2. Context Driven Agile Leadership Managing Complexity and Uncertainty Todd Little Sr. Development Manager

3. Are you in the right place? Geek Humor 2x2 MatricesHate Enjoy Hate Hopefully the Matrices are funny enough Glad to have you! OK. You don’t have to laugh Sorry, just content It Depends

4. Managing the Coming Storm Inside the Tornado When will we get the requirements? All in good time, my little pretty, all in good time But I guess it doesn't matter anyway Doesn't anybody believe me? You're a very bad man! Just give me your estimates by this afternoon No, we need something today! I already promised the customer it will be out in 6 months No, we need it sooner. Not so fast! Not so fast!... I'll have to give the matter a little thought. Go away and come back tomorrow Ok then, it will take 2 years. Team Unity Project Kickoff

5. We’re not in Kansas Anymore My! People come and go so quickly here! I may not come out alive, but I'm goin' in there! The Great and Powerful Oz has got matters well in hand. "Hee hee hee ha ha! Going so soon? I wouldn't hear of it! Why, my little party's just beginning! Developer Hero Reorg Testing

6. Hurricane Rita

7. Agile Steering Each iteration provides new information and takes us closer to the product vision. Uncertainty remains, and the shape of the cone is proportional.

8. Landmark sells shrink wrap software for Oil and Gas Exploration and Production Users are Geoscientists and Engineers Subsidiary of Halliburton Energy Services Integrated suite of ~60 Products ~50 Million lines of code Some products 20+ years old 80+% of project team stays on same product Common Model Representation Well data Production data Seismic data Velocity data Reservoir / Fluid data Structural / Stratigraphic data Common Model Representation

9. We have the challenge of integrating software developed in Houston, Austin, Denver and Calgary Plus Islamabad

10. Landmark wanted to understand and improve our software development process Maximize our Value Delivery Scaling to project conditions Manage Uncertainty and Complexity Organizational commonality without being overly prescriptive –Core processes –Adaptive processes –What is “barely sufficient?”

11. We were influenced by a number of Agile prophets Highsmith –Adaptive Software Development Cockburn –Crystal Methods Boehm and Turner –Balancing Agility and Discipline

12. Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: –Individuals and interactions over processes and tools –Working software over comprehensive documentation –Customer collaboration over contract negotiation –Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck, Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas

13. Number of people involved Criticality (defects cause loss of...) Comfort (C) Essential money (E) Life (L) +20%... Prioritized for Legal Liability 1 - 6- 20- 40- 100- 200- 500- 1,000 C6C20C40C100C200C500C1000 D6D20D40D100D200D500D1000 E6E20E40E100E200E500E1000 L6L20L40L100L200L500L1000 Prioritized for Productivity & Tolerance Cockburn’s Crystal Methodology according to (project size, system criticality, team priorities) Discretionary money (D)

14. Common philosophy: Strong on communications, Light on deliverables. "Sw dev't is a cooperative game, which uses markers that remind and incite.” Principles: Fewer intermediate products are needed with : * Short, rich, informal communications paths * Frequent delivery. * Use people's natural strengths (talking, looking around) beware natural weaknesses (careless, low on discipline) Crystal family of Agile methodologies Prioritized for Productivity & Tolerance Red C6C20C40 C80 D6D20D40 D80 E6E20E40 E80 Clear Yellow Orange L6L20L40 L80

15. Number of people involved Criticality (defects cause loss of...) Comfort (C) Essential money (E) Life (L) +20%... Prioritized for Legal Liability 1 - 6- 20- 40- 100- 200- 500- 1,000 C6C20C40C100C200C500C1000 D6D20D40D100D200D500D1000 E6E20E40E100E200E500E1000 L6L20L40L100L200L500L1000 Prioritized for Productivity & Tolerance Cockburn’s Crystal Methodology according to (project size, system criticality, team priorities) Discretionary money (D) Agile Sweet Spot

