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Brian Wernham e-Government and Gateway reviews: Waterfall biased or Agile ready?

brian.wernham@gmail.com @BrianUkulele . Brian Wernham e-Government and Gateway reviews: Waterfall biased or Agile ready?. Click here for delegates’ discount. Presented at the Baltic PM Days Conference on May 9, 2014. Part I – Agile Defence?. How to bring in an innovative solution

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Brian Wernham e-Government and Gateway reviews: Waterfall biased or Agile ready?

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  1. brian.wernham@gmail.com@BrianUkulele Brian Wernhame-Government and Gateway reviews: Waterfall biased or Agile ready? Click here for delegates’ discount Presented at the Baltic PM Days Conference on May 9, 2014

  2. Part I – Agile Defence? • How to bring in an innovative solution • On cost • On time • How to develop battle hardware, not just software • How to • work collaboratively with suppliers • whilst maintaining formal contractual targets http://bit.ly/About-Brian @BrianUkulele

  3. A story of working together with the US and our closest European allies… http://bit.ly/About-Brian @BrianUkulele

  4. The French…

  5. The Italians…

  6. The Germans…

  7. Who is who? • Blue = friendly • Red = enemy • White = neutral http://bit.ly/About-Brian @BrianUkulele

  8. Rising problem from faster, more lethal and more accurate weapons… • ‘Blue-on-Blue’ incidents • ‘Friendly Fire’ • ‘Fratricide’ • ‘Collateral damage’ http://bit.ly/About-Brian @BrianUkulele

  9. Some instances of friendly fire in Afghanistan… • TarnakFarm 18 April 2002 four Canadian soldiers were killed by U.S. laser-guided bomb. • A former professional American football player, was shot and killed by American fire in 22 April 2004. • On 6 April 2006, UK forces called in a US airstrike - wounded 13 Afghan police officers and killed one. • An RAF Harrier mistakenly strafed British troops on 20 August 2006.

  10. Agile approach… • Fix timescale/budget • Flexible scope • Incremental delivery • Interdisciplinary teams • … within a DSDM project Framework • Formal requirements management • Formal roles and project governance • Controlled architecture • … 120 staff to be trained • Developers • Project Board • Auditors • Subcontractors • Procurement staff The UK Ministry of Defence decided on:

  11. Comments from the training/ coaching: • “When you encounter ‘choppy waters’ will you ‘finger point’ or collaborate?” • “Collaboration & Control NOT Command and control” • ‘Requirements trading’ crucial: • ‘Foundations phase’ re-baselined the contract • At start of every Spiral Iteration http://bit.ly/About-Brian @BrianUkulele

  12. MoSCoW- Prioritised Requirements List • Must haves • Should haves • Could haves • Won’t haves • Allows for crucial ‘Requirements trading’: • ‘Foundations phase’ re-baselined the contract • Changed at start of every Spiral Iteration http://bit.ly/About-Brian @BrianUkulele

  13. DSDM Roles on the CIDS= Governance + Delegation

  14. DSDM inverts the normal project management paradigm…

  15. The results were proven in battlefield testing… • Tech Readiness Level 6: UK Battlespace Laboratory • End of each 3–6 months Spiral • Final test 50+ battlefield positions • Immoveable deadlines ensured use of Battlefield Laboratory on expected dates • Tech Readiness Level 7: unscheduled trial in Norway August 2010 • Interoperability of UK and US CIDS systems proven • Danish aircraft arrived without prep and immediately able to use “Link 16” • Ground and air • 3 second response time/5 metre accuracy • Tech Readiness Level 8: “Bold Quest” 2011 • Full coalition interoperability testing http://bit.ly/About-Brian @BrianUkulele

  16. Lessons learned • Clear Priorities • BUT: they change as the project progresses • Iterate delivery • Timebox work • Delegate responsibility • Have clear roles • Trade requirements • Ruthlessly sacrifice scope http://bit.ly/About-Brian @BrianUkulele

  17. Part II – Agile Assurance? • What are Gateway reviews? • What is ‘Agile’? • Can a Gated approach be used to assure ‘Agile’ projects? • … and what about complex change programmes? http://bit.ly/About-Brian @BrianUkulele

  18. Waterfall projects drive a waterfall assurance approach… Traditional Project Design Build Test Deploy White box Assurance ‘P’ Level ProcessAssurance

  19. Gateway reviews – as interpreted for waterfall projects Acronyms: - Strategic Outline Case (SOC) - Outline Business Case (OBC) - Full Business Case (FBC) Source: Welsh Government 2012 http://bit.ly/About-Brian @BrianUkulele

  20. What does an ‘Agile’ project look like:- a governance perspective Innovationproject P/type P/type P/type P/type

  21. Examples of Agile Methods- A project level method: ‘DSDM’ Source: DSDM Consortium (DSDM = Driving Strategy, Delivering More)

  22. Examples of Agile Methods- A team level method: ‘Scrum’ Source: Mike Cohn

  23. ‘Agile’ projects invert the ‘iron-triangle’: Source: DSDM Consortium

  24. Don’t be slaves to process!

  25. Be outcome focussed:

  26. ‘O’ for Outcome Assurance… ‘P’ Level ProcessAssurance

  27. Taking an appropriate assurance approach… Innovationproject Hybrid Programme Traditional Project Traditional Project Design P/type Build Innovation Project P/type Test Traditional Project P/type Deploy P/type Innovation Project White box Assurance Hybrid Assurance Black boxAssurance

  28. Hybrid Gate Assurance? Strategic Assessment ‘P’ level ProcessAssurance Gates 1-5 repeated for each project Programme Close ‘O’ Gate Project Initial Gate ‘O’ StrategicAssessment ‘O’ Level OutcomeAssurance Gate 0 repeated annually Annual ‘O’ Gates Programme Gateway Reviews Source: Welsh Government 2012 – amended to correctly show iterative Gates O http://bit.ly/About-Brian @BrianUkulele

  29. Managing and assuring agile/waterfall hybrid change programmes – my recent article… http://bit.ly/About-Brian @BrianUkulele

  30. Thanks for listening! Click here for delegates’ discount brian.wernham@gmail.comBlog: brianwernham.wordpress.com @BrianUkulele http://bit.ly/About-Brian

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