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Context Adaptive Agility Managing Complexity and Uncertainty. Todd Little . Are you in the right place?. It Depends. Enjoy. Hopefully the Matrices are funny enough. Enjoy the show!. Geek Humor. Sorry, just content. OK. You don’t have to laugh. Hate. Hate. 2x2 Matrices. Enjoy.
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Context Adaptive AgilityManaging Complexity and Uncertainty Todd Little
Are you in the right place? It Depends Enjoy Hopefully the Matrices are funny enough Enjoy the show! Geek Humor Sorry, just content OK. You don’t have to laugh Hate Hate 2x2 Matrices Enjoy
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. The Agile Project Leadership Network Declaration of Interdependence (www.apln.org) 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
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. Declaration of Independence from Bureaucratic Project Management
Penal Management Institute Now that I am a Penal Management Professional I can show them how to improve these Convicts’ Maturity Model
Reservoir / Fluid data Seismic data Production data Structural / Stratigraphic data Common Model Representation Common Model Representation Velocity data Well data 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 Geophysics Engineering Geology
Plus Islamabad We have the challenge of integrating software developed in Houston, Austin, Denver and Calgary
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?” Our team was tasked with understanding and improving our software development process
Highsmith Adaptive Software Development Cockburn Crystal Methods Boehm and Turner Balancing Agility and Discipline Microsoft Solutions Framework (MSF) We were influenced by a number of Agile prophets
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 Manifesto for Agile Software Development
Project Complexity Team size Mission criticality Team location Team capacity Domain knowledge gaps Dependencies Uncertainty Market Uncertainty Technical Uncertainty Project Duration Dependents We studied our project portfolio and identified several project and team attributes
We cross plotted the results and divided the chart into four quadrants
So we named it the Houston Matrix and gave animal names to the quadrants
We looked at an overall process flow and how it would be adaptable. • Iterations Adaptive Activities Inputs Pre-conditions • Outputs • Post-conditions • Released Software CORE Activities Project Sanction RTM
Aggregate Product Plan A/B/C List Quality Agreement Continuous Integration Expert User Involvement Project Dashboard We Identified a set of Core Processes for all projects to use
The Aggregate Product Plan sets the high level vision and expectations
The A/B/C List sets proper expectations 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
A/B/C List Backlog Plan Typical Delivery C B D 25% C B A A 25% 50% 50% 100%
They can be trained to be well behaved. Just the Core practices Laissez Faire…Similar to Crystal Clear Simple, Certain projects are like Dogs
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 Simple, Uncertain projects are like Colts
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 Complex, Certain projects are like Cows
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. Complex, Uncertain projects are like Bulls
Brooks’ law in action: throw a developer at a late bull project
Complexity is like Amplitude and Uncertainty is like Frequency
Product Innovation Flow Hot Items Flexible Scope Backlog Idea Filter Iteration Backlog Newly Discovered Items Product Backlog Project Sanction RTM Sales Services Customer Support B & C Release Backlog Adaptive Activities A Items CORE Activities Most Items for consideration in next release B/C/D Backlog Burnup A
Nickoliasen Model for Idea Filter(Executive Summit ADC 2004) High A Focus and Allocate Resources Partner Or convert To Mission Critical Market Differentiating Achieve Parity Who Cares? Low High Low Mission Critical
C A B Products Tend to follow a Lifecycle path
2003 2004 An Example Lifecycle path
Portfolio Management and Dealing with Darwin High Invent Deploy Market Differentiating Offload Manage Low High Low Mission Critical
Portfolio Management and Dealing with Darwin High Create Change Embrace Change Market Differentiating Eliminate Change Control Change Low High Low Mission Critical
Portfolio Management and Dealing with Darwin High Ad Hoc Agile Market Differentiating Outsource Structured Low High Low Mission Critical
One size doesn’t fit all The assessment tool is a guide Landmark’s portfolio balance 10% Bulls 10% Cows 20% Colts 60% Dogs Project Complexity and Uncertainty influence how to scale our agile process
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.