Lean & Agile. for Large Programs & Projects. Dr. David F. Rico, PMP, CSM

Lean & gile Project Management for Large Programs & Projects r. avid F. ico, PMP, M Website: http://davidfrico.com Linkedn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?id=1540017424

genda Overview of gile Project Mgt. ntro to gile Project Mgt. ypes of gile Project Mgt. Phases of gile Project Mgt. caling gile Project Mgt. Metrics for gile Project Mgt. ases of gile Project Mgt. ummary of gile Project Mgt. 2

uthor o contractor with 27+ years of experience B.. omp. ci., M.. oft. Eng., &.M. nfo. ys. Large gov t projects in U.., Far/Mid-East, & Europe Published six books & numerous journal articles djunct at George Washington, UMU, & rgosy gile Program Management & Lean evelopment Expertise in metrics, models, & cost engineering ix igma, MM, O 9001, of & o 5000 3

What is gility? -gil-i-ty (ə-'ji-lə-tē): uickness, lightness, and ease of movement; o be very nimble: he ability to create and respond to change in order to profit in a turbulent global business environment he ability to quickly reprioritize use of resources when requirements, technology, and knowledge shift very fast response to sudden market changes and emerging threats by intensive customer interaction Use of evolutionary, incremental, and iterative delivery to converge on an optimal customer solution Maximizing the business value with right-sized, justenough, and just-in-time processes and documentation 4

What are gile Methods? daptable system development methodologies Human-centric method for creating business value lternative to large document-based methodologies gile Methods Values gile Methods Principles raditional Methods Values ustomer ollaboration also known as ustomer nteraction valued more than ontract Negotiation ndividuals & nteractions also known as High-Performance eams valued more than Processes & ools Working ystem also known as terative evelopment valued more than omprehensive ocumentation esponding to hange also known as daptability or Flexibility valued more than Following a Plan gile Manifesto. (2001). Manifesto for agile software development. etrieved eptember 3, 2008, from http://www.agilemanifesto.org 5

How do Lean & gile ntersect? Lean thinking provides the what (requirements) gile thinking provides the how (implementation) gile Methods are lean, light, adaptable, and flexible gile Pillars gile Principles Lean Pillars Lean Principles Other Principles ustomer collaboration ndividuals and interactions Working systems and software esponding to change ntensive customer collaboration and interaction mall empowered highperformance multidisciplinary teams terative development of working operational systems and software esponding to change with flexible culture, process, and product espect for people ontinuous improvement ustomer defines value ustomer pulls value espect for people ontinuous flow ontinuous improvement Map value stream (eliminate waste) Economic view Fast feedback ecentralize control educe batch size ontrol cadence Manage queue size Exploit variability Manage work-inprocess Womack, J. P., & Jones,.. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. einertsen,. G. (2009). he principles of product development flow: econd generation lean product development. New York, NY: eleritas. eagan,. B., & ico,. F. (2010). Lean and agile acquisition and systems engineering: paradigm whose time has come. o &L Magazine, 39(6). 6

Essence of gile Methods High degree of customer & developer interaction Highly-skilled teams producing frequent iterations ight-sized, just-enough, and just-in-time process ustomer nteraction High-Performance eams daptability or Flexibility terative evelopment Highsmith, J.. (2002). gile software development ecosystems. Boston, M: ddison-wesley. 7

When to use gile Methods On exploratory or research/development projects When fast customer responsiveness is paramount n organizations that are highly-innovative & creative 1 homke,. (2003). Experimentation matters: Unlocking the potential of new technologies for innovation. Boston, M: Harvard Business chool Publishing. einertsen,. G. (2009). he principles of product development flow: econd generation lean product development. New York, NY: eleritas. 8

gile World View gility has many dimensions other than software anges from organizational to technological agility he focus of this brief is project management agility gile Leadership F F F gile cquisition gile Organizations gile trategic Planning gile apability nalysis gile Program Management gile Project Management gile ystems evelopment gile Processes & Practices gile ools gile nformation ystems E E E gile echnology 10

