lean & agile project managementdavidfrico.com/rico15j.pdfscrum-xp hybrid augustine, s. (2008)....

Lean & AgileProject ManagementFor Leading Large & Complex

Programs & ProjectsDr. David F. Rico, PMP, CSEP, ACP, CSM, SAFe

Twitter: @dr_david_f_ricoWebsite: http://www.davidfrico.com

LinkedIn: http://www.linkedin.com/in/davidfricoAgile Capabilities: http://davidfrico.com/rico-capability-agile.pdf

Agile Resources: http://www.davidfrico.com/daves-agile-resources.htmAgile Cheat Sheet: http://davidfrico.com/key-agile-theories-ideas-and-principles.pdf

Author Background Gov’t contractor with 32+ years of IT experience B.S. Comp. Sci., M.S. Soft. Eng., & D.M. Info. Sys. Large gov’t projects in U.S., Far/Mid-East, & Europe

2

Career systems & software engineering methodologist Lean-Agile, Six Sigma, CMMI, ISO 9001, DoD 5000NASA, USAF, Navy, Army, DISA, & DARPA projects Published seven books & numerous journal articles Intn’l keynote speaker, 125+ talks to 12,000 people Specializes in metrics, models, & cost engineeringCloud Computing, SOA, Web Services, FOSS, etc. Adjunct at five Washington, DC-area universities

Agenda

3

• Introduction• Models• Stories• Phases• Frameworks

• SAFe• Metrics• Tools• Leading• Summary

What is Agile Project Mgt.? A-P-M (ā-pē-ĕm): Light, flexible, collaborative, and

adaptive; Market-centric project management model: Sound, yet flexible process to manage projects under

uncertainty, urgency, and a need for unique expertise Values, principles, and practices to help project teams

in coming to grips with a challenging environment Managing the flow of human thoughts, emotions, and

interactions in a way that produces business value Rapidly and reliably creating value by engaging

customers, continuously learning, and adapting Lightweight, yet disciplined project management model

for building high-quality technology-intensive systemsAugustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.Chin, G. (2004). Agile project management: How to succeed in the face of changing project requirements. Broadway, NY: Amacom.DeCarlo, D. (2004). Extreme project management: Using leadership, principles, and tools to deliver value in the face of volatility. San Francisco, CA: Jossey-Bass.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education. 4

Pine, B. J. (1993). Mass customization: The new frontier in business competition. Boston, MA: Harvard Business School Press.Rico, D. F. (2012). Agile vs. traditional projects. Retrieved February 6, 2013, from http://davidfrico.com/tpm-vs-apm-ii.pdf

Agile Project Management

High levels of uncertainty and unpredictability

High technology projects

Fast paced, highly competitive industries

Rapid pace of technological change

Research oriented, discovery projects

Large fluctuations in project performance

Shorter term, performance based RDT&E contracts

Achieving high impact product/service effectiveness

Highly creative new product development contracts

Customer intensive, one off product/service solutions

Highly volatile and unstable market conditions

High margin, intellectually intensive industries

Delivering value at the point of sale

Traditional Project Management

Predictable situations

Low technology projects

Stable, slow moving industries

Low levels of technological change

Repeatable operations

Low rates of changing project performance

Long term, fixed price production contracts

Achieving concise economic efficiency goals

Highly administrative contracts

Mass production and high volume manufacturing

Highly predictable and stable market conditions

Low margin industries such as commodities

Delivering value at the point of plan

5

Exploratory or research/development projects When fast customer responsiveness is paramount In organizations that are highly innovative/creative

When to use Agile Project Mgt.?

Agenda

6



Models of Agile Project Mgt.

7

Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.Augustine, S. (2008). Certified scrum master training: Not just how, buy why. Herndon, VA: LitheSpeed.Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

Scrum- 1994 -

XP- 1998 -

XP-Scrum- 2008 -

Adaptive- 2010 -

APM- 2010 -

sAPM- 2011 -

Product BL

Sprint BL

Sprints

Daily standup

Sprint Review

Retrospective

User stories

Estimating

Release plan

Iteration plan

Task plan

Iterating

Release plan

Sprint plan

Sprinting

Daily standup

Sprint review

Retrospective

Scoping

Planning

Feasibility

Cyclical dev.