16. Balancing Agility and Discipline Boehm and Turner

18. Boehm and Turner Observations on Balancing Neither agile nor plan- driven methods provide a silver bullet Agile and plan-driven methods have home grounds where each clearly dominates Future developments will need both agility and discipline Some balanced methods are emerging It is better to build your method up than to tailor it down Methods are important, but potential silver bullets are more likely to be found in areas dealing with –People –Values –Communications –Expectations management

19. Agile Manifesto 5 Years Later: Dealing with the Right Processes and tools that support agility and individuals and interactions (e.g. wikis, collaboration environments, etc.) Documentation that leads to working software. A focus on documentation as a consumable rather than as a deliverable. Contracts that are written in a manner consistent with collaboration and agile delivery Plans that anticipate and expect change

20. Landmark studied its project portfolio and identified several project and team attributes Project Complexity –Team size –Mission criticality –Team location –Team capacity –Domain knowledge gaps –Dependencies Uncertainty –Market Uncertainty –Technical Uncertainty –Project Duration –Dependents

21. We scored the Complexity Attributes on a scale from 1 to 10 Attribute110 Team Size1100 Mission CriticalSpeculative Safety Critical with significant exposure Team LocationSame RoomMulti-site, World Wide Team Capacity Established Team of experts New team of mostly novices Domain knowledge gaps Developers know the domain as well as expert users Developers have no idea about the domain DependenciesNo dependencies Tight Integration with several projects

22. And we scored the Uncertainty Attributes Attribute110 Market Uncertainty Known deliverable, possibly defined contractual obligation New market that is unknown and untested Technical Uncertainty Enhancements to existing architecture New technology, new architecture. May be some "R" Project Duration1-4 week24 months Dependents/ Scope Flexibility Well defined contractual obligations or Infrastructure Independent

23. We cross plotted the results and divided the chart into four quadrants

24. Refactored for Simplicity

25. This looked a lot like the Boston Matrix

26. So we named it the Houston Matrix and gave animal names to the quadrants

27. We looked at an overall process flow and how it would be adaptable. Adaptive Activities Inputs Pre- conditions Project Sanction RTM Outputs Post- conditions Released Software CORE Activities Iterations

28. We Identified a set of Core Processes for all projects to use Aggregate Product Plan A/B/C List Quality Agreement Continuous Integration Expert User Involvement Project Dashboard

29. The Aggregate Product Plan sets the high level vision and expectations Project: OpenWells DavenportProject Code: 010265 Product: OpenWells Target Date: 3/30/2004 Version: 2003.11.0.0Release Date: 3/31/2004 Product Manager: Marcus RidgwaySDD: David Field Vision: Version 2.0 of the new Well Operations reporting and data analysis application. Will bring powerful new query, graphing and reporting capabilities. Comprehensive D&WS input data and output reports will be supported including integration to Production suite. Platforms: Windows 2000 /Oracle 8.1.7 Windows XP / Oracle 9i Windows 2000 & XP /MSDE Features: 18 additional reports Addtnl apps - Data Anlyzr, NG Profile, Autoprint Extended Rig Equipment support Knowledge Management - Technical limit drilling, lessons learned, non-productive time, and equipment failures Application enhancements (spreadsheet support and tailored well services tab and others) Strategic Fit: Integration Workflow ( Prototype, plan, actual) Top quartile technology Target Markets: Existing DIMS customers US Independents NOCs Government and regulatory organizations Companies requiring integrated offering w/decent wellbore schematic requirements Service companies

30. The A/B/C List sets proper expectations A MUST be completed in order to ship the product. B SHOULD be completed in order to ship the product. C MAY be completed prior to shipping the product if time allows. Only “A” features may be committed to customers. “A” features must fit in a p90 confidence schedule. No more than 50% of the planned effort can be allocated to “A” items

31. A A/B/C List B C A B C D 50% 100% Backlog PlanTypical Delivery 50% 25%

32. A/B/C List

33. We use a Quality Agreement similar to Thomsett Attribute “A” Very Important “B” Important “C” Not Very Important Completeness of Functionality X Completeness of Testing X Reliability X Performance X Installation X Usability X Integration X On Line Help X Training X