oday s Environment Highly-unstable global and domestic markets echnology is evolving at an exponential speed Project plans cannot cope with this level of volatility Market echnology Organization Project People esult Fierce rivalry Economic driver ownsizing Vague requirements nability to cope Poor performance Global competition Market driver estructuring Volatile specs. High stress ost overruns estructuring ependent Bankruptcy horter schedules Over-allocated chedule overruns Market fluctuation onstant change Mergers & cq. maller budgets Over-worked Poor quality urrency instability Exponential change Lost revenues More work Work-life imbalance ngry customers Global recession isruptive Budget reductions ough customers Beleaguered Market share loss Market dependency Growing complexity eorganizations Politically-sensitive ndividualistic Business loss mbalanced trade oftware-intensive nterdependencies Large scale and size Poor people skills evenue loss Political instability maller Bloated processes Globally-distributed Bad communication Unprofitability egional warfare Ubiquitous Legacy systems Very high-risks No commitment Poor morale Emerging threats Poor usability Need technology Uncertainty Lack of ownership High attrition yber attacks Nano technology Project dependent No business value Poor customer skill Bad reputation ugustine,. (2005). Managing agile projects. Upper addle iver, NJ: Pearson Education. hin, G. (2004). gile project management: How to succeed in the face of changing project requirements. Broadway, NY: macom. earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 11

Need for a New Model Need for a new model of project management ope with high-level of uncertainty and ambiguity With just the right balance of flexibility and discipline & Oriented People entered daptive ustomer Friendly Fast & Efficient isciplined New discoveries Highly-talented people Global threats ustomer interaction New technology Lightweight strategy omplex problems ross-functional teams Market threats lot of communication uick decision-making Lightweight plans One-off systems mall team size New customer needs ustomer demos terative delivery cycles Lightweight lifecycles Vague requirements lot of communication hanging scope ustomer feedback Frequent deliveries ecurity engineering ncomplete information nterpersonal trust hanging technology Business value focus Fast delivery schedules Light requirements High uncertainty ich collaboration hanging regulations ustomer satisfaction hort timelines Light architecture Experimentation Empowered decisions ontinuous change ustomer responsive Fast time-to-market Lightweight design imulations ustainable pace Flexible culture ustomer sensitivity First-mover capability ode reviews Prototyping aily interaction Flexible attitudes ustomer relationships Minimal process costs igorous V&V nnovation oriented ich communications Flexible policies ustomer contact Low work-in-process igorous M New products Face-to-face interaction Flexible processes ustomer involvement Flexible processes igorous reative solutions ohesiveness Flexible technologies ustomer driven Market responsiveness Project reviews ugustine,. (2005). Managing agile projects. Upper addle iver, NJ: Pearson Education. hin, G. (2004). gile project management: How to succeed in the face of changing project requirements. Broadway, NY: macom. earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 12

gile Project Management PM (ā-pē-ĕm): Lightweight, flexible, adaptive, and collaborative; o be market or customer-responsive: apidly and reliably creating value by engaging customers, continuously learning, and adapting ound, yet flexible process to manage projects under uncertainty, urgency, and a need for unique expertise Managing the flow of human thoughts, emotions, and interactions in a way that produces business value Values, principles, and practices to help project teams in coming to grips with a challenging environment ugustine,. (2005). Managing agile projects. Upper addle iver, NJ: Pearson Education. hin, G. (2004). gile project management: How to succeed in the face of changing project requirements. Broadway, NY: macom. earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 13

Values of PM gile Manifesto (2001) focuses on collaboration O (2005) focuses on creating business value PM Values (2010) focus on all-around agility gile Manifesto ndividuals and interactions Working software ustomer collaboration esponding to change eclaration of nterdependence ncrease return on investment eliver reliable results Expect uncertainty Unleash creativity and innovation Boost performance mprove effectiveness and reliability PM Values elivering value over meeting constraints Leading the team over managing tasks dapting to change over conforming to plans gile Manifesto. (2001). Manifesto for agile software development. etrieved March 21, 2010, from http://www.agilemanifesto.org O. (2005). eclaration of interdependence. etrieved March 21, 2010, from http://www.pmdoi.org Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 14