Checkpoint

Review

Envision

Speculate

Explore

Iteration

Launch

Close

Vision

Roadmap

Release plan

Sprint plan

Daily Scrum

Review-Retro

Dozens of Agile project management models emerged Stem from XP, Scrum, and new product development Vision, release, iteration, and learning are common

Scrum

Schwaber, K., & Beedle, M. (2001). Agile software development with scrum. Upper Saddle River, NJ: Prentice-Hall.

Created by Jeff Sutherland at Easel in 1993 Product backlog comprised of needed features Sprint-to-sprint, iterative, adaptive emergent model

8

Extreme Programming

Beck, K., & Fowler, M. (2001). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.

Created by Kent Beck at Chrysler in 1998 Release plan is comprised of customer needs Lightweight, rigorous near-term planning element

9

UserStories

ArchitecturalSpike

ReleasePlanning Iteration Acceptance

TestsSmall

Releases

Spike

TestScenarios

SystemMetaphor

CustomerApproval

LatestVersion

ReleasePlan

NextIteration

BugsNewStoriesRequirements

UncertainEstimates

ConfidentEstimates

Extreme Programming

Scrum-XP Hybrid

Augustine, S. (2008). Certified scrum master training: Not just how, buy why. Herndon, VA: LitheSpeed.

Created by Sanjiv Augustine of Lithespeed in 2008 Release planning used to create product backlog Extends Scrum beyond Sprint-to-sprint planning

Initial Planning Sprint Cycle

Discovery Session

Agile Training Project Discovery Process Discovery Team Discovery Initial Backlog

Release Planning

Business Case Desired Backlog Hi-Level Estimates Prioritize Backlog Finalize Backlog

Product Backlog

Prioritized Requirements

Sprint Planning

Set Sprint Capacity Identify Tasks Estimate Tasks

Sprint Review

Present Backlog Items Record Feedback Adjust Backlog

Daily Scrum

Completed Backlog Items Planned Backlog Items Impediments to Progress

Sprint Backlog

List of Technical Tasks Assigned to a Sprint

Potentially Shippable Product

Working Operational Software

Sprint

Select Tasks and Create Tests Create Simple Designs Code and Test Software Units Perform Integration Testing Maintain Daily Burndown Chart Update Sprint Backlog

Sprint Retrospective

10

Adaptive Project Framework

Wysocki, R.F. (2010). Adaptive project framework: Managing complexity in the face of uncertainty. Boston, MA: Pearson Education.

Created by Bob Wysocki for consulting in 2008 Designed to be a generic model for non-IT projects Lightweight traditional project management approach

Adaptive Project Framework

Scoping

Identify Opportunity Develop CoS Write PoS Document Needs Stage Gate 1 Review

Planning

Identify Project Type Prioritize Constraints Develop WBS Team Formation Stage Gate 2 Review

Feasibility

Develop Prototype Reprioritize Needs Detailed WBS Estimate Resources Stage Gate 3 Review

Checkpoint

Analyze Needs Evaluation Solution Estimate Value Determine Success Stage Gate 4 Review

Review

Finalize Documents Lessons Learned Process Changes Final Report Stage Gate 5 Review

Cyclical Product or Service Implementation

Cycle Planning

Responsibilities Timelines Work Packages Communications Governance

Continually improve process, documents, team, architecture, designs, implementation, tests, etc.Stage Gate 3.n

Review

Cycle Reviews

Update Requirements Update Scope Update Schedules Update Plans Inform Stakeholders

Daily Meetings

Arrange Facilities Prepare Agendas Send Meeting Notices Facilitate Meetings Record Action Items

Product or Service Implementation

Select Personnel with Needed Skills Identify Detailed Technical Tasks Create Detailed Architectures and Designs Select and Implement Technical Solutions Perform Development and Operational Tests

Continuous Improvement

11

Agile Project Management

Highsmith, J. A. (2010). Agile project management: Creating innovative products. Boston, MA: Pearson Education.

