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Lean & Agile Project Management

Lean & Agile Project Management. for Large Programs & Projects Dr. David F. Rico, PMP, CSM Website : http://davidfrico.com LinkedIn : http://www.linkedin.com/in/davidfrico Facebook : http://www.facebook.com/profile.php?id=1540017424. Author Background.

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Lean & Agile Project Management

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  1. Lean & AgileProject Management for Large Programs & Projects Dr. David F. Rico, PMP, CSM Website: http://davidfrico.com LinkedIn: http://www.linkedin.com/in/davidfrico Facebook: http://www.facebook.com/profile.php?id=1540017424

  2. Author Background • DoD contractor with 27+ years of IT experience • B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. • Large gov’t projects in U.S., Far/Mid-East, & Europe • Published six books & numerous journal articles • Adjunct at George Washington, UMUC, & Argosy • Agile Program Management & Lean Development • Specializes in metrics, models, & cost engineering • Six Sigma, CMMI, ISO 9001, DoDAF, & DoD 5000

  3. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  4. Information Age • U.S. is no longer an industrial-age nation • U.S. part of a group of post-industrial countries • U.S. consists of information-age knowledge workers Bell, D. (1999). The coming of post industrial society. New York, NY: Basic Books. 4

  5. Global Competition • Globalization has intensified market competition • High-tech market dominated by international firms • The trade deficitwith the Far East is growing bigger Khanna, P. (2009). The second world: How emerging powers are redefining global competition in the twenty-first century. New York, NY: Random House. 5

  6. Technological Change • 21st century systems are technology-intensive • Technology is evolving at an exponential speed • Technology is obsoletebefore project completion Kurzweil, R. (2005). The singularity is near: When humans transcend biology. New York, NY: Penguin Group. 6

  7. Today’s Environment • Highly-unstable global and domestic markets • Customers are demanding and difficult to please • Project plans cannot cope with this level of volatility Market Technology Organization Project People Result · · · · · · Fierce rivalry Economic driver Downsizing Vague requirements Inability to cope Poor performance · · · · · · Global competition Market driver Restructuring Volatile specs. High stress Cost overruns · · · · · Restructuring Dependent Bankruptcy Shorter schedules Over-allocated · Schedule overruns · · · · · · Market fluctuation Constant change Mergers & Acq. Smaller budgets Over-worked Poor quality · · · · · Currency instability Exponential change Lost revenues More work Work-life imbalance · Angry customers · · · · · · Global recession Disruptive Budget reductions Tough customers Beleaguered Market share loss · · · · · · Market dependency Growing complexity Reorganizations Politically-sensitive Individualistic Business loss · · · · · Imbalanced trade Software-intensive Interdependencies Large scale and size Poor people skills · Revenue loss · · · · · · Political instability Smaller Bloated processes Globally-distributed Bad communication Unprofitability · · · · · Regional warfare Ubiquitous Legacy systems Very high-risks No commitment · Poor morale · · · · · · Emerging threats Poor usability Need technology Uncertainty Lack of ownership High attrition · · · · · · Cyber attacks Nano technology Project dependent No business value Poor customer skill Bad reputation Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  8. Need for a New Model • Need for a new model of project management • Cope with high-level of uncertainty and ambiguity • With just the right balance of flexibility and discipline R&D Oriented People Centered Adaptive Customer Friendly Fast & Efficient Disciplined · · · · · · New discoveries Highly-talented people Global threats Customer interaction New technology Lightweight strategy · · · · · · Complex problems Cross-functional teams Market threats A lot of communication Quick decision-making Lightweight plans · · · · · · One-off systems Small team size New customer needs Customer demos Iterative delivery cycles Lightweight lifecycles · · · · · · Vague requirements A lot of communication Changing scope Customer feedback Frequent deliveries Security engineering · · · · · · Incomplete information Interpersonal trust Changing technology Business value focus Fast delivery schedules Light requirements · · · · · · High uncertainty Rich collaboration Changing regulations Customer satisfaction Short timelines Light architecture · · · · · · Experimentation Empowered decisions Continuous change Customer responsive Fast time-to-market Lightweight design · · · · · · Simulations Sustainable pace Flexible culture Customer sensitivity First-mover capability Code reviews · · · · · · Prototyping Daily interaction Flexible attitudes Customer relationships Minimal process costs Rigorous V&V · · · · · · Innovation oriented Rich communications Flexible policies Customer contact Low work-in-process - Rigorous CM · · · · · · New products Face-to-face interaction Flexible processes Customer involvement Flexible processes Rigorous QA · · · · · · Creative solutions Cohesiveness Flexible technologies Customer driven Market responsiveness Project reviews Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  9. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  10. What is Agile Project Mgt.? • A-P-M (ā-pē-ĕm): Light, flexible, collaborative, and adaptive; Market-centric project management model: • Sound, yet flexible process to manage projects under uncertainty, urgency, and a need for uniqueexpertise • Values, principles, and practices to help project teams in coming to grips with a challenging environment • Managing the flow of human thoughts, emotions, and interactions in a way that produces business value • Rapidly and reliably creating value by engaging customers, continuously learning, and adapting • Lightweight, yet disciplined project management model for building high-quality technology-intensive systems Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education. Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom. DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass. Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  11. Agile World View • “Agility” has many dimensions other than software • Ranges from organizational to technological agility • The focus of this brief is project managementagility Agile Leadership E F Agile Acquisition Agile Organizations Agile Strategic Planning Agile Capability Analysis E F Agile Program Management Agile Project Management Agile Systems Development E F Agile Processes & Practices Agile Tools Agile Information Systems Agile Technology