crum Project Management reated by Jeff utherland at Easel in 1993 Product backlog comprised of customer needs Barely-sufficient project management framework nitial Planning iscovery ession print ycle print gile raining Project iscovery Process iscovery eam iscovery nitial Backlog elect asks and reate ests reate imple esigns ode and est oftware Units Perform ntegration esting Maintain aily Burndown hart Update print Backlog elease Planning print Planning aily crum print eview Business ase esired Backlog Hi-Level Estimates Prioritize Backlog Finalize Backlog et print apacity dentify asks Estimate asks ompleted Backlog tems Planned Backlog tems mpediments to Progress print etrospective Present Backlog tems ecord Feedback djust Backlog Product Backlog print Backlog Potentially hippable Product Prioritized equirements List of echnical asks ssigned to a print Working Operational oftware chwaber, K. (2004). gile project management with scrum. edmond, W: Microsoft Press. 16

XP Project Management reated by Kent Beck at hrysler in 1998 elease plan is comprised of customer needs Lightweight, rigorous near-term planning element elease Planning Exploration Phase teration Planning Exploration Phase Build a eam plit User tories nalyze elease Plan ead User tories Write User tories pike User tories dentify teration Goal evelop asks Estimate User tories Write User ests elect User tories plit asks ommitment Phase ommitment Phase ort by Value hoose a cope ccept asks nalyze chedules ort by isk et teration Length et ndividual Velocity et Load Factors et Velocity evelop elease Plan Estimate asks Balance asks teering Phase teering Phase elect teration New elease Plan elect Partner Unit/ntegration est djust Velocity elect ools Write Unit ests User cceptance est nsert New tories djust eams esign and ode ecord Progress Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper addle iver, NJ: ddison-wesley. 17

Flexible Project Management reated by oug earlo at utter in 2004 Focus is on collaboration, scoping, and speed hinner traditional project management approach Visionate peculate nnovate e-evaluate isseminate ponsor s Vision Planning Meeting Learning by oing Business uestions Product Launch nterview ponsor escribe Objectives ollective Vision ize eliverables OE Model rchitecture Who Needs t? What Will t ake? cceptance esting ocumentation Project Prospectus Business uestions ollective Vision cope Meeting Future cenarios Project kinny Project Boundaries Project Vision Win onditions Benefit Map Wow Factor Uncertainty Profile ollective Vision elect ore eam Map chedule hoose Life ycle equirements d evelopment ools isk Planning Post Meeting PM nfrastructure Financial Goals Benefit Plan Partner greements Business uestions Go/No-Go ecision Update Prospectus evelopment onstruction esting ime Boxing rial and Error ollaboration Generate esults Visibility Early Value Fast Failures Business uestions Modify uestions Update Prospectus an We Get t? s t Worth t? Project eview heck Performance heck chedule heck osts heck Benefits heck Project O Go/No-Go ecision Project hanges e-irect s-needed Update Vision Update takeholders e-examine eam upport Plan Maintenance Plan eploy olution ustomer ervice tabilization raining/education Utilization Performance Feedback orrective ction Lessons Learned eam ewards rack Benefits earlo,. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. an Francisco, : Jossey-Bass. 18

daptive Project Management reated by anjiv ugustine at Pace in 2005 Builds agile cultures, mind-sets, and environments Leadership model for managing agile project teams Foster lignment and ooperation Encourage Emergence and elf Organization Learning/daptation Organic eams Guiding Vision imple ules Open nformation Light ouch daptive Leadership Leadership Leadership Leadership Leadership Leadership Leadership raftsmanship ollaboration eam Vision eam lignment ulture of hange Value Focus onduct tandups Promote Feedback dapt tyle oving Leadership Embodied Presence Embodied Learning Guiding oalition ommunity Bold Future hared Expectations Build rust Facilitate ction Go With Flow Work Life uality Build on trengths Gain ommitments Management Management Management Management Management Management dentify ommunity esign tructures Business Outcomes elineate cope ssess tatus uo ustomize Method eam ollocation Get Onsite ustomer ecentralize ontrol Pull vs. Push aily Feedback Monitor/dapt ules Get eam Players daptive Enterprise Estimate Effort esign Vision Box Elevator tatement elease Plan teration Plans Facilitate esign onduct esting Practice Pairing nformation adiator Map Value tream Manage Flow Use ction prints Monitor Practices etrospectives cenario Planning Manage eleases ugustine,. (2005). Managing agile projects. Upper addle iver, NJ: Pearson Education. 19

