Delivering Enterprise Projects Using Agile Methods

1. Delivering Enterprise Projects Using Agile Methods Brent Barton bbarton@solutionsiq.com May 23, 2006

2. Objectives • Common Enterprise Project Features • Review common PMBOK terms • Introduce to Scrum and a bit of Agile

3. Introductions • Brent Barton CSM Trainer • 15+ years in Software Industry • One of about 25 people worldwide that can certify Scrum Masters • Actively involved in coaching, mentoring and working on projects • Successful using traditional methods too…

4. Agenda • Discussion Format • What challenges do Enterprise projects present? • Who has project concerns? • Why should there be concern? • PMBOK Process Control Groups • Introduction to Scrum • Open Discussion

5. Challenges of Enterprise Projects • Larger, more expensive • Highly visible • Many dependencies • Legacy systems • COTS products • Multiple Organizations • Tend to be subject to lower productivity* • 12.5 function points per developer/month for a project with 900 function points • 3 function points per developer/month for a project with 13000 function points *Jones, C., Software assessments, benchmarks, and best practices / Capers Jones. Addison-Wesley information technology series. 2000, Boston, Mass.: Addison Wesley. xxiii, 659 p.

6. General Project Concerns • What do Executives need? • Return on Investment • IT Governance • Regulatory Compliance • What do Business owners need? • Meets Customer’s needs • Fast • Cheap • What do Project Managers lose Sleep over? • Budget • Scope • Schedule • Quality • Team dynamics • Intra-team relationships • Risk Management • What do Delivery teams want? • No death marches • Interesting Challenges

7. Software Project Failure Rates Based on Specific Criteria * August 2005, Cutter Consortium http://www.cutter.com/press/050824.html

8. PMBOK Process Control Groups • Initiating • Planning • Executing • Monitoring and Controlling • Closing

9. PMBOK Process Control Group: Initiating • Inputs • Enterprise Environmental Factors • Culture, Human Resource Pool • Organizational Process Assets • Policies, procedures, history, Lessons learned • Project Initiator or Sponsor • Outputs • Project Charter • Preliminary Scope Statement

10. PMBOK Process Control Group: Planning • Inputs • Preliminary Scope Statement • Project Management Processes • Enterprise Environmental Factors • Organizational Process Assets • Outputs • Project Management Plan • Scope • WBS • Cost • Resource • Schedule • Communication • Risk

11. Agile — Project Vision Drives the Features Waterfall Agile The Plan creates cost/schedule estimates The Vision creates feature estimates Constraints Requirements Cost Schedule Value / Vision Driven Plan Driven Estimates Cost Schedule Features

12. Waterfall Iterative Iterative and Incremental Parallel AcceptanceTest Driven Moving to Agile Development Agile Development Product Mgmt Continuous Definition Define by Acceptance Control Scope Creep Just-in-Time Elaboration Freeze & Signoff ProjectMgmt 1 - 4 Week Time Boxes Continuous Flow Automated Flow Critical Path through Phases Critical Drop / Milestones Define-Develop-Accept by Story Test Definition-Develop-Accept by Story Development Team Highest Priority to Acceptance Multiple Drops to QA All Features in Parallel QA Team Acceptance Tests Continuous Test by Story Automated & Continuous Test “Test What’s Working” Last Phase Only

13. Agile Multi-Level Project Planning Vision • Level 1 – Product Visioning • Level 2 – Product Roadmap • Level 3 – Release Plan • Level 4 – Sprint Plan • Level 5 – Daily Commitment Release 1 Release 2 Release 3 Sprint 1 Sprint 2 Sprint 3 Sprint 4 What’s left to do? Task 1 Task 2 … Task n Who, What, How Long Who, What, How Long Tabaka, Jean, Rally Software Development

14. Vision The Scrum Framework

15. Vision The Scrum Framework Product Backlog Prioritized Features desired by Customer

16. Vision The Scrum Framework • Sprint Planning Meeting • Review Product Backlog • Estimate Sprint Backlog • Commit to 30 days Backlog tasks expanded by team Product Backlog Prioritized Features desired by Customer Sprint Backlog Features assigned to Sprint Estimated by team

17. Vision The Scrum Framework • Daily Scrum Meeting • Done since last meeting • Plan for today • Obstacles? 24 hours • Sprint Planning Meeting • Review Product Backlog • Estimate Sprint Backlog • Commit to 30 days • Sprint Goal Backlog tasks expanded by team 30 days Product Backlog Prioritized Features desired by Customer Sprint Backlog Features assigned to Sprint Estimated by team

18. Vision The Scrum Framework • Daily Scrum Meeting • Done since last meeting • Plan for today • Obstacles? 24 hours • Sprint Planning Meeting • Review Product Backlog • Estimate Sprint Backlog • Commit to 30 days • Sprint Goal • Sprint Review Meeting • Demo features to all • Retrospective on the Sprint Backlog tasks expanded by team 30 days Product Backlog Prioritized Features desired by Customer Potentially Shippable Product Increment Sprint Backlog Features assigned to Sprint Estimated by team

19. First Implementation Waterfall 60 people 9 months 54,000 lines of code Re-implementation Scrum 4.5 people 12 months 50,800 lines of code Deemed to have more functionality and higher quality An Example of Results Using Scrum

20. Another Example of Results Using Scrum • Primavera Productivity • Product backlog requirements completed per $100,000 invested

21. Quantitative & Qualitative Results • Forrester Total Economic Impact Studies (1) • 5 Companies piloting Agile methods • 3 yr, Risk-adjusted ROI of 23% – 66% • Agile Methodologies Survey (2) 131 respondents: • 49% stated that costs were reduced or significantly reduced, (46% stated that costs were unchanged) • 93% stated that productivity was better / significantly better • 88% stated that quality was better / significantly better • 83% stated that business satisfaction was better or significantly better 1) Forrester Consulting, 2004 2) Agile Methodologies Survey Results, Shine Technologies Pty Ltd, 2003

22. What is Agile? 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.

23. Agile Myths • Lack of Discipline: • “Agile lets my Engineering Teams do whatever they want” • “Quality of the product will fall off” • Lack of Visibility: • “I have no view into what is happening” • “I can’t predict what I will get, or when” • Lack of Applicability • “Agile is just for software geeks” • “Agile is just for small teams” • “Agile is easy”

24. Thank You!