Created by Jim Highsmith of Cutter in 2010 Front-end visions and architectures and final QA Light project model wrapped around agile practices

Innovation Lifecycle

Envision

Product Vision Product Architecture Project Objectives Project Community Delivery Approach

Speculate

Gather Requirements Product Backlog Release Planning Risk Planning Cost Estimation

Explore

Iteration Management Technical Practices Team Development Team Decisions Collaboration

Launch

Final Review Final Acceptance Final QA Final Documentation Final Deployment

Close

Clean Up Open Items Support Material Final Retrospective Final Reports Project Celebration

Iterative Delivery

Technical Planning

Story Analysis Task Development Task Estimation Task Splitting Task Planning

Standups, Architecture, Design, Build, Integration, Documentation, Change, Migration, and IntegrationStory Deployment

Adapt

Focus Groups Technical Reviews Team Evaluations Project Reporting Adaptive Action

Operational Testing

Integration Testing System Testing Operational Testing Usability Testing Acceptance Testing

Development, Test, & Evaluation

Development Pairing Unit Test Development Simple Designs Coding and Refactoring Unit and Component Testing

Continuous

12

Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simple codification of common XP-Scrum hybrid

13

Agile Project Management“Simplified”

Agenda

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User Story

Beck, K., & Fowler, M. (2004). Planning extreme programming. Upper Saddle River, NJ: Addison-Wesley.

A function or feature of value to a customer An estimable and testable system requirement 7 to 15 stories should be implemented per iteration

15

Epics Epics are very large enterprise requirements They are often called capabilities or feature sets A very-large unit of work that must be decomposed

16Cohn, M. (2004). User stories applied: For agile software development. Boston, MA: Addison-Wesley.

Detailed Sub-Stories Details can be added in smaller sub-stories Good way to functionally-decompose user stories May also represent an object-oriented point-of-view

17Cohn, M. (2004). User stories applied: For agile software development. Boston, MA: Addison-Wesley.

Agenda

18



Layton, M. C., & Maurer, R. (2011). Agile project management for dummies. Hoboken, NJ: Wiley Publishing.

Created by Mark Layton at PlatinumEdge in 2012 Mix of new product development, XP, and Scrum Simple codification of common XP-Scrum hybrid

19

Agile Project Management“Simplified”

Process Steps

1. Develop product objective.

2. Create draft vision statement.

3. Validate and revise vision statement.

4. Finalize vision statement.

Stage 1—Vision Description. Product goals aligned with strategy Owner. Product Owner Frequency. At least annually [1-2 hours]

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Product owner identifies product vision. Vision is project's destination. It defines what product is, how it supports organization strategy, who will use it, and why people will use it.

Vision

Example

• For. <target customer>• Who. <needs it>• The. <product name>• Is a. <product category>• That. <product benefit, reason to buy>• Unlike. <competitors>• Our product. <differentiator, value added>

• For. Bank customers• Who. Want mobile banking• The. Mobile banking application• Is a. Mobile device enable banking app• That. Provides secure, 24x7 mobile banking• Unlike. Brick-and-mortar access points• Our product. Enable 24-hour a day services

Stage 2—Product Roadmap Description. Holistic view of product features Owner. Product Owner Frequency. At least biannually [2-4 hours]

21

Process Steps

1. Identify product features.

2. Arrange product features.

3. Estimate and order product features.

4. Determine high-level time frames.

Product owner creates product roadmap. Roadmap is high-level view of product requirements with loose timeframe for development. Identify, estimate, valuate, prioritize, and schedule themes.

Features

Roadmap

Account•Open acct.•Modify acct.•Close acct.

Transaction•Deposit•Withdrawal•Transfer

Status•Login•Balances•Statements

1Q 2Q 3Q 4Q 5Q

Transaction

Status

Account

Stage 3—Release Planning Description. Release timing for product functions Owner. Product Owner Frequency. At least quarterly [4-8 hours]

22

Process Steps

1. Decompose product features.

2. Create release plan.

Establish release goal. Prioritize or order user stories. Set release date. Refine user stories. Verify release plan.

Product owner creates release plan. Release plan identifies high-level timetable for releasing functions. Mid-term goals that team mobilizes around. There are many releases in priority order.

Decomposition

Release Plan

Account

ModifyOpen Close

• Create• Login• Setup

• Password• Address• Type

• Notify• Refund• Rationale

Sprint 1 Sprint 2 Sprint 3 Release 1

• Story 1

• Story 11

• Story 1

• Story 11

• Story 1

• Story 11

• Story 1

• Story 11

Stage 4—Sprint Planning Description. Specific iteration goals and tasks Owner. Product Owner and Development Team Frequency. At the start of each sprint [2-4 hours]

23

Process Steps

1. Establish goals and choose user stories.

2. Decompose stories into tasks and create sprint backlog.

Product owner, Scrum Master, and Developers create sprint plan. Sprint planning done at start of sprint. Product backlog must be ready. Developers select sprint goal and what can be done.

Goals & User Stories

Sprint Backlog

As a mobile banking customer, I want to create an account so I can write personal checks

•Create account.•Login to account.•Setup checking account.

