Presentation on theme: "Iterative Project Management"— Presentation transcript:
1Iterative Project Management Chapter 2 – How Do Iterative Projects Function?4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
2Basic PhilosophyNo matter the methodology (and there are many), the most important feature: methodology is iterative and incremental.Regardless whether use-cases, pair-programming, scrum-meetings, feature-driven development, design by test approach or others is used, an iterative approach will greatly assist in producing predictable results.Iterative development is characterized by small mini-projects (iterations) designed with a clear set of objectives producing a measurable executable (product) objectively assessed that incrementally advances a product of increasing business value. Lots of keywords in this.The objective of this approach is simply to maximize chances for project success.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development2
3Mindset of Project Success “Chaos” approach claims successful projects are finished on time, within budget, with all the features / functions present.BUT: Using these criteria, most projects still fail;with 16-24% succeeding;And 15-40% ‘challenged’,and 33-53% failed!Successful: completed on time within budget; contains intended features/functions.Challenged: project completed and operational but is over budget/time and has fewer features than originally intendedFailed: project is cancelled before completion.Author claims that a successful project oftentimes facilitates organizational change, which changes ‘success’ criteria.While the ‘above’ criteria are important, the real success is determined by the clear benefit to the business as measured and verified by business sponsors!4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development3
4Mindset of Project Success So, we are saying that sometimes providing “specific business functionality” may not be as important as delivering business benefit. These are not necessarily the same!So what is ‘business benefit?’While we are certainly interested in projects that deliver business value in terms of functionality delivered, on time, and within budget, ‘business benefit’ itself may differ markedly from project to project and from stakeholder to stakeholder!“Ultimately a project should be judged upon the value that it delivers to the business that commissions it, the customers that purchase its products, and the users that use them.” So:It might be the application really had to be ‘first to market’ of its kind.Might be a really innovative set of functionality; something really new!Might be significant additional quality or performance…4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development4
5Mindset of Project Success Thus a project manager must understand the desired outcomes of the project are and what business results the product is expected to deliver.Too often, development teams focus on technical aspects of the project only to find themselves divorced from the “sometimes not too obvious” real business benefit desired by other stakeholders.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development5
6Success and the Iterative Project - 3 In iterative development, the project may be adapted to changing requirements as changing understanding of what constitutes success as the project progresses.Poor results may occur if the views of some stakeholders, say the project managers or customers, is divergent from the developers.An iterative approach helps us avoid this possibility of a project viewed as a failure by some yet a success by others.We need to measure project success by focusing on desired business success and not necessarily blind adherence to some original plan that might seemingly focus on pure functionality.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development6
7Success and the Iterative Project In this approach, each iteration has objectives set by the management team collaborating with the development team (esp on technical objectives) and the customer team (esp where business/requirements – related objectives are defined). Remember, it is far more important (especially to management / customer) to deliver / test scenario(s), and/or set of implemented requirements or changes resulting in a new release with more functionality than to produce a complete set of analysis and design documents for these features!4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development7
8Evidence of Success Pitfalls: (you may use these to fool yourself) Use the iterative nature to excuse never finishing anything!Allow results of one iteration to subvert results of previous iterations. A No-No!Successful project management continuously monitors iterations so that an iterationTakes a measurable step closer to desired resultBuilds upon successes of previous iterationsReduces project riskThe success of a project is measured and becomes increasingly more evident iteration by iteration!4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development8
9Key Characteristics of a Successful Iterative Project Demonstrable, objectively measured progressIncrementally increasing functionalityContinually improving qualityContinual risk reductionIncreasingly accurate estimatesReducing levels of changeConvergence on a accurate business solutionLet’s look at some of these…On time, on budget, meeting the customer’s real needs.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development9
10Demonstrable, objectively-measured progress - 2 Lots of ways: From book:Number of products / documents producedNumber of LOC producedNumber of activities completedAmount of budget consumedAmount of schedule consumedNumber of requirements verified to have been implemented correctly.Best one by far: number of requirements verified to have been implemented correctlyOthers are indirect and may not measure real progress.But we must test the release and we must record the amount of verified software!Nice graphs in book re: requirements verified vs project schedule4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development10
12Avoid Feature Creep - 1Feature Creep is natural and practically unavoidable.Frankly, if the number of requirements grows, the team will not make schedule.Solution 1: Just say no.Will keep you on schedule, but will create ill-will and will likely result in escalation.Often unforeseen features are ‘essential’Solution 2: Prioritize them and negotiate with CustomerWhat can be removed from a features list if the delivery date and resources remains constantBe careful of ‘added resources!!!!!’Best to discuss this at iteration end when plans for the next iteration are being firmed up.Underlying theme: have frequent deliverables and value present to the business sooner rather than later.Do not recommend extending the current project.Have more critical / core functions in earlier iterations4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development12
13Incrementally Increasing Functionality - 3 Essential that each iteration produce more verified, demonstratable functionality without compromising sacrificing quality established in previous iterations.But there are issues here. This is not always the case: How so?Amount of Effort may have been less during an iteration (time off; illness…)Team productivity: As we progress through the iterations, we typically increase the productivity as the architecture becomes more stable, team members become more confident in the process, risk is reduced, as well as reduced breakage (ahead)Stability of earlier iterations: Inevitable for rework and breakage. Thus in a given iteration, the code growth for the ‘next’ iteration may come up short than that previously planned.