  12. Values of Agile Project Mgt. • People-centric way to create innovative solutions • Market-centric model to maximize business value • Alternativeto large document-based methodologies Agile Manifesto. (2001). Manifesto for agile software development. Retrieved September 3, 2008, from http://www.agilemanifesto.org

  13. Essence of Agile Project Mgt. • High degree of customer & developer interaction • Highly-skilled teams producing frequent iterations • Right-sized, just-enough, and just-in-time process • Business Value • ROI, NPV, ROA • Trust, Loyalty, Relationships • Leadership • Empowerment, trust • Coaching, mentoring • Market responsive • Business agility • Customer sensitive • Early market feedback • Experimentation • Sense and response Highsmith, J. A. (2002). Agile software development ecosystems. Boston, MA: Addison-Wesley.

  14. How do Lean & Agile Intersect? • Lean thinking provides the what (requirements) • Agile thinking provides the how(implementation) • Agile proj. mgt. is lean, light, adaptable, and flexible Womack, J. P., & Jones, D. T. (1996). Lean thinking: Banish waste and create wealth in your corporation. New York, NY: Free Press. Reinertsen, D. G. (2009). The principles of product development flow: Second generation lean product development. New York, NY: Celeritas. Reagan, R. B., & Rico, D. F. (2010). Lean and agile acquisition and systems engineering: A paradigm whose time has come. DoD AT&L Magazine, 39(6). 14

  15. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  16. Scrum Project Management • Created by Jeff Sutherland at Easel in 1993 • Product backlog comprised of customer needs • Barely-sufficient project management framework Initial Planning Sprint Cycle Discovery Session Sprint · · Select Tasks and Create Tests Agile Training · Create Simple Designs · Project Discovery · Code and Test Software Units · Process Discovery · Perform Integration Testing · Team Discovery · Maintain Daily Burndown Chart · Initial Backlog · Update Sprint Backlog Release Planning Sprint Planning Daily Scrum Sprint Review · · · · Set Sprint Capacity Completed Backlog Items Present Backlog Items Business Case · · · Identify Tasks Planned Backlog Items Record Feedback · Desired Backlog · · · Estimate Tasks Impediments to Progress Adjust Backlog · Hi - Level Estimates · Prioritize Backlog · Finalize Backlog Sprint Retrospective Product Backlog Sprint Backlog Potentially Shippable Product · · · Prioritized Requirements List of Technical Tasks Assigned to a Sprint Working Operational Software Schwaber, K. (2004). Agile project management with scrum. Redmond, WA: Microsoft Press.