Task Pri Status Who App. M T W T F

• Create account: Setup 1 Done Sue Joe 4 4 0 0 0 Install 2 Done Sue Joe 4 4 0 0 0 Schema 3 Done John Joe 0 0 8 0 0 Queries 4 In-work Bob - 0 0 0 8 0 Forms 5 N/S Patty - 0 0 0 0 0 Test 6 N/S Sam - 0 0 0 0 0

Stage 5—Daily Scrum Description. Establish & coordinate daily priorities Owner. Development Team Frequency. Daily [15-minutes]

24

Developers hold daily standup meetings. Purpose is to coordinate daily priorities. Identify what was done, what will be done, and impediments. Task boards and Sprint burndown are updated.

Daily Standup

Sprint Burndown

Process Steps

1. Hold daily standup meeting.

2. Update sprint burndown chart.

3. Perform design, development, test, and evaluation.

All Developers on Team Answer ThreeQuestions in Round-Robin Style

•What has been done since the last meeting?•What will be done before the next meeting?•What obstacles are in my way?

Stage 6—Sprint Review Description. Demonstration of working product Owner. Product Owner and Development Team Frequency. At the end of each sprint [2-4 hours]

25

Process Steps

1. Prepare sprint review meeting.

2. Hold sprint review meeting.

3. Collect feedback from stakeholders.

Developers hold a sprint review. Sprint review performed at end of sprint. Developers demo validated code to stakeholders. Stakeholders vote on demo outcome. Product backlog reprioritized.

Product Demonstration

Stakeholder Feedback

Developers Perform a Live Demo Target Hardware and Answer Stakeholder Questions

• What was the goal of the sprint?• What user stories were attempted?• What user stories were implemented?

Poll Stakeholders One-by-One in Round-Robin Style to Solicit their Feedback

• Is the product acceptable as implemented?• Is the product acceptable with modifications?• Is the product unacceptable as implemented?

Stage 7—Sprint Retrospective Description. Refine environment and processes Owner. Development Team Frequency. At the end of each sprint [1-2 hours]

26

Process Steps

1. Plan sprint retrospective meeting.

2. Hold sprint retrospective meeting.

3. Inspect and adapt.

Developers hold sprint retrospective. Retrospective held at end of sprint. Developers identify the good and bad. Scrum master records results. Processes, tools, and backlog may be adjusted.


Process Improvements

Developers Perform a Live Demo Target Hardware and Answer Stakeholder Questions

• What went well in the last sprint?• What could be improved in the next sprint?• What people, process, and tools should change?

Scrum Master Records Action Items and Prepares Process Improvement Plan

• Scrum master records suggested improvements.• Developers prioritize suggested improvements.• Add high-priority non-functional items to backlog.

Agenda

27



Agile Enterprise Frameworks

28

Dozens of Agile enterprise frameworks have emerged Many stem from principles of Extreme Programming All include product, project, & team management

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance

ESCRUM- 2007 -

SAFE- 2007 -

LESS- 2007 -

DAD- 2012 -

RAGE- 2013 -

Product Mgt

Program Mgt

Project Mgt

Process Mgt

Business Mgt

Market Mgt

Strategic Mgt

Portfolio Mgt

Program Mgt

Team Mgt

Quality Mgt

Delivery Mgt

Business Mgt

Portfolio Mgt

Product Mgt

Area Mgt

Sprint Mgt

Release Mgt

Business Mgt

Portfolio Mgt

Inception

Construction

Iterations

Transition

Business

Governance

Portfolio

Program

Project

Delivery

Enterprise Scrum (ESCRUM)

Schwaber, K. (2007). The enterprise and scrum. Redmond, WA: Microsoft Press.

Created by Ken Schwaber of Scrum Alliance in 2007 Application of Scrum at any place in the enterprise Basic Scrum with extensive backlog grooming

29

Scaled Agile Framework (SAFE) Created by Dean Leffingwell of Rally in 2007 Knowledge to scale agile practices to enterprise Hybrid of Kanban, XP release planning, and Scrum

30Leffingwell, D. (2007). Scaling software agility: Best practices for large enterprises. Boston, MA: Pearson Education.

Large Scale Scrum (LESS) Created by Craig Larman of Valtech in 2008 Scrum for larger projects of 500 to 1,500 people Model to nest product owners, backlogs, and teams

31Larman, C., & Vodde, B. (2008). Scaling lean and agile development: Thinking and organizational tools for large-scale scrum. Boston, MA: Addison-Wesley.

