Agile Center of Excellence

Richard K Cheng

Agile is just a high level concept

Project Value GeneratorsoverProject Controls Core Agile Values Individuals and interactionsoverProcess and tools Working SoftwareoverComprehensive documentation Customer collaborationoverContract negotiation Responding to changeoverFollowing a plan We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: That is, while there is value in the items on the right, we value the items on the left more.

Core Agile Principles 1.Satisfy the customer through early and continuous delivery 2.Welcome changing requirements 3.Deliver frequently, preferring a shorter timescale 4.Business & Technical work together daily 5.Pick the right team & trust them 6.Face-to-Face Communication 7.Working software is the primary measure of progress 8.Sustainable pace 9.Technical excellence and good design enhances agility 10.Simplicity, maximizing the amount of work not done 11.Best results emerge from self- organizing teams 12.The team regularly reflects to become more effective

Identifying and delivering value…… 1.Identify value and eliminate waste 2.Prioritize features 3.Deliver early and often 4.Constant inspection 5.Empower team

Scrum and Agile are the same thing

Agile Crystal … XPDSDM … KanbanRUP …

Scrum is a simple framework 10

Scrum Overview

At any given point, the product is “deployable” Deployed

Agile ignores risk

Advantages of Scrum Manages risk by delivering high value, high risk items early –Identify and resolve problems faster –Showing tangible results throughout the project –High assurance of product vision due to continual inspection by business representatives Daily standup exposes risk Adaptability (Scrum) versus Predictability (Waterfall) –Waterfall makes it expensive to make changes to the project –Scrum development minimizes the cost of change Quality is built in Continuous improvement

Project Success Rates Waterfall success rate ________ Agile success rate _________

Project Success Rates* Waterfall success rate 35% Agile success rate 75% * Source 2004 Standish Report and 2008 VersionOne State of Agile Development

Agile development requires a lot of rework

“Refactoring is a disciplined technique for restructuring an existing body of code, altering its internal structure without changing its external behavior.” – Martin Fowler, Refactoring.com Simplify Fix Optimize Improve Real time payment of technical debt. Refactoring

Software Development

Test Automation From Methods and Tools, Fall

Agile and the PMBOK are not compatible Agile and EVM are not compatible Agile and CMMI are not compatible

“Good practice does not mean that the knowledge described should always be applied uniformly on all projects; the project management team is responsible for determining what is appropriate for any given project.” PMBOK 3 rd Edition Chapter 1 – Section 1.1

…from Sliger, PMI Global Congress 2008 North America

Req Design Dev Release QA EVM Timeline Development Requirements Development EVM Timeline To this…. Development EVM Timeline From this to this… Requirements EVM is not inherently anti-Agile, issues are with implementations of EVM –Phase based on a waterfall SDLC –Not being able to change line items –Measurement of value

Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition Organizational Training Integrated Project Management Risk Management Decision Analysis and Resolution CMMI Level 2CMMI Level 3

Agile is not compatible with Federal contracting

Project Iteration 1Iteration 2Iteration 3….. Agile and Federal Contracts BPA / IDIQ Task Order 1Task Order 2Task Order 3…..

Fixed Date / Fixed Scope Outcomes of Fixed Date / Fixed Scope projects: Waterfall 1.Delivered on time and working as expected 2.“Delivered” on time … with issues 3.Cannot deliver on time, need to extend Scrum 1.Delivered on time and working as expected 2.The highest valued stories are delivered by the requested date and working as expected Be cautious of sacrificing quality and best practices to meet dates Contracts protect the vendor

Scrum Delivery Project Due Date

Agile does not believe in metric Agile does not believe in documentation

Metrics for business initiatives Story PointsPercentage Foundational7822% Maintenance93% Optimization16848% New Product9828% First Quarter Initiatives

Metrics for business value Story PointsBusiness PointsComment Feature 1408High effort, lower value Feature 22013High effort, decent value Feature 348Low effort, mid value Feature 41340Mid effort, high value Feature 5520Low effort, high value

Identifying and delivering value…… 1.Identify value and eliminate waste 2.Prioritize features 3.Deliver early and often 4.Constant inspection 5.Empower team Generally, documents are consumables, not deliverables

Agile requires pair programming Agile does not scale across the enterprise or large applications ………