  17. XP Project Management • Created by Kent Beck at Chrysler in 1998 • Release plan is comprised of customer needs • Lightweight, rigorous near-term planning element Release Planning Iteration Planning Exploration Phase Exploration Phase · · · · Build a Team Split User Stories Analyze Release Plan Read User Stories · · · · Write User Stories Spike User Stories Identify Iteration Goal Develop Tasks · · · · Estimate User Stories Write User Tests Select User Stories Split Tasks Commitment Phase Commitment Phase · · · · Sort by Value Choose a Scope Accept Tasks Analyze Schedules · · · · Sort by Risk Set Iteration Length Set Individual Velocity Set Load Factors · · · · Set Velocity Develop Release Plan Estimate Tasks Balance Tasks Steering Phase Steering Phase · · · · Select Iteration New Release Plan Select Partner Unit/Integration Test · · · · Adjust Velocity Select Tools Write Unit Tests User Acceptance Test · · · · Insert New Stories Adjust Teams Design and Code Record Progress Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.

  18. Flexible Project Management • Created by Doug DeCarlo at Cutter in 2004 • Focus is on collaboration, scoping, and speed • Thinner traditional project management approach Visionate Speculate Innovate Re-Evaluate Disseminate Sponsor’s Vision Planning Meeting Learning by Doing Business Questions Product Launch · · · · · Interview Sponsor Collective Vision SCORE Model Who Needs It? Acceptance Testing · · · · · Describe Objectives Size Deliverables Architecture What Will It Take? Documentation · · · · · Project Prospectus Map Schedule Development Can We Get It? Support Plan · · · · · Business Questions Choose Life Cycle Construction Is It Worth It? Maintenance Plan · · · Requirements ID’d Testing Deploy Solution · · · Development Tools Time Boxing Customer Service Collective Vision Project Review · · Risk Planning Trial and Error · · Scope Meeting Check Performance · Collaboration Stabilization · · Future Scenarios Check Schedule Post Meeting · · Project Skinny Check Costs · Training/Education Generate Results · · PM Infrastructure · Project Boundaries Check Benefits · Utilization · · Financial Goals · Project Vision · Check Project ROI Visibility · Performance · · · Win Conditions Benefit Plan · Go / No - Go Decision Early Value · Feedback · · Partner Agreements Benefit Map · Fast Failures · Corrective Action · Wow Factor Project Changes · Uncertainty Profile Business Questions Business Questions Lessons Learned · Re-Direct As-Needed · · Go/No-Go Decision Modify Questions · Update Vision Collective Vision Team Rewards · Update Stakeholders · Re-examine Team Select Core Team Update Prospectus Update Prospectus Track Benefits DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.

  19. Adaptive Project Management • Created by Sanjiv Augustine at CC Pace in 2005 • Builds agile cultures, mind-sets, and environments • Leadership model for managing agile project teams Foster Alignment and Cooperation Encourage Emergence and Self Organization Learning/Adaptation Organic Teams Guiding Vision Simple Rules Open Information Light Touch Adaptive Leadership Leadership Leadership Leadership Leadership Leadership Leadership · · · · · · Craftsmanship Team Vision Culture of Change Conduct Standups Adapt Style Embodied Presence · · · · · · Collaboration Team Alignment Value Focus Promote Feedback Roving Leadership Embodied Learning · · · · Guiding Coalition Bold Future Build Trust Go With Flow · · · · Community Shared Expectations Facilitate Action Work Life Quality · Build on Strengths · Gain Commitments Management Management Management Management Management Management · · · · · · Identify Community Business Outcomes Assess Status Quo Team Collocation Decentralize Control Daily Feedback · · · · · · Design Structures Delineate Scope Customize Method Get Onsite Customer Pull vs . Push Monitor/Adapt Rules · · · · · · Get Team Players Estimate Effort Release Plan Practice Pairing Manage Flow Monitor Practices · · · · · · Adaptive Enterprise Design Vision Box Iteration Plans Information Radiator Use Action Sprints Retrospectives · · · · Elevator Statement Facilitate Design Map Value Stream Scenario Planning · Conduct Testing · Manage Releases Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.