ProductOwner

ProductBacklog

AreaProductOwner

AreaProductBacklog

Daily Scrum15 minutes

Product Backlog Refinement5 - 10% of Sprint

2 - 4 Week Sprint

1 DayFeature Team +Scrum Master

Sprint Planning II2 - 4 hours

SprintPlanning I2 - 4 hours

Potentially ShippableProduct Increment

SprintReview

JointSprint

Review


SprintBacklog

Disciplined Agile Delivery (DAD) Created by Scott Ambler of IBM in 2012 People, learning-centric hybrid agile IT delivery Scrum mapping to a model-driven RUP framework

32Ambler, S. W., & Lines, M. (2012). Disciplined agile delivery: A practitioner's guide to agile software delivery in the enterprise. Boston, MA: Pearson Education.

Recipes for Agile Governance (RAGE) Created by Kevin Thompson of cPrime in 2013 Agile governance model for large Scrum projects Traditional-agile hybrid of portfolio-project planning

33Thompson, K. (2013). cPrime’s R.A.G.E. is unleashed: Agile leaders rejoice! Retrieved March 28, 2014, from http://www.cprime.com/tag/agile-governance

Factor eScrum SAFe LeSS DaD RAGESimple

Well-Defined Web Portal

Books Measurable

Results Training & Cert

Consultants Tools

Popularity International Fortune 500 Government Lean-Kanban

Agile Enterprise F/W COMPARISON Numerous lean-agile enterprise frameworks emerging eScrum & LeSS were 1st (but SAFe & DaD dominate) SAFe is the most widely-used (with ample resources)

34Rico, D. F. (2014). Scaled agile framework (SAFe) comparison. Retrieved June 4, 2014 from http://davidfrico.com/safe-comparison.xls

Agenda

35

• Introduction• Models• Stories• Phases• Scaling


Scaled Agile Framework (SAFe) Proven, public well-defined F/W for scaling Lean-Agile Synchronizes alignment, collaboration, and deliveries Quality, execution, alignment, & transparency focus

36Leffingwell, D. (2014). Scaled agile framework (SAFe). Retrieved June 2, 1024 from http://www.scaledagileframework.com

Portfolio

Team

Program

SAFe—Scaling at PORTFOLIO Level Vision, central strategy, and decentralized control Investment themes, Kanban, and objective metrics Value delivery via epics, streams, and release trains


AGILE PORTFOLIO MANAGEMENT● Decentralized decision making● Demand-based continuous flow● Lightweight epic business cases● Decentralized rolling wave planning● Objective measures & milestones● Agile estimating and planning

Strategy InvestmentFunding

Governance ProgramManagement

SAFe—Scaling at PROGRAM Level Product and release management team-of-team Common mission, backlog, estimates, and sprints Value delivery via program-level epics and features


AGILE RELEASE TRAINS● Driven by vision and roadmap● Lean, economic prioritization● Frequent, quality deliveries● Fast customer feedback● Fixed, reliable cadence● Regular inspect & adapt CI

Alignment Collaboration

Synchronization ValueDelivery

SAFe—Scaling at TEAM Level Empowered, self-organizing cross-functional teams Hybrid of Scrum PM & XP technical best practices Value delivery via empowerment, quality, and CI


AGILE CODE QUALITY● Pair development● Emergent design● Test-first● Refactoring● Continuous integration● Collective ownership

ProductQuality

CustomerSatisfaction

Predictability Speed

SAFe Case Studies Most U.S. Fortune 500 companies adopting SAFe Goal to integrate enterprise, portfolios, and systems Capital One going through end-to-end SAFe adoption

40

John Deere Spotify Comcast• Agricultural automation

• 800 developers on 80 teams

• Rolled out SAFe in one year

• Transitioned to open spaces

• Field issue resolution up 42%

• Quality improvement up 50%

• Warranty expense down 50%

• Time to production down 20%

• Time to market down 20%

• Job engagement up 10%

• Television cable/DVR boxes

• Embedded & server-side


• Cycle time - 12 to 4 months

• Support 11 million+ DVRs

• Design features vs. layers

• Releases delivered on-time

• 100% capabilities delivered

• 95% requirements delivered

• Fully automated sprint tests

• GUI-based point of sale sys

• Switched from CMMI to SAFe


• QA to new feature focus

• Used Rally adoption model

• 10% productivity improvement

• 10% cost of quality reduction

• 200% improved defect density

• Production defects down 50%

• Value vs. compliance focus

Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt

SAFe Benefits

41Leffingwell, D. (2014). Scaled agile framework (SAFe) case studies. Denver, CO: Leffingwell, LLC.Rico, D. F. (2014). Scaled agile framework (SAFe) benefits. Retrieved June 2, 2014, from http://davidfrico.com/safe-benefits.txt

