Presentation on theme: "Presented to PMAG L. Lowe, G. Mays and J. Skinner April 19,2010"— Presentation transcript:
1Presented to PMAG L. Lowe, G. Mays and J. Skinner April 19,2010 Agile DevelopmentPresented to PMAGL. Lowe, G. Mays and J. SkinnerApril 19,2010
2Agenda What Is Agile Development Why Use Agile (WIFM) Agile vs. WaterfallAgile & PPMState Agency ExperienceNext StepsReferences
3What 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 processesContinuous communication with stakeholdersEmpowers people to collaborate and make decisions quicklyRelies on continuous planning, testing and integrationUses iterations, incremental delivery and continuous feedback to refine and deliver the productMethodologies include Extreme Programming (XP), Scrum, Crystal, Dynamic Systems Development Method (DSDM), Lean Development & Feature-Driven Development (FDD)
4Agile Manifesto for Software Development We are uncovering better ways of developing software; we have come to value:Individuals & interactionsoverProcesses & toolsWorking software earlyComprehensive documentationCustomer collaborationContract negotiationResponding to changeFollowing a planWhile there is value in the items on the right,we value the items on the left more.Agile Manifesto
5Agile Principles Customer satisfaction is #1 priority Deliver early, continuous valueEmbrace change and uncertaintyBusiness and developers work togetherProvide motivated individuals the work environment and support they need to succeedCommunicate face to face (co-locate if possible)Best architectures, requirements, and designs emergeTrust the team to get job done
6Why Use Agile (WIFM) Current Approach: Budget overruns Missed target datesToo many projectsNot enough peopleScope creep (addressed with future projects)Everything is top priorityFire-drills and instability wreck havocAgile Promises:Quality – produces reliable products/servicesProductivity – increases effectiveness, deliver quickly and on-timeValue - brings customer value as soon as possibleInnovation – fosters creativity
10Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Goal Deliver smaller product releases faster, improve as you go (incremental and iterative)Follow a baselined project planChangeEmbraces changing, adaptable, flexible scopeDeliver approved requirements for current incrementExpect and welcome new features; address scope creep in future incrementsPredictable, stable, well defined requirements, tight scope controlAvoid out-of-control changes and gold-plaitingRebaseline project as needed to handle approved change requestsRepeatabilityUnique product, each project is differentStandard templates, software has similarities and the process to create it fits into repeatable steps
11Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Process Empirical process – experimental with uncertain requirements and deliverablesEmergence model (experience, observe, adapt, fine-tune) use of prototyping (build + test)Individuals and interactions valuedDefinitive process - defined process with known requirements and deliverablesPre-formulated, repeatable, definedProcesses and tools add value in the hands of competent staffFormality/StructureInformal, fluid, unstructuredProducts defined incrementally and rapidlyFormal, definite, structuredProducts designed and defined before buildingPlanningTeam guided by expertise without formally defined project plansMore important to respond to business driven change than follow a planEvent–based planning using project management processesWell defined project plans
12Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Phases Smaller product releasesMay include multiple, simultaneous or sequential "waterfalls”Allows requirements to changeWork Phases (requirements, design, construction ,implementation) executed in single linear processPermits change via defined change management processStatusReporting/OversightDirect transparency into progress and status for all stakeholdersAccountable to the customerCustomer sees work getting done daily rather than reviewing written reportsProject status and delivery of services are visible to management at defined pointsFormal governance and oversight bodies receive periodic written and verbal status updatesQuality &CommunicationFormal processes block open communicationTeam collaboration produces a quality productFormal Communication PlansHigh quality work results from structure and Quality Management plans
13Agile Vs. Waterfall Agile Mindset… Waterfall Mindset… Issue & Risk ManagementHighly proactive –impediments get resolved dailyEmpowered team makes decisions, takes action and resolves issues promptlyEasier to fix a problem than log and track itFormal issue and risk management disciplinesNo issues/risks are lost in the shuffleMay take longer to remove impedimentsDocumentationWorking software is more critical than full documentationOnly develop documentation that adds value to productEasier to collect and act on raw data than spend time developing perfect documentsHigh quality documentation using standard templates prepared, reviewed and formally approved (time consuming & costly)
14Implementing it is Hard… Agile & PPMAgile is Easy….Implementing it is Hard……Must changeProcesses andValues…
16Key Agile (Scrum) Artifacts Agile & PPM: ArtifactsKey Agile (Scrum) ArtifactsVision - 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 sprintSprint Backlog – actual work that the team commits to deliver in the current sprint; contains all tasks and tests to complete a subset of workBurndown Chart – is a visual indicator and constant reminder of remaining work to completePotentially Shippable Increment – focus on Minimal Marketable Product (MMP)
17SCIO Required Artifacts: Agile & PPM: ArtifactsKey PPM ArtifactsAgency Artifacts:Acceptance CriteriaChange Management PlanCommunication PlanConfiguration Management PlanDeployment/Rollout PlanDisaster Recovery/Business Continuity PlanOperations and Maintenance Transition PlanPilot Phase ResultsProject PlanQuality Assurance PlanRisk Management PlanStatement of Work (SOW)Test and Acceptance ResultsTest PlanTraining PlanWork Breakdown StructureSCIO Required Artifacts:Alternatives Analysis (projects >$10M)Business RequirementsCost EstimateLessons LearnedProcurement PlanStaffing PlanTechnical Architecture System Design (TASD)NOTE: See handout that shows mapping/XRef that relates PPM artifacts with corresponding Agile artifacts.