  20. Agile Project Management • Created by Jim Highsmith at Cutter in 2003 • Focus on strategic plans and capability analysis • Most holistic agile project management framework Innovation Lifecycle Envision Speculate Explore Launch Close · · · · · Product Vision Gather Requirements Iteration Management Final Review Clean Up Open Items · · · · · Product Architecture Product Backlog Technical Practices Final Acceptance Support Material · · · · · Project Objectives Release Planning Team Development Final QA Final Retrospective · · · · · Project Community Risk Planning Team Decisions Final Documentation Final Reports · · · · · Delivery Approach Cost Estimation Collaboration Final Deployment Project Celebration Iterative Delivery Technical Planning Development , Test , and Evaluation Operational Testing Adapt · · · · Story Analysis Development Pairing Integration Testing Focus Groups · · · · Task Development Unit Test Development System Testing Technical Reviews · · · · Task Estimation Simple Designs Operational Testing Team Evaluations · · · · Task Splitting Coding and Refactoring Usability Testing Project Reporting · · · · Task Planning Unit and Component Testing Acceptance Testing Adaptive Action Continuous Story Deployment · Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and Integration Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  21. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  22. Envision Phase • Determine product vision and project objectives • Identifies project community and project team • The major output is a “Product Vision Box” Envision Phase Product Vision · Product Vision Box · Elevator Test Statement · Product Roadmap · Product Features Delivery Approach Product Architecture · Product Vision Document · · Self-Organization Strategy Product Skeleton Architecture · · Collaboration Strategy Hardware Feature Breakdown · · Communication Strategy Software Feature Breakdown · · Process Framework Tailoring Organizational Structure · · Practice Selection and Tailoring Guiding Principles Project Community Project Objectives · · Get the Right People Project Data Sheet · · Participant Identification Key Business Objectives · · Types of Stakeholders Tradeoff Matrix · · List of Stakeholders Exploration Factor · · Customer-Developer Interaction Requirements Variability Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  23. Speculate Phase • Determine organizational capability/mission needs • Identifies feature-sets and system requirements • The major output is a “System Release Plan” Speculate Phase Gather Requirements · Analyze Feasibility Studies · Evaluate Marketing Reports · Gather Stakeholder Suggestions · Examine Competitive Intelligence Cost Estimation Product Backlog · Collaborate with Customers · · Establish Estimate Scope Product Features List · · Establish Technical Baseline Feature Cards · · Collect Project Data Performance Requirements · · Size Project Information Prioritize Features · · Prepare Baseline Estimates Feature Breakdown Structure Risk Planning Release Planning · · Risk Identification Project Startup Activities · · Risk Analysis Assign Stories to Iterations · · Risk Responses First Feasible Deployment · · Risk Monitoring Estimate Feature Velocity · · Risk Control Determine Product Scope Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  24. Explore Phase • Determine technical iteration objectives/approaches • Identifies technical tasks and technical practices • The major output is an “Operational Element” Explore Phase Iteration Management · Iteration Planning · Estimate Task Size · Iteration Length · Workload Management Collaboration Technical Practices · Monitoring Iteration Progress · · Pair Programming Reduce Technical Debt · · Daily Standup Meetings Simple Design · · Daily Product Team Interaction Continuous Integration · · Stakeholder Coordination Ruthless Automated Testing · · Customer Interactions Opportunistic Refactoring Team Decisions Team Development · · Decision Framing Focus Team · · Decision Making Molding Group into Team · · Decision Retrospection Develop Individual Capabilities · · Leadership and Decision Making Coach Customers · · Set and Delay Decision Making Orchestrate Team Rhythm Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  25. Adapt Phase • Determine the effectiveness of operational elements • Identifies customer feedback and corrective actions • The major output is a “Process Improvement Plan” Adapt Phase Customer Focus Groups · Requirements Reviews · Preliminary Design Reviews · Critical Design Reviews · Product Demonstration Reviews Adaptive Action Technical Reviews · Acceptance Testing Reviews · · Release Plan Adaptations Desk Checks/Individual Reviews · · Iteration Plan Adaptations Structured Walkthroughs · · Feature Set Adaptations Formal Software Inspections · · User Story Adaptations Quality