableto

meetfutureneeds

Scopecreep Examineunplannedwork,checkesVmates

Personnelloss Reviewissuescreatedduetolackofskillsorpeople

RetrospecVve(1)


Risk MiQgaQon

Deliveredwhatwecould,butdidaworkaround

Developauserstorytodoittomatchwithoverallarchitecture

ExamineexisVngarchitectureToodifficulttoimplementafuncVon,tookmuchlongerthanwethought

WalkthroughdesignconsideraVonsonperiodicbasis

Ensureteamskillsareuptopar EnsurecleardefiniVonofdone Fortoughfeatures,increasecollaboraVonregardingdetaileddesign

ExamineesVmaVngerrorsIntegraVontoolate,productdidntworktogether,justpieces

DefineandimplementconVnuousintegraVonprocess

Integratedaily

RetrospecVve(2)


Risk MiQgaQon

Lackofperformance,loadandsecuritytesVngunVltheend

Buildinnon-funcVonaltesVngasauserstoryforperiodicexecuVon,i.e.once/month

Didntgetdone! DefinecollaboraVonVmesandmethodsforreviewingrequests,stories,pointsofclarificaVon,feedbackontherequestandrecommendedpathforward.

CustomernotsaVsfiedwiththefeaturealthoughwedidwhathesaid/intheuserstory

ReviewuserstoriesforambiguityandcompletenessLimitedAssumpVonsandresponsibiliVesareambiguousUserstoriesdonecriteriainsufficient

Toomuchstuffinthesprint,didntfinish,manythingsaddedinduringthesprint

Definemethodandlogictoadd/subtractfromthesprintduringthesprint

RetrospecVve(3)


Risk MiQgaQon

RetrospecVvenotheldorwasnotproducVve

Ledbyanindependentfacilitator,couldbeanotherteamorexecuVve

Heldinasafeplacequiet,notdisturbed NotawitchhuntFocusonprocessrather

thanpeople PlantheeventsendoutnotesonpotenVal

problemstogetpeoplethinking Havetherightpeopleinvolved Recordresultsinopenarea,allocateand

monitoracVons

RetrospecVve(4)


Retro(5)Risk MiQgaQon

ConfusionofrolesandresponsibiliVes,somethingisforgouenorfallsofftheplatethatwasimportant

InsVllPrimaryownership,evenwith2team-mates

AnalyzeitemsthatfelloffpreviouslytodetermineesVmaVonerrors

Examineallunplannedwork-Necessary?Timecrunchattheend,notenoughVmetogetdone

InsVllindailystandups-addressdelays

Cantdeliverwhatwethought,toocomplexorwedidntunderstandwellenough

DailystandupsaddressesVmatedpointsforastory,re-assessandsplitup

Forincreasedstorypoints,productownerfeedbackrequired


DIDYOUSEEANYRISKSTHATYOUIDENTIFIEDINYOURPRE-MORTEM?


RISKMANAGEMENT

NowthatweveidenVfiedrisks,whatdowedowiththem?


ClassicalRiskManagement

IdenVfy Evaluate PrioriVzeandplan

MiVgate

Thereareevenstandardsononriskmanagement.

RiskManagementPlanning

RiskAssessment

RiskMiQgaQon

Monitor&ReviewRisks


HeavyStuff


High

Participation

Low Informal

Formality Highly

Structured

TheRiskofTooMuchRiskManagement

FormalriskmanagementprocessesareheavierandmayhavelessparVcipaVon.


IssuesinManagingRisk

1. Whatcanyoucontrolandwhatcanyounot?2. Whatcanyouprepareforandwhatnot?3. Whatshouldyouprepareforandwhatnot?4. Whatelse?


RISKMITIGATIONMODELSANDAPPROACHES

IdenVfy,evaluateandprioriVze


ARiskPrioriVzaVonExample

Mortgage bonds @philiplew@xboso, 702017XBOSo4,Inc.-AllRightsReserved.

SimpleRiskPrioriVzaVonSchema

RISK PROFILE

Like

lihoo

d

Low

Low

Medium Impact

Med

ium

High

Hig

h


RiskPrioriVzaVonScheme2


Risk Census Example

Risk ProbabilityofRiskSizeofLoss

(Days)Risk

exposure

FeatureasimplementeddoesntsaVsfythecustomer/user,mustdooveragainorrevise

20% 15 3

Historicaldataaccessandqualityofdata 30% 20 6Chosendevelopmentplarorm,lackofinternalskillsandhardtofindpeople

50% 20 10

Workaroundsusedbutsacrificelongtermviabilityandflexibility

60% 60 36

Crunchedattheend.OnlygotdonehalfofthetesVng 90% 15 4.5

Performancecriterianotmetatdelivery 20% 30 6

PoorcommunicaVonswithoff-shoreteam(Vmedifference)

40% 5 2

Totalexposure 67.5


PrioriQzed

Risk

DescripQon

Probability

Severity

Exposure(PXS)

TriggerDate

(DaterequiringacQon

)

MiQgaQonPlan

Owner

1

Wedontknowifthedesignmethod

andfeatureimplementaVonisrightunVltoo

lateintheproject

50-50(Medium)

High

(M,H)

July14

DevelopalternaVvesand1.discusstechnicaldifficulVes2.

PresentopVonstothecustomer.

John

2

IntegraVontakestoolong

Low

High

(L,H)

Aug21

Monitor

integraVonVme,difficultyanderrorsforeach

build

Phil

3

4

RiskMiVgaVonTable


ExercisePutYourPre-MortemorTop10IdenVfiedRisksintotheGrid

PrioriQzed

Risk

DescripQon

Probability

Severity

Exposure(PXS)

TriggerDate

(DaterequiringacQon

)

MiQgaQonPlan

Owner

1

2

3


RiskBurnDown

Createariskburn-downchartusingthesumoftheriskexposurevaluesfromthecensus.


AttheEndoftheDay

Risks Own

Agreeand

accepttodo

nothing

Eliminatedor

avoided

Probabilityorimpactreduced

MiVgate


SummaryManageRiskWithTheEndinMind

So4wareQuality Tomanageriskinourso4wareprojects,wemustconsiderthequality(orlackof[risk])fromallviewpointsandblindspots

TakeadvantageofallthecollaboraVon,checksandbalanceswithintheagileprocesstobuildmiVgaVonwithinyouragileprocessateachstep Reviewthecoursebeforetherace Learnateachstepandreviewwithriskmindset

Keepyoureyeontheball So4wareQuality@philiplew@xboso, 782017XBOSo4,Inc.-AllRightsReserved.

ThanksQuesVonsandAnswers

Philip Lew [email protected]

Some resources: http://www.xbosoft.com/knowledge_center/

www.xbosoft.com @philiplew@xboso,

Are You Standing on Solid Ground?


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Managing Agile Software Projects With Risk and Uncertainty

Technology

Transcript of Managing Agile Software Projects With Risk and Uncertainty