18State Agency Experience Challenges EncounteredAgile PrincipleState Government RealityStrive for efficiency, fast decisions, quick delivery to customerCan take 2-4 times longer in state governmentCo-located fully dedicated team membersStaff wear many hats - stretched too thinFacility limitations not conducive to co-locatingBest infrastructures evolve (stick vs. stack)Environments must exist to do Sprints, yet:Procurement not allowed until after Gate 1Fully defined TASD required for Gate 2Project 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
19The Pig’s Point Of ViewPig – Someone occupying one of the three Scrum Roles (Team, Product Owner, Scrum Master) who has made a commitment and has authority to fulfill it.
20On 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”.
21Sprint BacklogThe Sprint Backlog is similar to the Gantt Chart
22Very First SprintThe First Agile Project – First Sprint 2008
24State Agency Experience: Lessons Learned Build time in for training and learning curvePlanning and real life don’t always match – getting hands dirty up front saves time and effort over long runVery little time to “explore” different possibilities in a SPRINT if one did not workSCRUM does not fit all projects - best system development methodology depends on nature of the project, organization and other factorsHarder to use pure SCRUM methods in database centric projectsThere are tradeoffs to simplifying the workflow too much - more detail gets more information, but takes too longUseful to forge ahead in spite of unexpected obstaclesPrioritizing what was important helped a lot
25State Agency Experience: Lessons Learned Very talented, focused people can move along very quickly, given opportunity to do soFully dedicated resources are essential for optimal work productDaily meetings were very useful to keep momentum going, and information flowingSCRUM Master stays very busy removing obstacles and keeping team focusedUseful to keep documentation to a minimum, yet documentation of process and decisions was importantDetail in documentation is critical for future recall and decision makingTeam found delivery of implementable product in a short period of time very satisfyingMedia capability may enhance virtual team efficiency when co-location is not viable – e.g. collaborating with websites and video conferencing
26Next StepsThe 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.
28References: Books Anderson, David J. Agile Management for Software Engineering - Applying the Theory of Constraints for Business Results.Upper Saddle River, NJ: Prentice Hall, 2009.ISBNCockburn, AlistairAgile Software Development: The Cooperative Game. 2nd EditionBoston: Addison-Wesley, 2006.ISBN-13:Cohn, MikeAgile Estimating and Planning.Prentice Hall, 2005.ISBN-13:Highsmith, JimAgile Project Management: Creating Innovative Products. 2nd Edition.Pearson Education, 2009.ISBNAgile Software Development Ecosystems.Pearson Education, 2002.ISBNLarman, CraigAgile and Iterative Development: A Manager's Guide.Pearson Education, 2004.ISBNMartin, RobertAgile Software Development, Principles, Patterns, and Practices.Saddle River, NJ: Prentice Hall, 2002.ISBN-13:Schwaber, KenAgile Project Management with Scrum.Redmond, WA: Microsoft Press, 2004.ISBNSchwaber, Ken and Beedle, MikeAgile Software Development with Scrum.Upper Saddle River, NJ: Prentice Hall, 2004.ISBN