Assurance Audits · · Task Plan Adaptations Configuration Management Audits Project Reporting Team Evaluations · · Scope and Quality Status Communications Quality · · Cost and Schedule Status Team Cohesiveness · · Risk and Value Status Interpersonal Trust · · Customer Satisfaction Status Individual Talent and Effort · · Team and Agility Status Team Performance/Effectiveness Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  26. Close Phase • Determine project outcome and effectiveness • Identifies strengths, weaknesses, and rewards • The major output is a “Lessons-Learned Report” Close Phase Clean Up Open Items · Close Open Action Items · Close Open Change Requests · Close Open Problem Reports · Close Open Defect Reports Project Celebration Support Material · Close Open Project Issues · · Individual Rewards Finalize Documentation · · Group Rewards Finalize Production Material · · Partner Rewards Finalize Manufacturing Material · · Managerial Rewards Finalize Customer Documentation · · Product Rewards Finalize Maintenance Information Final Reports Final Retrospective · · End-of-Project Reports Process Performance Assessment · · Administrative Reports Internal Product Assessment · · Release Notes External Product Assessment · · Financial Reports Team Performance Assessment · · Facilities Reports Project Performance Assessment Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  27. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  28. Multi-Level Teams • Enables projects to plan for the future and present • Decomposes capabilities into implementable pieces • Unclogs the drainpipes to let the execution flow freely Multi-Level Teams Product Management Team Product Management Team · Chief Product Manager · Chief Architect · Product Development Manager · Release Management Team members (1-2 per release team) Release Management Team Release Management Team · Product Manager · Project Manager · Chief Architect · Feature team members (1-2 per feature team) Feature Team Feature Teams · Product Specialist (and owner) · Iteration Manager · Technical and product Members · Development team members (1-2 per development team) Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  29. Multi-Level Planning • Enables multiple level enterprise plans to co-exist • Allows stakeholders to build viewpoint-specific plans • Ensures capabilities are delivered at regular intervals Multi-Level Planning Product Roadmap Product Roadmap · Enterprise architecture needs · Capability focused · Vision, objectives, and backlog · 18 to 36 weeks Release Plan Release Plan · Subsystem architecture · Feature set focused · Strategy, objectives, and backlog · 6 to 12 weeks Iteration Plan Iteration Plan · Component-level architecture · User story focused · Implementation plan, objectives, and backlog · 2 to 4 weeks Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  30. Multi-Level Backlog • Enables multiple levels of abstraction to co-exist • Allows customers and developers to communicate • Makes optimum use of people’s time and resources Multi-Level Backlog Capabilities Capability · Mission goal or objective level · High-level business or product function Capability Capability Capability 1 2 3 · Also called an Epic, i.e., multiple feature sets · Comprises 18 - 90 days worth of work Feature Sets Feature Set · Cross-functional mission threads Feature Feature Feature · Related user stories that are grouped together 1 2 3 · Also called a Theme, i.e., implemented as an entity · Comprises 6 to 30 days worth of work User Stories User Story · Functional, system-level requirements Story 1 Story 4 Story 7 · Simple requirement written by customer or user Story 2 Story 5 Story 8 · A small unit of functionality having business value · Comprises 2 to 10 days worth of work Story 3 Story 6 Story 9 Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  31. Multi-Level Coordination • Enables lean and agile methods to scale-up • Allows enterprises to create large-scale programs • Unleashes optimum productivity and overall control Multi-Level Coordination Capability Team Feature Set Team Feature Set Team Feature Set Team Feature Team Feature Team Feature Team Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  32. Multi-Level Governance • Enables enterprises to achieve functional needs • Allows programs to coordinate functional activities • Ensures optimal technical performance is achieved Multi-Level Governance Governing Team R T S Functional Team Functional Team Functional Team R R R T T T S S S R R R T T T S S S R R R T T T S S S Feature Team Feature Team Feature Team R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S R A D R A D R A D R A D R A D R A D R A D R A D R A D I T C I T C I T C I T C I T C I T C I T C I T C I T C Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Q M S Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