gile Project Management reated by Jim Highsmith at utter in 2003 Focus on strategic plans and capability analysis Most holistic agile project management framework nnovation Lifecycle Envision peculate Explore Launch lose Product Vision Product rchitecture Gather equirements Product Backlog teration Management echnical Practices Final eview Final cceptance lean Up Open tems upport Material Project Objectives Project ommunity elivery pproach elease Planning isk Planning ost Estimation eam evelopment eam ecisions ollaboration Final Final ocumentation Final eployment Final etrospective Final eports Project elebration terative elivery echnical Planning evelopment, est, and Evaluation Operational esting dapt tory nalysis ask evelopment evelopment Pairing Unit est evelopment ntegration esting ystem esting Focus Groups echnical eviews ask Estimation ask plitting ask Planning imple esigns oding and efactoring Unit and omponent esting Operational esting Usability esting cceptance esting eam Evaluations Project eporting daptive ction ontinuous tandups, rchitecture, esign, Build, ntegration, ocumentation, hange, Migration, and ntegration tory eployment Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 20

Envision Phase etermine product vision and project objectives dentifies project community and project team he major output is a Product Vision Box Envision Phase Product Vision elivery pproach elf-organization trategy ollaboration trategy ommunication trategy Process Framework ailoring Practice election and ailoring Product Vision Box Elevator est tatement Product oadmap Product Features Product Vision ocument Product rchitecture Product keleton rchitecture Hardware Feature Breakdown oftware Feature Breakdown Organizational tructure Guiding Principles Project ommunity Get the ight People Participant dentification ypes of takeholders List of takeholders ustomer-eveloper nteraction Project Objectives Project ata heet Key Business Objectives radeoff Matrix Exploration Factor equirements Variability Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 22

peculate Phase etermine organizational capability/mission needs dentifies feature-sets and system requirements he major output is a ystem elease Plan peculate Phase Gather equirements ost Estimation Establish Estimate cope Establish echnical Baseline ollect Project ata ize Project nformation Prepare Baseline Estimates nalyze Feasibility tudies Evaluate Marketing eports Gather takeholder uggestions Examine ompetitive ntelligence ollaborate with ustomers Product Backlog Product Features List Feature ards Performance equirements Prioritize Features Feature Breakdown tructure isk Planning isk dentification isk nalysis isk esponses isk Monitoring isk ontrol elease Planning Project tartup ctivities ssign tories to terations First Feasible eployment Estimate Feature Velocity etermine Product cope Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 23

Explore Phase etermine technical iteration objectives/approaches dentifies technical tasks and technical practices he major output is an Operational Element Explore Phase teration Management ollaboration Pair Programming aily tandup Meetings aily Product eam nteraction takeholder oordination ustomer nteractions teration Planning Estimate ask ize teration Length Workload Management Monitoring teration Progress echnical Practices educe echnical ebt imple esign ontinuous ntegration uthless utomated esting Opportunistic efactoring eam ecisions eam evelopment ecision Framing ecision Making ecision etrospection Leadership and ecision Making et and elay ecision Making Focus eam Molding Group into eam evelop ndividual apabilities oach ustomers Orchestrate eam hythm Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 24

dapt Phase etermine the effectiveness of operational elements dentifies customer feedback and corrective actions he major output is a Process mprovement Plan dapt Phase ustomer Focus Groups daptive ction elease Plan daptations teration Plan daptations Feature et daptations User tory daptations ask Plan daptations equirements eviews Preliminary esign eviews ritical esign eviews Product emonstration eviews cceptance esting eviews echnical eviews esk hecks/ndividual eviews tructured Walkthroughs Formal oftware nspections uality ssurance udits onfiguration Management udits Project eporting cope and uality tatus ost and chedule tatus isk and Value tatus ustomer atisfaction tatus eam and gility tatus eam Evaluations ommunications uality eam ohesiveness nterpersonal rust ndividual alent and Effort eam Performance/Effectiveness Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 25