14Incrementally Increasing Functionality The S curve depicting increased functionality shows that early iterations tend to yield ‘lesser’ incrementsDue to cost / effort of start up; familiar with environment; stability, …Lesser functionality too occurs at the end due to transitioning to the user community, training, customer service, latent bugs, clean-up, etc.Hence, middle iterations normally produce the most significant increases in high-quality increments that supplement previous increments.Too, risk is reduced, environment becomes more stable as well as the architecture, etc.
15Incrementally Increasing Functionality Increment n + 2What is this decrease?Increment n + 1Increment nIteration nIteration n + 1Iteration n + 2Each iteration has more complete functionality than the one before.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
16Continually Improving Quality - 3 Healthy projects constantly assess quality and this must increase every iteration.But quality can be impacted by assessment at end of iterations:1. testing does not totally address coded functionality (need more testing / development) and2. just plain breakage (code does not pass tests).This regression is shown in the next slide.
17Continually Improving Quality Regression in functionalityfrom previous iteration(s).But overall higher qualitycode will be produced, asshown in the graph.Iteration nIteration n + 1Iteration n + 2Iteration n + 3Each iteration has less breakage than the one before.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
18Continually Improving Quality One problem with the effort to continuously improve quality is the perception that taking care of problems should be given precedence over adding new functionalityBut by ignoring / ‘pressing on’ in the face of defects causes more significant problems.The graph (see figure 2-8 in your text – page 61) shows that by subordinating the addressing of breakage, etc. causes more time spent in fixing ‘other’ problems and less overall progress and quality. And, this rate of ‘lower’ progress/quality increases…Too much emphasis on adding functionality leads to degrading quality…We know that earlier iterations must concentrate on stabilizing the architecture and reducing risk at the cost of increased functionalityThus care must be exercises in planning the iterations to address these parts of the project where architecture concerns and risk are high. Functionality can be added secondarily to these factors.Once risk becomes reduced and the architecture stabilizes, then more functionality will be added and a higher quality product continues its evolution.Avoiding accumulating defects will increase the quality of the increments.
19Continual Risk Reduction – 2 We know that healthy projects address risk up front, as this reduces the likelihood of project failure.This is old news and is essential to early iteration planning.See next slide for graph: This graph reflects an immediate increase in risk up front rising to a high point, and then dropping off to become much lesser in importance as the project evolves.Earliest iterations are usually the most difficult as those items of high risk must be addressed.Too, a team rarely really understands all the risks up front.Thus there is a period of (book) risk exploration.What do we mean by risk mitigation?We divide projects into iterations to gain greater control over the project and mitigate risk.
20Continual Risk Reduction HighControlled Risk ManagementTotal Risk ExposureRisk Exploration and ResolutionLowProject Schedule / Iterations4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
21Controlling Change - 2Again, there will be change and rework. But it is a matter of controlling and managing these activities!Change and rework generally come at a much higher expense later on in the project because the architecture is stabilized and so much functionality has been verified and integrated into the project.Bringing Change and Rework under control dramatically impacts overall project completion.
22Controlling Change - 2Early in lifecycle, we expect change – typically between 35% and 100% - as we become more stable and learn more about the project.Rework will then typically decrease and should drop to something below 25%.We must watch the stability of the interfaces – subsystems, packages, layers, etc. Major responsibilities of components!Earlier in project – no problem.Typically if these require change well into the project, then we likely have deeper problems.Watch for these!
23Increasingly Accurate Estimates Accurate estimates for both short-term and long-term activities must be predictable.All estimates have an element of probability in them.Traditional estimates (COCOMO model) convered (as expected) as we approach end of project.Iterative projects do better due to revised estimates based on real progress measures / verified each iteration.We constantly revised our estimates and hence converge more quickly to actual costsAs time progresses, the closer we get to actual resultsMargin of error decreases as time moves on in the iterative approach.