Cycle time and quality are most notable improvement Productivity on par with Scrum at 10X above normal Data shows SAFe scales to teams of 1,000+ people

Benefit Nokia SEI Telstra BMCTrade

StationDiscount

TireValpak Mitchell

John Deere

Spotify Comcast Average

App Maps Trading DW IT Trading Retail Market Insurance Agricult. Cable PoS

Weeks 95.3 2 52 52 52 52 51

People 520 400 75 300 100 90 300 800 150 120 286

Teams 66 30 9 10 10 9 60 80 15 12 30

Satis 25% 29% 15% 23%

Costs 50% 10% 30%

Product 2000% 25% 10% 678%

Quality 95% 44% 50% 50% 60%

Cycle 600% 600% 300% 50% 300% 370%

ROI 2500% 200% 1350%

Morale 43% 63% 10% 39%

SAFe Summary Lean-agile frameworks & tools emerging in droves Focus on scaling agility to enterprises & portfolios SAFe emerging as the clear international leader

42Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

SAFe is extremely well-defined in books and InternetSAFe has ample training, certification, consulting, etc.SAFe leads to increased productivity and qualitySAFe is scalable to teams of up to 1,000+ developersSAFe is preferred agile approach of Global 500 firmsSAFe is agile choice for public sector IT acquisitionsSAFe cases and performance data rapidly emerging

Agenda

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Agile Metrics Taxonomy Agile methods are based on traditional measures Story points, velocity, and burndown basic metrics Experts use Agile EVM, test, ROI & portfolio metrics

44Rico, D. F., Sayani, H. H., & Sone, S. (2009). The business value of agile software methods. Ft. Lauderdale, FL: J. Ross Publishing.

AGILE METRICS1. Agile CODE Metrics2. Agile PROJECT Metrics3. Agile TRACKING Metrics4. Agile TESTING Metrics5. Agile VALUE Metrics6. Agile HEALTH Metrics7. Agile PORTFOLIO Metrics

1. Agile CODE Metrics Code Size Code Complexity Object Oriented Code Coverage Code Defects Relational Design

2. Agile PROJECT Metrics Software Size Software Productivity Software Effort Software Quality Software Schedule Software Success

3. Agile TRACKING Metrics Story Points Sprint Burndown Release Burndown Velocity Feature Progress Agile Earned Value

4. Agile TESTING Metrics Test Coverage Test Automation Integration Builds Running Tested Features DevOps Automation Deployment Frequency

7. Agile PORTFOLIO Metrics Portfolio Kanban Epic Progress Portfolio Radar Release Train Radar Lean Portfolio Metrics Enterprise Scorecard

6. Agile HEALTH Metrics Teamwork Quality Collaboration Quality Agile Process Maturity Agile Adoption Rate Degree of Agility Product Flexibility

5. Agile VALUE Metrics Total Lifecycle Costs Total Lifecycle Benefits Benefit to Cost Ratio Return on Investment Net Present Value Real Options Analysis

45

Agile Performance MeasurementW

ork

(Sto

ry, P

oint

, Tas

k)or

Eff

ort

(Wee

k, D

ay, H

our)

Time Unit (Roadmap, Release, Iteration, Month, Week, Day, Hour, etc.)

Burndown

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Cumulative Flow

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Earned Value Management - EVMCPI

SPI

PPC

APC

Wor

k (S

tory

, Poi

nt, T

ask)

or E

ffor

t (W

eek,

Day

, Hou

r)


Earned Business Value - EBV

Agenda

46



Enables enterprises to be flexible but disciplined Allows enterprises to distribute project work teams Ensures distributed project teams are collaborating

47

Agile Tools“Across the Life Cycle”