lose Phase etermine project outcome and effectiveness dentifies strengths, weaknesses, and rewards he major output is a Lessons-Learned eport lose Phase lean Up Open tems Project elebration ndividual ewards Group ewards Partner ewards Managerial ewards Product ewards lose Open ction tems lose Open hange equests lose Open Problem eports lose Open efect eports lose Open Project ssues upport Material Finalize ocumentation Finalize Production Material Finalize Manufacturing Material Finalize ustomer ocumentation Finalize Maintenance nformation Final eports End-of-Project eports dministrative eports elease Notes Financial eports Facilities eports Final etrospective Process Performance ssessment nternal Product ssessment External Product ssessment eam Performance ssessment Project Performance ssessment Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 26

Multi-Level eams Enables projects to plan for the future and present ecomposes capabilities into implementable pieces Unclogs the drainpipes to let the execution flow freely Multi-Level eams Product Management eam Product Management eam hief Product Manager hief rchitect Product evelopment Manager elease Management eam members (1-2 per release team) elease Management eam elease Management eam Product Manager Project Manager hief rchitect Feature team members (1-2 per feature team) Feature eam Feature eams Product pecialist (and owner) teration Manager echnical and product Members evelopment team members (1-2 per development team) Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 28

Multi-Level Planning Enables multiple level enterprise plans to co-exist llows stakeholders to build viewpoint-specific plans Ensures capabilities are delivered at regular intervals Multi-Level Planning Product oadmap Product oadmap Enterprise architecture needs apability focused Vision, objectives, and backlog 18 to 36 weeks elease Plan elease Plan ubsystem architecture Feature set focused trategy, objectives, and backlog 6 to 12 weeks teration Plan teration Plan omponent-level architecture User story focused mplementation plan, objectives, and backlog 2 to 4 weeks Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 29

Multi-Level Backlog Enables multiple levels of abstraction to co-exist llows customers and developers to communicate Makes optimum use of people s time and resources Multi-Level Backlog apabilities apability Mission goal or objective level apability 1 apability 2 apability 3 High-level business or product function lso called an Epic, i.e., multiple feature sets omprises 18-90 days worth of work Feature ets Feature et ross-functional mission threads Feature 1 Feature 2 Feature 3 elated user stories that are grouped together lso called a heme, i.e., implemented as an entity omprises 6 to 30 days worth of work User tories User tory tory 1 tory 4 tory 7 tory 2 tory 5 tory 8 tory 3 tory 6 tory 9 Functional, system-level requirements imple requirement written by customer or user small unit of functionality having business value omprises 2 to 10 days worth of work Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 30

Multi-Level oordination Enables lean and agile methods to scale-up llows enterprises to create large-scale programs Unleashes optimum productivity and overall control Multi-Level oordination apability eam Feature et eam Feature et eam Feature et eam Feature eam Feature eam Feature eam Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. 31

Multi-Level Governance Highsmith, J.. (2010). gile project management: reating innovative products. Boston, M: Pearson Education. Enables enterprises to achieve functional needs llows programs to coordinate functional activities Ensures optimal technical performance is achieved Multi-Level Governance Feature eam Feature eam Feature eam Functional eam Governing eam Functional eam Functional eam M M M M M M M M M M M M M M M M M M M M M M M M M M M 32

Basic gile Metrics gile methods are based on traditional measures ize, effort, and velocity metrics are most common op-notch shops use complexity and testing metrics ype ize Effort Velocity omplexity uality esting eliability Example tory, tory Point, ask, Function Point, LO, etc. deal or ctual Hours, ays, Weeks, Months, Years, etc. tory, tory Points, Function Points, or LO per teration/print Mcabe, Halstead, Object-Oriented, elational atabase, etc. efect ensity, efect emoval Efficiency, ayleigh, etc. ests Passed/Failed/Broken, unning ested Features, etc. Mean ime to Failure, Mean ime between Failure, etc. ico,. F., ayani, H. H., & one,. (2009). he business value of agile software methods: Maximizing O with just-in-time processes and documentation. Ft. Lauderdale, FL: J. oss Publishing. 34