34. Simple, Certain projects are like Dogs They can be trained to be well behaved. Just the Core practices Laissez Faire…Similar to Crystal Clear

35. Simple, Uncertain projects are like Colts Young projects with lots of unfettered energy. Landmark has had success with XP in this quadrant Short iterations Daily stand-up meetings Automated unit tests

36. Complex, Certain projects are like Cows Often are corporate “Cash Cows” More rigorous requirements management; i.e. use a requirements tool. Requires the generation of useful documentation for interface definitions Projects broken up into subprojects and coordinated by a team of leaders or a Scrum of Scrums. Project plans with dependency and critical path identification

37. Complex, Uncertain projects are like Bulls Large projects, hard to control. Need agility to steer through the uncertainty, and some rigor to manage the complexity. A careful union of the Colt and the Cow Requires the best Project Managers Warning signs –Project Managers sometimes act as clowns to provide diversion. –High BS factor –Appears that they just want to have their way with the Cows.

38. Don’t throw novice project managers at a bull project

39. Brooks’ law in action: throw a developer at a late bull project

40. Project Complexity and Uncertainty influence how to scale our agile process One size doesn’t fit all The assessment tool is a guide Landmark’s portfolio balance –10% Bulls –10% Cows –20% Colts –60% Dogs

41. Complexity is like Amplitude and Uncertainty is like Frequency

42. Product Innovation Flow Adaptive Activities Project Sanction RTM CORE Activities Idea Filter Hot Items A Backlog Burnup Sales Services Customer Support Product Backlog A Items Iteration Backlog Flexible Scope Backlog Newly Discovered Items Most Items for consideration in next release B & C Release Backlog B/C/D

43. Nickoliasen Model for Idea Filter (Executive Summit ADC 2004) Market Differentiating High Low Mission Critical Low High Partner Or convert To Mission Critical Focus and Allocate Resources Who Cares? Achieve Parity

44. Products Tend to follow a Lifecycle path A B C

45. An Example Lifecycle path 2003 2004

46. Business Process Value Chain Market Product Development Sales Specifications DevelopmentDelivery Business Need DevelopmentDelivery Internal IT Product Company Contract Model

47. Business Process Value Chain Market Product Development Sales Specifications DevelopmentDelivery Business Need DevelopmentDelivery Internal IT Product Company Contract Model

48. Business Process Value Chain XYZ Innovation Discovery of unanticipated features or other innovative ways of improving the product CCA Integration Attention to cross product integration issues ABB Development Velocity Speed of development of new product features BBA Quality Product reliability AAB Customer Responsiveness Business agility - ability to respond quickly to new customer needs BCB Predictability Focus on accuracy of release date BAA Project traceability Audit ability of project process. Traditionally very important for outsourcers. BBC Cost Importance of a low Cost structure AAC

49. Business Process Value Chain OMP Innovation Discovery of unanticipated features or other innovative ways of improving the product CCA Integration Attention to cross product integration issues CBB Development Velocity Speed of development of new product features CBA Quality Product reliability BAB Customer Responsiveness Business agility - ability to respond quickly to new customer needs CCB Predictability Focus on accuracy of release date ABB Project traceability Audit ability of project process. Traditionally very important for outsourcers. ABC Cost Importance of a low Cost structure AAC

50. Portfolio Management and Dealing with Darwin (G. Moore) Market Differentiating High Low Mission Critical Low High InventDeploy OffloadManage

51. Follow the Yellow Brick Road Oz never did give nothing to the tin man, that he didn’t, didn’t already have

52. Portfolio Management and Dealing with Darwin Market Differentiating High Low Mission Critical Low High Create Change Embrace Change Eliminate Change Control Change Ad HocAgile OutsourceStructured