  33. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt. 33

  34. What is Kanban? • Kan-ban ('kæn-bæn): Signboard, billboard, signal cards; Lean, just-in-time system of production: • A lean and just-in-time manufacturing process for regulating the flow of production based on demand • A pull-system philosophy of customized production vs. a push system of mass-market manufacturing • A set of principles for creating a lean, efficient, and waste-free product flow by limiting work-in-process • Use of simple organizational policy changes resulting in order-of-magnitude performance improvements • Results in high customer satisfaction, stakeholder trust, quality, productivity, efficiency, and morale 34

  35. Kanban Goals • Kanban seeks initially to change as little as possible • Change without resistance is the first Kanban goal • Focus on improving quality, lead time and morale Optimize existing processes (rather than change them) Goal 1 Deliver high product quality (to build stakeholder trust) Goal 2 Goal 3 Reduce long lead times (and stabilize them) Goal 4 Achieve sustainable pace (work-life balance) Provide process slack (for process improvement) Goal 5 Simplify workload prioritization (of customer needs) Goal 6 Provide transparency (into design and operations) Goal 7 Strive for process maturity (to improve performance) Goal 8 Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 35

  36. Kanban Recipe for Success • Based on principles for product development flow • Uses operations and mathematical queue theory • Pragmatic operating principles for development Focus on Quality Reduce WIP Deliver Often Balance Demand Prioritize Attack Variability · · · · · · Walkthroughs Process flowcharting Short releases Regulate inputs Prioritize inputs Work item size · · · · · · Inspections Workflow analysis Short increments Identify bottlenecks Business focus - Work item type mix · · · · · · Technical reviews Kanban boards Short iterations Create slack Business value focus Service class mix · · · · · · Peer reviews Limit work tasks Small releases Limit work-in-process Influence prioritization Irregular flow · · · · · · Pair programming Limit queues Frequent releases Create pull system Stabilize process Rework · · · · · · Test driven design Limit buffers Small batch sizes Focus on precision Build stakeholder trust Ambiguous reqmnts. · · · · · · Continuous integration Limit backlogs Customer collaboration Focus on quality Perform risk analysis Expedited requests · · · · · · Design patterns Simple prioritization Developer collaboration Take pride in work Analyze demand Environment avail. · · · · · · Refactoring Adequate resources Ample communication Improve morale Evaluate size Market fluctuations · · · · · · Design simplicity Process automation Frequent builds Learn new skills Evaluate complexity Coordination · · · · · · Usability engineering Policy statements Deploy often Obtain training Market forecasting Technological change · · · · · · Formal methods Simplify process Automatic updates Continuously improve Technology analysis Skill/experience mix Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 36

  37. Value Stream Mapping • Start by flow-charting the as-is product workflow • Add buffers and queues one feels are necessary • Add WIP limitsto buffers, queues, and activity Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 37

  38. Work-in-Process • High work-in-process leads to longest lead times • Low work-in-processgreatly reduces lead times • Results in better customer trust and satisfaction Anderson, D. J. (2010). Kanban: Successful evolutionary change for your technology business. Sequim, WA: Blue Hole Press. 38

  39. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  40. Basic Agile Metrics • Agile methods are based on traditional measures • Size, effort, and velocity metrics are most common • Top-notch shops use complexity and testing metrics Type Example Story, Story Point, Task, Function Point, LOC, etc. Size Effort Ideal or Actual Hours, Days, Weeks, Months, Years, etc. Velocity Story, Story Points, Function Points, or LOC per Iteration/Sprint McCabe, Halstead, Object-Oriented, Relational Database, etc. Complexity Defect Density, Defect Removal Efficiency, Rayleigh, etc. Quality Tests Passed/Failed/Broken, Running Tested Features, etc. Testing Mean Time to Failure, Mean Time between Failure, etc. Reliability Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.