Burndown/Burnup Metrics ime expended is used for project tracking racked on a per-iteration or per-sprint basis Often described as a basic earned-value metric ype deal ays ctual ays deal Hours ctual Hours User tories tory Points echnical asks Example How many days something takes without interruptions How many days something takes with interruptions How many hours something takes without interruptions How many hours something takes with interruptions How many customer requirements have been satisfied How many units of software size have been satisfied How many technical tasks have been completed ohn, M. (2006). gile estimating and planning. Upper addle iver, NJ: Pearson Education. 35

gile ost Models osts based on productivity and quality models evelopment costs based on LO productivity rate Maintenance costs based on defects KLO MH ype Basic Form XP PP crum gile Example (LO Productivity + uality KLO 100) Hourly ate (LO 16.1575 + 0.7466 KLO 100) Hourly ate (LO 29.2800 + 2.1550 KLO 100) Hourly ate (LO 33.4044 + 2.3550 KLO 100) Hourly ate (LO 05.4436 + 3.9450 KLO 100) Hourly ate (LO 21.2374 + 1.7972 KLO 100) Hourly ate ico,. F., ayani, H. H., & one,. (2009). he business value of agile software methods: Maximizing O with just-in-time processes and documentation. Ft. Lauderdale, FL: J. oss Publishing. 36

gile Business Value major principle of gile Methods is creating value O is the measure of value within gile Methods here are seven closely related O measures ype osts Benefits Breakeven B/ O NPV eal Options Example otal amount of money spent on agile methods otal amount of money gained from using agile methods Point when the benefits of using agile methods exceed the costs atio of agile methods benefits to costs of using agile methods atio of adjusted agile methods benefits to costs of using them Present value of agile methods benefits that result from their use Value gained from incremental investments in high-risk projects ico,. F., ayani, H. H., & one,. (2009). he business value of agile software methods: Maximizing O with just-in-time processes and documentation. Ft. Lauderdale, FL: J. oss Publishing. 37

gile EVM EVM has been adapted to gile Methods EVM based on notion that total scope is known EVM is not well-suited for large-scale agile projects ype PMB BL B PP P P P Example otal number of story points planned for a release otal number of iterations multiplied by iteration length he planned budget for the release Number of current iterations divided by planned iterations otal story points completed divided by story points planned tory points of work completed from backlog during iteration tory points added/subtracted from backlog during iteration ulaiman,., Barton, B., & Blackburn,. (2006). gile EVM: Earned value management in scrum projects. Proceedings of the gile 2006 onference (gile 2006), Minneapolis, Minnesota, U, 7-16. 38

E-ommerce Google Google started using agile methods in 2005 Used it on one of their most profitable products ncrementally adopted agile one practice at a time Project Name Project ype Project ize Product ize Environment Before PM PM Practices fter PM Lessons Learned dwords Pay-per-lick (PP) nternet dvertising Mechanism 20 teams of 140 people distributed over 5 countries 1,838 user stories, 6,250 function points, 500,000 lines of code Entrepreneurial, egalitarian, dynamic, unpredictable, informal, unstructured hronic schedule delays, poor quality, unpredictability, poor estimation elease planning, wikis for PM support, early testing and continuous integration Better planning and estimates, earlier testing, better quality, large-scale adoption gile fit like a hand-in-glove, introduce agile methods slowly and then scale-up triebeck, M. (2006). sh: We are adding a process. Proceedings of the gile 2006 onference (gile 2006), Minneapolis, Minnesota, U, 193-201. 40

hrink-wrapped Primavera Primavera started using agile methods in 2004 Used it on their flagship project management tools dopted agile all-at-once with top-down mgt. support Project Name Project ype Project ize Product ize Environment Before PM PM Practices fter PM Lessons Learned Primavera Enterprise Project Management ool 15 teams of 90 people collocated at one site 26,809 user stories, 91,146 function points, 7,291,666 lines of code op-down, hierarchical, command and control, traditional, waterfall approach Poor relationships, quality, usability, and customer satisfaction, functional silos, 18-hour days, 7-day work weeks, frustration, disappointment, apathy, exhaustion elease planning, agile project management tools, automated testing tools 75% quality and 40% cycle time improvement, 40-hour work week, 0% attrition gile results in better communication, motivation, and empowerment chatz, B., & bdelshafi,. (2005). Primavera gets agile: successful transition to agile development. EEE oftware, 22(3), 36-42. 41

