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Presented to PMAG L. Lowe, G. Mays and J. Skinner April 19,2010

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1 Presented to PMAG L. Lowe, G. Mays and J. Skinner April 19,2010
Agile Development Presented to PMAG L. Lowe, G. Mays and J. Skinner April 19,2010

2 Agenda What Is Agile Development Why Use Agile (WIFM)
Agile vs. Waterfall Agile & PPM State Agency Experience Next Steps References

3 What is Agile Development
Agile is a team driven iterative approach to development where the users and product owner are constantly involved with the development team during the entire project life cycle. Uses simple adaptable processes Continuous communication with stakeholders Empowers people to collaborate and make decisions quickly Relies on continuous planning, testing and integration Uses iterations, incremental delivery and continuous feedback to refine and deliver the product Methodologies include Extreme Programming (XP), Scrum, Crystal, Dynamic Systems Development Method (DSDM), Lean Development & Feature-Driven Development (FDD)

4 Agile Manifesto for Software Development
We are uncovering better ways of developing software; we have come to value: Individuals & interactions over Processes & tools Working software early Comprehensive documentation Customer collaboration Contract negotiation Responding to change Following a plan While there is value in the items on the right, we value the items on the left more. Agile Manifesto

5 Agile Principles Customer satisfaction is #1 priority
Deliver early, continuous value Embrace change and uncertainty Business and developers work together Provide motivated individuals the work environment and support they need to succeed Communicate face to face (co-locate if possible) Best architectures, requirements, and designs emerge Trust the team to get job done

6 Why Use Agile (WIFM) Current Approach: Budget overruns
Missed target dates Too many projects Not enough people Scope creep (addressed with future projects) Everything is top priority Fire-drills and instability wreck havoc Agile Promises: Quality – produces reliable products/services Productivity – increases effectiveness, deliver quickly and on-time Value - brings customer value as soon as possible Innovation – fosters creativity

7 Agile: Better Productivity

8 Agile: Better Quality Source:

9 Agile: Better All Around

10 Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Goal
Deliver smaller product releases faster, improve as you go (incremental and iterative) Follow a baselined project plan Change Embraces changing, adaptable, flexible scope Deliver approved requirements for current increment Expect and welcome new features; address scope creep in future increments Predictable, stable, well defined requirements, tight scope control Avoid out-of-control changes and gold-plaiting Rebaseline project as needed to handle approved change requests Repeatability Unique product, each project is different Standard templates, software has similarities and the process to create it fits into repeatable steps

11 Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Process
Empirical process – experimental with uncertain requirements and deliverables Emergence model (experience, observe, adapt, fine-tune) use of prototyping (build + test) Individuals and interactions valued Definitive process - defined process with known requirements and deliverables Pre-formulated, repeatable, defined Processes and tools add value in the hands of competent staff Formality/ Structure Informal, fluid, unstructured Products defined incrementally and rapidly Formal, definite, structured Products designed and defined before building Planning Team guided by expertise without formally defined project plans More important to respond to business driven change than follow a plan Event–based planning using project management processes Well defined project plans

12 Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Phases
Smaller product releases May include multiple, simultaneous or sequential "waterfalls” Allows requirements to change Work Phases (requirements, design, construction ,implementation) executed in single linear process Permits change via defined change management process Status Reporting/ Oversight Direct transparency into progress and status for all stakeholders Accountable to the customer Customer sees work getting done daily rather than reviewing written reports Project status and delivery of services are visible to management at defined points Formal governance and oversight bodies receive periodic written and verbal status updates Quality & Communication Formal processes block open communication Team collaboration produces a quality product Formal Communication Plans High quality work results from structure and Quality Management plans

13 Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Issue & Risk
Management Highly proactive –impediments get resolved daily Empowered team makes decisions, takes action and resolves issues promptly Easier to fix a problem than log and track it Formal issue and risk management disciplines No issues/risks are lost in the shuffle May take longer to remove impediments Documentation Working software is more critical than full documentation Only develop documentation that adds value to product Easier to collect and act on raw data than spend time developing perfect documents High quality documentation using standard templates prepared, reviewed and formally approved (time consuming & costly)

14 Implementing it is Hard…
Agile & PPM Agile is Easy…. Implementing it is Hard… …Must change Processes and Values…

15 Agile (Scrum) Lifecycle
Agile & PPM: Lifecycle Agile (Scrum) Lifecycle Vision/Discovery ( imagine) Release Planning (envision) Sprint Planning (plan) Iteration (create) Review (show) Retrospective (adapt) PPM Lifecycle Phase 1: Project Initiation Phase 2: Planning & Design A few early iterations (sprints) occur here Phase 3: Execution & Build Vast majority of iterations (sprints) occur here Phase 4: Implementation Final iteration (sprint) occurs here Phase 5: Closeout

16 Key Agile (Scrum) Artifacts
Agile & PPM: Artifacts Key Agile (Scrum) Artifacts Vision - Elevator Statement (For …, product/system is … that …. Unlike …, product/service can …) Stories – link to Vision and capture customer expectations and requirements (As a …, I want …, so that …) Product Backlog – is a list of prioritized stories broken down to make it easily consumable within a single sprint Sprint Backlog – actual work that the team commits to deliver in the current sprint; contains all tasks and tests to complete a subset of work Burndown Chart – is a visual indicator and constant reminder of remaining work to complete Potentially Shippable Increment – focus on Minimal Marketable Product (MMP)