24Increasingly Accurate Estimates Traditional approachfor estimation.This figure is taken from the COCOMO II Model Manual and is generally accepted to show the accuracy of estimates made at different points in the software development lifecycle.Source: COCOMO 2 Model Manual4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
25Increasingly Accurate Estimates Iterative estimating: note quicker convergence and reducedmargin of error. (Convince management of this)4XExpected size range for a traditional project2XExpected size range for an iterative projectRelative Size RangeX0.5XBy iterating, and applying all of the disciplines of software development, the project learns a lot more about the problem to be solved, the technology being used to implement the solution, their own capabilities and, by estimating repeatedly every iteration, how to estimate resulting in the production of more accurate estimates more quickly.0.25XProject Schedule / Iterations4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
26Estimating FactsFacts are thatEstimating is so very poorly done.Often estimates are dramatically influenced by management; perhaps negotiated. Why? “The reality is that reductions in schedule without corresponding reductions in scope have the effect of setting the project up for failure from the start.” p. 69
27Estimating Facts - 2 Facts are that Software professionals don’t develop estimating expertiseWe tend to be overly optimisticDevelopment teams don’t cope well with political problems.There’s very little historical information to base estimates uponTeams do NOT continuously revise estimatesBut by continuously estimating via learning more, developing additional business value, assessing, and verification, and, equivalently, developing our own history, our estimates can become much more authoritative and result in more predictable outcomes.
28Increasingly Accurate Estimates Note the margin of error decrease over time.XXXXXXEstimate of work to completeXXXThis slide illustrates a project re-estimating the amount of work left to complete the project every iteration. It shows that although the estimates are becoming more accurate they are not necessarily becoming smaller.Project ScheduleOriginal Target Date4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
29Reducing Levels of Change 100%Reducing levels of change? How so? Discuss.Rework (% of Total)50%The percentage of items being changed show the volatility that happens early in the iterative lifecycle. The reduction in items being changed shows an increase in stability.The reduction in the amount of items being reworked shows an increase in accuracy.The increase in the number of items being completed reflects both of these trends, but also an increase in precision.Early in the lifecycle you would expect there to be a lot of rework of the items are produced (typically between 35 and 100 %). Later as the amount of change decreases rework should drop to below 25%.0%Project Schedule / Iterations4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
30Defect Density not only defect density, but their severity. Project Schedule / IterationsDefect Density / Defects per Line of Verified CodeLowHighnot only defect density, but their severity.If so, how so?o Feasibility Iterationso Architecture Iterationso Useable Iterationso Product Releases4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
31Convergence on an Accurate Business Solution The following perspectives converge iteration by iteration:DiscussWhat the customers think they needWhat the customers expect to getWhat the developers think the customers needWhat the developers expect to deliverWhat the users actually needWhat the developers are actually going to deliverWhat the customers actually going to getInitial requirements statements and understanding is typically flawed:People don’t know what they want until they see itPeople feel if they don’t ask they won’t getIf people understand the cost and implications of what they are asking for they may not want itNegotiation and shared understanding are integral parts of the requirements process. The iterative development of the solution allows the key requirements themselves to be challenged by the demonstration of early versions of the system providing a firm foundation for increased understanding and a realistic basis for negotiation.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
32More on Convergence…Reality is that users and business analysts often don’t know what they really want until they see it.Too close to the action in many cases…Too busy; bad attitudes; resistance to change; seniors vs newbees; turf;….Often specifiers ‘need’ the world… until they see the cost and impacts on schedule.Nice thing is that early iterations address risk and force early problems to be resolved via demonstrations, proofs of concept, prototyping, etc….before long term project commitments need to be forthcoming.
33Discussion: Resources What skills do you need to iterate?What are the key roles in an iterative project?4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
34Team Responsibilities DevelopmentProject ManagementAssessmentRequirements ManagementArchitectureWho does what?What perspective do theycome from?What specific skills do yousee absolutely necessary?The Development box is shown with a dashed outline to indicate that this may be a separate teamTo iterate the key management and development skills need to be in place.4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development
35Increasing Enthusiasm, Morale, Collaboration, And Effective Teamwork Iterative approach is characterized byRegular demonstrationsAssessmentsRetrospectivesFeedback loopsThat reinforced team building and process improvement.BUT: team attitude is critical…
36Team Attitude - 1…Oftentimes an iterative approach is taken due to previous project failures.Often many individuals / groups doubt the other’s ability to meaningfully contribute or have commitment ‘they’ have.DIFFERENCES: (for management…) (book)Iterative approach provides greater ability to see what’s happeningForce issues to be dealt with immediately and not put off…Feedback is folded into the planning of iterationsActions taken to resolve issues.Iterative projects produce code almost immediately!!And these are addressed each iteration!! (unlike traditional aproaches)
37Team Attitude - 2…Developers (paraphrased) commonly doubt the customer’s commitment to the project and question their willingness to become actively engaged in steering and assessing the project through the iterative elaboration of requirements providing feedback on the iteration demonstrations and contributing to the iteration assessments.Customers often question the development team’s attitude toward their (customer’s) taking a more central role in the projects and actually listening to their inputs.
38Summary and Review Maniacal focus on producing working software Something ‘runnable’ produced every iterationObjective measurement of progressContinuous integration and testingActive reduction of riskIncremental completion ….Convergence4/6/2017Iterative Project Management / 01 - Iterative and Incremental Development