Healthcare F F suppliers started using agile methods in 2008 Used it on most stringent lass 3 certified products Used to modernize 1990s era products & processes Project Name Project ype Project ize Product ize Environment Before PM PM Practices fter PM Lessons Learned m2000 eal-time P iagnostics ystem Human Blood nalysis ool (i.e., HV-1, HBV, HV,, NG, etc.) 4 teams of 20 people collocated at one site 1,659 user stories, 5,640 function points, 451,235 lines of code F-regulated medical devices, real-time, safety-critical, lass most stringent umbersome process, poor quality, long cycle time, slow big-bang integration, obsolete, hard-to-staff tools and methods, inability to keep pace with changing requirements, ntense market competition, exponential rate of technological change, fewer resources elease planning, lighter-weight agile testing techniques, continuous integration 25% cycle time and staff-size reduction, 43% cost reduction, fewer defects gile enables the ability to balance fast cycle time with high-quality safety-critical solutions asmussen,., Hughes,., Jenks, J.., & kach, J. (2009). dopting agile in an F regulated environment. Proceedings of the gile 2009 onference (gile 2009), hicago, llinois, U, 151-155. 42

Law Enforcement FB started using agile methods following 9/11 Used it on billion dollar transformation initiatives Goal is to catch bad guys better, faster, and cheaper Project Name Project ype Project ize Product ize Environment Before PM PM Practices fter PM Lessons Learned nter-gency ntelligence haring ystem omestic errorist atabase/ata Warehouse 3 teams of 12 people collocated at one site 643 user stories, 2,188 function points, 175,000 lines of code MM Level 3, O 9001, government-mandated document-driven waterfall life cycle, emerging federal directives for more information sharing and integration among intelligence community partners, rapidly changing customer requirements Unresponsive waterfall life cycles, chronic schedule delays, anxious customers, unhappy developers, resource focus on becoming MM Level 3 certified caused everyone to lose track of the real goal, which was to catch bad guys elease planning, user stories, test-driven development, continuous integration 50% quality improvement, 200% productivity increase, FB created policy for agile methods gile enables fast response times, customer satisfaction, and ability to "catch bad guys" Babuscio, J. (2009). How the FB learned to catch bad guys one iteration at a time. Proceedings of the gile 2009 onference (gile 2009), hicago, llinois, U, 96-100. 43

U.. o OM U.. o started using agile methods following 9/11 Used it on billion-dollar software-intensive systems Goals are to respond to rapidly emerging threats Project Name Project ype Project ize Product ize Environment trategic Knowledge ntegration Website (Kweb) Knowledge Management ystem (KM) dvanced earch apability 3 teams of 12 people collocated at one site 390 user stories, 1,324 function points, 105,958 lines of code raditional linear documentation-based development, contract-oriented, hierarchical communication, rapidly changing operational requirements, need for leaner U.. military force, seeking better and faster ways of getting critical information to decision makers, decentralization, migration to net-centric service oriented architectures, egalitarian decisions Before PM PM Practices fter PM Lessons Learned Long cycle times, dissatisfied customers, unresponsive life cycles, poor quality elease planning, frequent customer collaboration, continuous integration Good teamwork, 200% productivity increase, improved quality, fewer defects gile improves customer satisfaction/communication, and overall product quality Fruhling,., Mconald, P, & unbar,. (2008). case study: ntroducing extreme programming in a U.. government system development project. Proceedings of the 41st nnual Hawaii nternational onference on ystem ciences (H 2008), Waikaloa, Big sland, Hawaii, U, 464-473. 44