17 SCIO Required Artifacts:
Agile & PPM: Artifacts Key PPM Artifacts Agency Artifacts: Acceptance Criteria Change Management Plan Communication Plan Configuration Management Plan Deployment/Rollout Plan Disaster Recovery/Business Continuity Plan Operations and Maintenance Transition Plan Pilot Phase Results Project Plan Quality Assurance Plan Risk Management Plan Statement of Work (SOW) Test and Acceptance Results Test Plan Training Plan Work Breakdown Structure SCIO Required Artifacts: Alternatives Analysis (projects >$10M) Business Requirements Cost Estimate Lessons Learned Procurement Plan Staffing Plan Technical Architecture System Design (TASD) NOTE: See handout that shows mapping/XRef that relates PPM artifacts with corresponding Agile artifacts.

18 State Agency Experience
Challenges Encountered Agile Principle State Government Reality Strive for efficiency, fast decisions, quick delivery to customer Can take 2-4 times longer in state government Co-located fully dedicated team members Staff wear many hats - stretched too thin Facility limitations not conducive to co-locating Best infrastructures evolve (stick vs. stack) Environments must exist to do Sprints, yet: Procurement not allowed until after Gate 1 Fully defined TASD required for Gate 2 Project Structure: Team consists of Pigs (Chickens are out) Agency PMO, statewide EPMO, architects at Agency and Statewide level, plus other supporting external groups influence project outcomes and impact progress/speed

19 The Pig’s Point Of View Pig – Someone occupying one of the three Scrum Roles (Team, Product Owner, Scrum Master) who has made a commitment and has authority to fulfill it.

20 On the Job Training- Real Experience
Terminology is different; processes are different but the goals are the same. Meet the requirements, on time, and if possible under budget. The Product Backlog provides the overall game plan and replaces the requirements document. The Sprint Backlog sets the pace and determines the work or tasks to be done. Expect the first Agile project and first few sprints to be “Lessons Learned”.

21 Sprint Backlog The Sprint Backlog is similar to the Gantt Chart

22 Very First Sprint The First Agile Project – First Sprint 2008

23 Current Agile Project Most recently completed Sprint of our 4th Agile Project

24 State Agency Experience: Lessons Learned
Build time in for training and learning curve Planning and real life don’t always match – getting hands dirty up front saves time and effort over long run Very little time to “explore” different possibilities in a SPRINT if one did not work SCRUM does not fit all projects - best system development methodology depends on nature of the project, organization and other factors Harder to use pure SCRUM methods in database centric projects There are tradeoffs to simplifying the workflow too much - more detail gets more information, but takes too long Useful to forge ahead in spite of unexpected obstacles Prioritizing what was important helped a lot

25 State Agency Experience: Lessons Learned
Very talented, focused people can move along very quickly, given opportunity to do so Fully dedicated resources are essential for optimal work product Daily meetings were very useful to keep momentum going, and information flowing SCRUM Master stays very busy removing obstacles and keeping team focused Useful to keep documentation to a minimum, yet documentation of process and decisions was important Detail in documentation is critical for future recall and decision making Team found delivery of implementable product in a short period of time very satisfying Media capability may enhance virtual team efficiency when co-location is not viable – e.g. collaborating with websites and video conferencing

26 Next Steps The Enterprise Project Management Office Improvement Plan for FY09-11 addresses items identified in our recent agency survey. Comments indicated the need to review the project approval processes for system development life cycles other than SDLC. An agency workgroup will be formed to develop best practices for systems development life cycles (SDLCs) such as waterfall, agile and infrastructure projects.

27 References: Websites Agile Alliance
Agile Project Leadership Network Agile Manifesto Agile Modeling Agile Software Development Scrum

28 References: Books Anderson, David J.
Agile Management for Software Engineering - Applying the Theory of Constraints for Business Results. Upper Saddle River, NJ: Prentice Hall, 2009. ISBN Cockburn, Alistair Agile Software Development: The Cooperative Game. 2nd Edition Boston: Addison-Wesley, 2006. ISBN-13: Cohn, Mike Agile Estimating and Planning. Prentice Hall, 2005. ISBN-13: Highsmith, Jim Agile Project Management: Creating Innovative Products. 2nd Edition. Pearson Education, 2009. ISBN Agile Software Development Ecosystems. Pearson Education, 2002. ISBN Larman, Craig Agile and Iterative Development: A Manager's Guide. Pearson Education, 2004. ISBN Martin, Robert Agile Software Development, Principles, Patterns, and Practices. Saddle River, NJ: Prentice Hall, 2002. ISBN-13: Schwaber, Ken Agile Project Management with Scrum. Redmond, WA: Microsoft Press, 2004. ISBN Schwaber, Ken and Beedle, Mike Agile Software Development with Scrum. Upper Saddle River, NJ: Prentice Hall, 2004. ISBN

29 Conclusion Being Agile Is Our Favorite Thing

30 Questions

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