53. Early Release of Bull Project

54. Tools for dealing with Bulls

55. Bull Program, Dog Project

56. Don’t mistreat your cows

57. Don’t over stereotype: e.g. Not all dogs are the same

58. Long Ago

59. Longer Ago

60. Long Ago and Far Away

64. The Agile Project Leadership Network Declaration of Interdependence (www.apln.org) We increase return on investment by making continuous flow of value our focus. We deliver reliable results by engaging customers in frequent interactions and shared ownership. We expect uncertainty and manage for it through iterations, anticipation and adaptation. We unleash creativity and innovation by recognizing that individuals are the ultimate source of value, and creating an environment where they can make a difference. We boost performance through group accountability for results and shared responsibility for team effectiveness. We improve effectiveness and reliability through situationally specific strategies, processes and practices. David Anderson, Sanjiv Augustine, Christopher Avery, Alistair Cockburn, Mike Cohn, Doug DeCarlo, Donna Fitzgerald, Jim Highsmith, Ole Jepsen, Lowell Lindstrom, Todd Little, Kent McDonald, Pollyanna Pixton, Preston Smith and Robert Wysocki

65. Declaration of Independence from Bureaucratic Project Management When in the Course of project events it becomes necessary for Project Teams to dissolve the political bureaucracies which have burdened them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation. We hold these truths to be self-evident, that all projects are not created equal, that they are endowed by their creation with uncertain and complex characteristics. That project teams are most effective when they value Life, Liberty and the pursuit of Happiness.

66. Logos

67. Penal Management Institute Now that I am a Penal Management Professional I can show them how to improve these Convicts’ Maturity Model

68. Barely Sufficient? Or not sufficient enough

69. SoftwareBeyond Software Project Leadership Project Execution Pair Programming Continuous Build TDD Collaboration Change Empowerment APLN Relationship of the APLN to the AgileAlliance

70. Oil and Gas Drilling A B Well 2Well 1 Reservoir Water Oil SurfaceSeismic reflection

71. Geosteering for Uncertainty A B Well 2Well 1 Figure 2 Well 2’ Actual Reservoir Surface Planned Reservoir

72. Depth vs. Time

73. Agility Beyond Software Drilling ProjectSCRUM Morning meetingDaily standup Depth vs. TimeBurndown chart Drilling planBacklog GeosteeringEmbrace change

74. Real Options: Value of Information and Value of Flexibility Value of Information Planning or prototyping to expose unknowns prior to making a larger investment. Value of FlexibilityInvesting in enabling flexibility in the system so that it will be capable of dealing with an unknown future environment. Software development has inherent flexibility in that many decisions can be delayed until some point in the future. Investment in comprehensive automated unit tests helps to keep the cost of change low.

75. Interdependence and Leadership Context Uncertainty Value Customers Individuals Teams

76. Boehm and Turner Observations on Balancing Neither agile nor plan- driven methods provide a silver bullet Agile and plan-driven methods have home grounds where each clearly dominates Future developments will need both agility and discipline Some balanced methods are emerging It is better to build your method up than to tailor it down Methods are important, but potential silver bullets are more likely to be found in areas dealing with –People –Values –Communications –Expectations management

77. Individuals and Teams

78. Security + Tribal Security - + Individual Security - Complacency Process Focus Rules and Regulations become important No risk or Innovation Cooperative Effort to strengthen tribe Personal Sacrifice Common Enemy Resignation from tribe Tribe ejects individual Individual acts to harm tribe Everyone leaves the tribe Individuals lay claim to valuables Search for new tribe to join

79. Value + Tribal Value - + Individual Value - Strong support and encouragement Individual heroics praised High motivation Extreme loyalty Urgency to change Individuals hone their skills Symbols reaffirmed Relationships reviewed & improved Individual feels out of step with tribe Effort to integrate with tribe Form new tribe Finger pointing Involve outsiders Promote own world view In fighting

80. Tribal Leadership Focus on increasing –Individual Security –Tribal Value –Individual Value Do not make the tribe too secure –Never ending goal

81. QuadrantAction TV+ IV+Maintain the status quo TV- IV+Emphasize just cause. Reinforce TV+ TV- IV-Define common enemy TV+ IV-Create new sources of IV+ TS+ IS+New source of TV+, TS- IS+Reinforce common enemy and just cause TS- IS-Replace leadership TS+ IS-Beware of subtribes

83. Get the point?