Project Management

RequirementsDOORSRequisite ProSLATE

DesignRhapsodyTelelogic System ArchitectRational System Architect

CodingEclipseVisual StudioSun Studio

TestingJUnitNUnitXunitCPPUnit

GtestFitFitnesseSelenium

Quality AssuranceCheckStylePMDEMMAJdependCoberturaGcov

Configuration MgtSubversion (SVN)Concurrent Versions Sys.ClearCase

Build AutomationAntNAntMavenMake

Continuous Integ.Cruise ControlHudsonBuildBot

CollaborationWebExSkypeMeetMeWimba

WikiMediaWikiTracWikiPhpWiki

DocumentationNDocJavadocDoxygeniText

Version OneRallyScrum WorksVSTS

Agile TeamAgile EnterpriseScope ManagerStory Studio

XP Plan ItIterateXP TrackerAgilo

XP CGIXP WebXplannerIce Scrum

Project CardsTarget ProcessXtreme PlannerTeam System

CommunityEnterpriseMingleHansoft

Agenda

48



49

Numerous theories of agile leadership have emerged Many have to do with delegation and empowerment Leaders have major roles in visioning and enabling

AGILE- 2005 -

EMPLOYEE- 2009 -

RADICAL- 2010 -

LEAN- 2010 -

LEADERSHIP 3.0- 2011 -

Organic Teams

Guiding Vision

Transparency

Light Touch

Simple Rules

Improvement

Autonomy

Alignment

Transparency

Purpose

Mastery

Improvement

Self Org. Teams

Communication

Transparency

Iterative Value

Delight Clients

Improvement

Talented Teams

Alignment

Systems View

Reliability

Excellence

Improvement

Empowerment

Alignment

Motivation

Scaling

Competency

Improvement

Augustine, S. (2005). Managing agile projects. Upper Saddle River, NJ: Pearson Education.Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Penguin Books.Denning, S. (2010). The leader’s guide to radical management: Reinventing the workplace for the 21st century. San Francisco, CA: John Wiley & Sons.Poppendieck, M, & Poppendieck, T. (2010). Leading lean software development: Results are not the point. Boston, MA: Pearson Education.Appelo, J. (2011). Management 3.0: Leading agile developers and developing agile leaders. Boston, MA: Pearson Education.

Models of AGILE LEADERSHIP

TO SELL IS HUMAN

Reduce Your Power Take Their Perspective Use Strategic Mimicry

Use Interrogative Self-Talk Opt. Positivity Ratios Offer Explanatory Style

Find the Right Problem Find Your Frames Find an Easy Path

ATTUNEMENT

BUOYANCY

CLARITY

Heath, C., & Heath, D. (2010). Switch: How to change things when change is hard. New York, NY: Random House.Patterson, K., et al. (2008). Influencer: The power to change anything: New York, NY: McGraw-Hill.Pink, D. H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.Pink, D. H. (2012). To sell is human: The surprising truth about moving others. New York, NY: Riverhead Books.Heath, C., & Heath, D. (2013). Decisive: How to make better choices in life and work. New York, NY: Random House.

Change, no matter how small or large, is difficult Smaller focused changes help to cross the chasm Simplifying, motivating, and validation key factors

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SWITCH

Follow the bright spots Script the critical moves Point to the destination

Find the feeling Shrink the change Grow your people

Tweak the environment Build habits Rally the herd

DIRECT THE RIDER

MOTIVATE ELEPHANT

SHAPE PATH

INFLUENCER

Create new experiences Create new motives

Perfect complex skills Build emotional skills

Recruit public figures Recruit influential leaders

Utilize teamwork Power of social capital

Use incentives wisely Use punishment sparingly

Make it easy Make it unavoidable

MAKE IT DESIRABLE

SURPASS YOUR LIMITS

USE PEER PRESSURE

STRENGTH IN NUMBERS

DESIGN REWARDS

CHANGE ENVIRONMENT

DRIVE

PURPOSE

AUTONOMY

MASTERY

Purpose-profit equality Business& societal benefit Share control of profits Delegate implementation Culture & goal alignment Remake society-globe

Accountable to someone Self-select work tasks Self-directed work tasks Self-selected timelines Self-selected teams Self-selected implement.