  41. Burndown/Burnup Metrics • Time expended is used for project tracking • Tracked on a per-iteration or per-sprint basis • Often described as a basic earned-value metric Type Example Ideal Days How many days something takes without interruptions Actual Days How many days something takes with interruptions Ideal Hours How many hours something takes without interruptions Actual Hours How many hours something takes with interruptions User Stories How many customer requirements have been satisfied Story Points How many units of software size have been satisfied How many technical tasks have been completed Technical Tasks Cohn, M. (2006). Agile estimating and planning. Upper Saddle River, NJ: Pearson Education.

  42. Agile Cost Models • Costs based on productivity and quality models • Development costs based on LOC  productivity rate • Maintenance costs based on defects KLOC  MH Type Example Basic Form (LOC Productivity + Quality KLOC  100)  Hourly Rate XP (LOC 16.1575 + 0.7466 KLOC  100)  Hourly Rate TDD (LOC 29.2800 + 2.1550 KLOC  100)  Hourly Rate PP (LOC 33.4044 + 2.3550 KLOC  100)  Hourly Rate Scrum (LOC 05.4436 + 3.9450 KLOC  100)  Hourly Rate Agile (LOC 21.2374 + 1.7972 KLOC  100)  Hourly Rate Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.

  43. Agile Business Value • A major principle of Agile Methods is creating value • ROI is the measure of value within Agile Methods • There are seven closely related ROI measures Type Example Costs Total amount of money spent on agile methods Benefits Total amount of money gained from using agile methods Breakeven Point when the benefits of using agile methods exceed the costs B/CR Ratio of agile methods benefits to costs of using agile methods ROI Ratio of adjusted agile methods benefits to costs of using them NPV Present value of agile methods benefits that result from their use Real Options Value gained from incremental investments in high-risk projects Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods: Maximizing ROI with just-in-time processes and documentation. Ft. Lauderdale, FL: J. Ross Publishing.

  44. Agile EVM • EVM has been adapted to Agile Methods • EVM based on notion that total scope is known • EVM is “not” well-suited for large-scale agile projects Type Example Total number of story points planned for a release PMB Total number of iterations multiplied by iteration length SBL The planned budget for the release BAC PPC Number of current iterations divided by planned iterations Total story points completed divided by story points planned APC Story points of work completed from backlog during iteration SPC Story points added/subtracted from backlog during iteration SPA Sulaiman, T., Barton, B., & Blackburn, T. (2006). Agile EVM: Earned value management in scrum projects. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 7-16.

  45. Agenda Need for Agile Project Mgt. Intro to Agile Project Mgt. Types of Agile Project Mgt. Phases of Agile Project Mgt. Scaling Agile Project Mgt. Scaling Agile to Lean/Kanban Metrics for Agile Project Mgt. Cases of Agile Project Mgt. Summary of Agile Project Mgt.

  46. E-Commerce—Google • Google started using agile methods in 2005 • Used it on one of their most profitable products • Incrementally adopted agile one practice at a time AdWords Project Name Pay-per-Click (PPC) Internet Advertising Mechanism Project Type 20 teams of 140 people distributed over 5 countries Project Size 1,838 user stories, 6,250 function points, 500,000 lines of code Product Size Entrepreneurial, egalitarian, dynamic, unpredictable, informal, unstructured Environment Chronic schedule delays, poor quality, unpredictability, poor estimation Before APM Release planning, wikis for APM support, early testing and continuous integration APM Practices Better planning and estimates, earlier testing, better quality, large-scale adoption After APM Agile fit like a hand-in-glove, introduce agile methods slowly and then scale-up Lessons Learned Striebeck, M. (2006). Ssh: We are adding a process. Proceedings of the Agile 2006 Conference (Agile 2006), Minneapolis, Minnesota, USA, 193-201.

