1. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 1 The Current Conversation in Agile Software Development April-2004 http://alistair.cockburn.us Alistair Cockburn

2. ©Humans and Technology, Inc., 1998-2004 Slide 2 History: Alistair’s view of agile development emerged from studying successful project teams. 1991-94“Grounded” studies of project teams in order to design a new methodology (cf. Kitchen Stories) Tested on a medium fixed-price, fixed-scope project (15M$, 50-people, 18-months) Agile techniques selected for efficiency reasons (not “changing requirements”)

3. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 3 Moving to April 2004 Agility for efficiency Anonymization & blending Executive support Agile meets SEI, PMI, Mil. Crystal as “properties” rather than “procedures”

4. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 4 Myths continued 5. Agile is an all-or-nothing affair Agile is an attitude and prioritized value set: :Project steering based on the integrated code base :Rapid feedback on product & process :People as a value center :Creativity in overcoming obstacles :(Low bureaucratic overhead ) Alternative priorities are to be : :predictable, low cost, defect-free, low liability,... It delivers process efficiency & maneuverability. :and predictability, oddly enough) Not every team values or prioritizes those items: You can blend them to the extent they are not in conflict.

5. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 5 Unexpected benefit from the agile approach: improved efficiency Process efficiency is the 4th side to the “iron triangle” Scope Time Process Resources

6. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 6 Agile methods are being blended and anonymized Inside agile projects, blending XP, Scrum, Crystal, FDD,... Outside agile projects, blending agile ideas into CMM, ISO, Mil., FDA :Asymmetric: Easier to blend agile into CMM than vice- versa :(Ref: Boehm at USC, IEEE initiative, pharmaceuticals)

7. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 7 At least half of the agile approach resides in the executive suites Colocation, access to users, frequency of deployment :(ref. Tomax customer involvement) Executive track at Agile Development Conference Executive round table in Salt Lake City Executive meeting at pharmaceutical Execs see this as a “natural” approach :“Early deliver of business value” :-- their upper-level IT managers are the resisters :“What can we do from our side?”

8. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 8 Agile meets PMI, CMM, Mil, Systems Engr, Pharma

9. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 9 PMI: Role of the Project Manager on agile projects Pull in support, motivate team, block interrupts. Sponsor(s) Visibility Decisions $ Interruptions X PM developers Communication Amicability Priorities Focus time Skills development Motivation Reflection Community (communication, amicability) Focus (known priorities, focus time) Nourishment from Executive Sponsors (decisions, money) People (abilities, motivation) Incremental development & Reflection Typical failure point in overly aggressive agile projects is forgetting this critical pathway of the PM

10. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 10 130 120 110 100 90 80 70 60 50 40 30 20 10 0 1 2 34 # story points stilal to complete Burn-down & Burn-up charts are core in agile...

11. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 11 130 120 110 100 90 80 70 60 50 40 30 20 10 0 1 2 34 # story points still to complete (append new vertical after each iteration, when scope or estimate changes)

12. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 12 Time 21 Deadline 0 # features still to complete Day x append new vertical after deadline for added scope

13. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 13 Agile meets Systems Engineering: Predictability & Visibility Nov 1 1/12/13/14/15/16/17/18/19/110/1 Failure diagnosis File attachment Part attachment Import calibration Mod recap Tool disassembly Complete open orders Prepare equipment Assign equipment Ship equipment The burn-up / earned value chart is accepted by agilists, Mil. & CMM! “Burn-up” chart a.k.a. Earned Value chart

14. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 14 Crystal Methodologies are property-based, not procedures/practices-based (Project Safety focus) 1 Frequent Delivery 2 Close (Osmotic) Communication(Crystal) 3 Reflective Improvement 4 Focus (priorities & time) 5 Personal Safety(precursor to Trust) 6 Easy Access to Expert Users 7 Configuration management 8 Automated regression testing(Environment) 9 Frequent integration Summation Property: 10 Collaboration across organizational boundaries (xxx procedures may not delivery the properties.) :The properties are more important `

15. Alistair Cockburn©Humans and Technology, Inc., 1998-2004 Slide 15 Conversations of the moment, April 2004: Agility for efficiency :Agile methods are not just for fast-changing requirements Anonymization & blending :Most agile methods in use are unnamed blends Executive support :Execs want early delivery of business value... :... control team location, furniture, access to users,... :... are hampered by their own lack of authority! Agile meets SEI, PMI, Mil., Systems Engr. :Can mix agile elements into each of them selectively :Burn-up / earned value charts is a shared vocabulary Crystal Methodologies :Described by targeted properties rather than procedures