Experiment & innovate Align tasks to abilities Continuously improve Learning over profits Create challenging tasks Set high expectations

DECISIVE

COMMON ERRORS Narrow framing Confirmation bias Short term emotion Over confidence

WIDEN OPTIONS Avoid a narrow frame Multi-track Find out who solved it

TEST ASSUMPTIONS Consider the opposite Zoom out & zoom in Ooch

ATTAIN DISTANCE Overcome emotion Gather & shift perspective Self-directed work tasks

PREPARE TO BE WRONG Bookend the future Set a tripwire Trust the process

Models of AGILE ORG. CHANGE

Rico, D. F. (2011). The necessity of new contract models for agile project management. Fairfax, VA: Gantthead.Com.Rico, D. F. (2013). Agile vs. traditional contract manifesto. Retrieved March 28, 2013 from http://www.davidfrico.com 51

Dynamic Value Performance Based Target Cost Optional Scope Collaborative

Business & Mission Value OVER Scope, Processes, & Deliverables

Personal Interactions OVER Contract, Auditor, & Legal Interactions

Conversations and Consensus OVER Contract Negotiations & Control

Collaboration & Co-Dependency OVER Methodology & Adversarialism

Exploration, Evolution, & Emergence OVER Forecasting & Control

Early Continuous Quality Solutions OVER Late, Long-Term Deliveries

Entrepreneurialism & Openness OVER Compliance & Self-Interest

Customer Satisfaction and Quality OVER Policies & Governance

Communication, cooperation, and interaction key Shared responsibility vs. blame and adversarialism Needs greater focus on collaboration vs. legal terms

Models of AGILE ACQUISITION MGT.

Agenda

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Conclusion One must think and act small to accomplish big things Slow down to speed up, speed up ‘til wheels come off Scaling up lowers productivity, quality, & business value

53Rico, D. F. (2014). Dave's Notes: For Scaling with SAFe, DaD, LeSS, RAGE, ScrumPLoP, Enterprise Scrum, etc. Retrieved March 28, 2014 from http://davidfrico.com

EMPOWER WORKFORCE - Allow workers to help establish enterprise business goals and objectives.

ALIGN BUSINESS VALUE - Align and focus agile teams on delivering business value to the enterprise.

PERFORM VISIONING - Frequently communicate portfolio, project, and team vision on continuous basis.

REDUCE SIZE - Reduce sizes of agile portfolios, acquisitions, products, programs, projects, and teams.

ACT SMALL - Get large agile teams to act, behave, collaborate, communicate, and perform like small ones.

BE SMALL - Get small projects to act, behave, and collaborate like small ones instead of trying to act larger.

ACT COLLOCATED - Get virtual distributed teams to act, behave, communicate and perform like collocated ones.

USE SMALL ACQUISITION BATCHES - Organize suppliers to rapidly deliver new capabilities and quickly reprioritize.

USE LEAN-AGILE CONTRACTS - Use collaborative contracts to share responsibility instead of adversarial legal ones.

USE ENTERPRISE AUTOMATION - Automate everything with Continuous Integration, Continuous Delivery, & DevOps.

Dave’s Professional Capabilities

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SoftwareQuality

Mgt.

TechnicalProject

Mgt.

SoftwareDevelopment

Methods

OrganizationChange

SystemsEngineering

CostEstimating

GovernmentContracting

GovernmentAcquisitions

LeanKanban

Big Data,Cloud, NoSQL

WorkflowAutomation

Metrics,Models, & SPC

SixSigma

BPR, IDEF0,& DoDAF

DoD 5000,TRA, & SRA

PSP, TSP, &Code Reviews

CMMI &ISO 9001

InnovationManagement

Statistics, CFA,EFA, & SEM

ResearchMethods

EvolutionaryDesign

Valuation — Cost-Benefit Analysis, B/CR, ROI, NPV, BEP, Real Options, etc.

Lean-Agile — Scrum, SAFe, Continuous Integration & Delivery, DevOps, etc.

STRENGTHS – Data Mining Gathering & Reporting Performance Data Strategic Planning Executive & Manage-ment Briefs Brownbags & Webinars White Papers Tiger-Teams Short-Fuse Tasking Audits & Reviews Etc.

● Action-oriented. Do first (talk about it later).● Data-mining/analysis. Collect facts (then report findings).● Simplification. Communicating complex ideas (in simple terms).● Git-r-done. Prefer short, high-priority tasks (vs. long bureaucratic projects).● Team player. Consensus-oriented collaboration (vs. top-down autocratic control).

PMP, CSEP,ACP, CSM,

& SAFE

32 YEARSIN IT

INDUSTRY

Books on ROI of SW Methods Guides to software methods for business leaders Communicates the business value of IT approaches Rosetta stones to unlocking ROI of software methods

http://davidfrico.com/agile-book.htm (Description) http://davidfrico.com/roi-book.htm (Description)

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