dvanced gile Measures gile Methods are a fundamentally new paradigm gile Methods are not lighter raditional Methods hey should not be viewed through a traditional lens gile Metrics ustomer ollaboration nteraction frequency ommunication quality trength of elationship eam competence eam motivation eam cooperation teration size teration number teration frequency ndividuals & nteractions Working oftware esponding to hange Organizational flexibility Management flexibility ndividual flexibility ustomer trust ustomer loyalty ustomer satisfaction eam trust eam cohesion eam communications ontinuous iterations Operational iterations Validated iterations Process flexibility esign flexibility echnology flexibility valued more than valued more than valued more than valued more than ontracts ontract compliance ontract deliverables ontract change orders Processes Lifecycle compliance Process Maturity Level egulatory compliance ocumentation ocument deliveries ocument comments ocument compliance Project Plans ost ompliance cope ompliance chedule ompliance raditional Metrics ico,. F., ayani, H. H., & one,. (2009). he business value of agile software methods: Maximizing O with just-in-time processes and documentation. Ft. Lauderdale, FL: J. oss Publishing. 46

Benefits of gile Methods nalysis of 23 agile vs. 7,500 traditional projects gile projects are 54% better than traditional ones gile has lower costs (61%) and fewer defects (93%) 3.00 2.25 1.50 2.8 1.1 Before gile fter gile 20 15 10 18 11 Before gile fter gile 0.75 61% Lower ost 5 39% Less taff Project ost in Millions $ otal taffing 20 18 13.5 Before gile fter gile 2500 2270 Before gile fter gile 15 1875 10 5 24% Faster 1250 625 381 93% Less efects elivery ime in Months umulative efects Mah, M. (2008). Measuring agile in the enterprise: Proceedings of the gile 2008 onference, oronto, anada. 47

Myths about gile Methods ommon myths abound, although agile methods have been around for ~20 years: gile methods are only for software development gile methods are only for small co-located teams gile methods have no documentation gile methods have no requirements gile methods need traditional system architectures gile methods have no project management gile methods are undisciplined and unmeasurable ystems built using agile methods are unmaintainable and insecure 48

onclusions raditional methods are well-suited for predictability gile Methods are well-suited for high uncertainty t comes down to efficiency versus effectiveness raditional Project Management Predictable situations Low-technology projects table, slow-moving industries Low-levels of technological change epeatable operations Low-rates of changing project performance Long-term, fixed-price production contracts chieving concise economic efficiency goals Highly-administrative contracts Mass production and high-volume manufacturing Highly-predictable and stable market conditions Low-margin industries such as commodities elivering value at the point-of-plan gile Project Management High-levels of uncertainty and unpredictability High-technology projects Fast-paced, highly-competitive industries apid pace of technological change esearch-oriented, discovery projects Large-fluctuations in project performance horter-term, performance-based &E contracts chieving high-impact product/service effectiveness Highly-creative new product development contracts ustomer-intensive, one-off product/service solutions Highly-volatile and unstable market conditions High-margin, intellectually-intensive industries elivering value at the point-of-sale Pine, B. J. (1993). Mass customization: he new frontier in business competition. Boston, M: Harvard Business chool Press. 49

New Book on gile Methods Guide to gile Methods for business leaders ommunicates business value of gile Methods osetta stone to gile Methods for traditional folks able of ontents 1. ntroduction to gile Methods 2. Values of gile Methods 3. History of gile Methods 4. ntecedents of gile Methods 5. ypes of gile Methods 6. Practices of gile Methods 7. gile Project Management 8. gile oftware Engineering 9. gile upport Processes 10. gile ools and echnologies 11. omparison of gile Methods 12. gile Metrics and Models 13. urveys of gile Methods 14. osts-benefits of gile Methods 15. O Metrics of gile Methods 16. Measures of gile Methods 17. osts of gile Methods 18. Benefits of gile Methods 19. O of gile Methods 20. NPV of gile Methods 21. eal Options of gile Methods 22. Business Value of gile Methods 23. gile vs. raditional Methods 24. Future of gile Methods http://davidfrico.com/agile-book.htm (escription) http://www.amazon.com/dp/1604270314 (mazon) 50