  47. Shrink-Wrapped—Primavera • Primavera started using agile methods in 2004 • Used it on their flagship project management tools • Adopted agile all-at-once with top-down mgt. support Primavera Project Name Enterprise Project Management Tool Project Type 15 teams of 90 people collocated at one site Project Size 26,809 user stories, 91,146 function points, 7,291,666 lines of code Product Size Top-down, hierarchical, command and control, traditional, waterfall approach Environment Poor relationships, quality, usability, and customer satisfaction, functional silos, 18-hour days, 7-day work weeks, frustration, disappointment, apathy, exhaustion Before APM Release planning, agile project management tools, automated testing tools APM Practices 75% quality and 40% cycle time improvement, 40-hour work week, 0% attrition After APM Agile results in better communication, motivation, and empowerment Lessons Learned Schatz, B., & Abdelshafi, I. (2005). Primavera gets agile: A successful transition to agile development. IEEE Software, 22(3), 36-42.

  48. Healthcare—FDA • FDA suppliers started using agile methods in 2008 • Used it on most stringent Class 3 certified products • Used to modernize 1990s era products & processes m2000 Real-time PCR Diagnostics System Project Name Human Blood Analysis Tool (i.e., HIV-1, HBV, HCV, CT, NG, etc.) Project Type 4 teams of 20 people collocated at one site Project Size 1,659 user stories, 5,640 function points, 451,235 lines of code Product Size FDA-regulated medical devices, real-time, safety-critical, Class III–most stringent Environment Cumbersome process, poor quality, long cycle time, slow big-bang integration, obsolete, hard-to-staff tools and methods, inability to keep pace with changing requirements, Intense market competition, exponential rate of technological change, fewer resources Before APM Release planning, lighter-weight agile testing techniques, continuous integration APM Practices 25% cycle time and staff-size reduction, 43% cost reduction, fewer defects After APM Agile enables the ability to balance fast cycle time with high-quality safety-critical solutions Lessons Learned Rasmussen, R., Hughes, T., Jenks, J. R., & Skach, J. (2009). Adopting agile in an FDA regulated environment. Proceedings of the Agile 2009 Conference (Agile 2009), Chicago, Illinois, USA, 151-155.

  49. Law Enforcement—FBI • IC started using agile methods following 9/11 • Used it on billion dollar transformation initiatives • Goal is to catch bad guys better, faster, and cheaper Inter-Agency Intelligence Sharing System Project Name Project Type Domestic Terrorist Database/Data Warehouse 3 teams of 12 people collocated at one site Project Size 643 user stories, 2,188 function points, 175,000 lines of code Product Size CMMI Level 3, ISO 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 Environment Unresponsive waterfall life cycles, chronic schedule delays, anxious customers, unhappy developers, resource focus on becoming CMMI Level 3 certified caused everyone to lose track of the real goal, which was to “catch bad guys” Before APM Release planning, user stories, test-driven development, continuous integration APM Practices 50% quality improvement, 200% productivity increase, FBI created policy for agile methods After APM Lessons Learned Agile enables fast response times, customer satisfaction, and ability to "catch bad guys" Babuscio, J. (2009). How the FBI learned to catch bad guys one iteration at a time. Proceedings of the Agile 2009 Conference (Agile 2009), Chicago, Illinois, USA, 96-100.

  50. U.S. DoD—STRATCOM • U.S. DoD started using agile methods following 9/11 • Used it on billion-dollar software-intensive systems • Goals are to respond to rapidly emerging threats Strategic Knowledge Integration Website (SKIweb) Project Name Knowledge Management System (KMS)—Advanced Search Capability Project Type 3 teams of 12 people collocated at one site Project Size 390 user stories, 1,324 function points, 105,958 lines of code Product Size Traditional linear documentation-based development, contract-oriented, hierarchical communication, rapidly changing operational requirements, need for leaner U.S. military force, seeking better and faster ways of getting critical information to decision makers, decentralization, migration to net-centric service oriented architectures, egalitarian decisions Environment Long cycle times, dissatisfied customers, unresponsive life cycles, poor quality Before APM Release planning, frequent customer collaboration, continuous integration APM Practices Good teamwork, 200% productivity increase, improved quality, fewer defects After APM Lessons Learned Agile improves customer satisfaction/communication, and overall product quality Fruhling, A., McDonald, P, & Dunbar, C. (2008). A case study: Introducing extreme programming in a U.S. government system development project. Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008), Waikaloa, Big Island, Hawaii, USA, 464-473.

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