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Delivering Enterprise Projects
Using Agile Methods
Brent Barton
[email protected]
May 23, 2006
Objectives
• Common Enterprise Project Features
• Review common PMBOK terms
• Introduce to Scrum and a bit of Agile
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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…
3
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
4
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. AddisonWesley information technology series. 2000, Boston, Mass.: Addison Wesley. xxiii, 659 p.
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General Project Concerns
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• 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
Software Project Failure Rates
Based on Specific Criteria
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Customer satisfaction
27%
Ability to meet budget targets
50%
Ability to meet schedule targets
55%
Product quality
28%
Staff productivity
32%
* August 2005, Cutter Consortium http://www.cutter.com/press/050824.html
PMBOK Process Control Groups
•
•
•
•
•
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Initiating
Planning
Executing
Monitoring and Controlling
Closing
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
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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
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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
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Schedule
Features
Moving to Agile Development
Agile Development
Waterfall
Iterative
Parallel
Acceptance
Test Driven
Product
Mgmt
Freeze &
Signoff
Control
Scope
Creep
Just-in-Time
Elaboration
Continuous
Definition
Define by
Acceptance
Project
Mgmt
Critical Path
through
Phases
Critical
Drop /
Milestones
1 - 4 Week
Time Boxes
Continuous
Flow
Automated
Flow
Highest
Priority to
Acceptance
DefineDevelopAccept by
Story
Test
DefinitionDevelopAccept by
Story
Continuous
Test by
Story
Automated &
Continuous
Test
Development
Team
All Features
in Parallel
Multiple
Drops to
QA
QA
Team
Last Phase
Only
“Test
What’s
Working”
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Iterative and
Incremental
Acceptance
Tests
Agile Multi-Level Project Planning
•
•
•
•
•
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
Task 1 Task 2
…
Task n
Who, What, How Long
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Tabaka, Jean, Rally Software Development
Who, What, How Long
What’s left
to do?
The Scrum Framework
Vision
14
The Scrum Framework
Vision
Product Backlog
Prioritized Features
desired by Customer
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The Scrum Framework
Sprint Planning Meeting
• Review Product Backlog
• Estimate Sprint Backlog
• Commit to 30 days
Backlog tasks
expanded
by team
Vision
Product Backlog
Prioritized Features
desired by Customer
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Sprint Backlog
Features assigned to Sprint
Estimated by team
The Scrum Framework
Daily Scrum Meeting
• Done since last meeting
• Plan for today
• Obstacles?
Sprint Planning Meeting
• Review Product Backlog
• Estimate Sprint Backlog
• Commit to 30 days
• Sprint Goal
24 hours
Backlog tasks
expanded
by team
Vision
Product Backlog
Prioritized Features
desired by Customer
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Sprint Backlog
Features assigned to Sprint
Estimated by team
30 days
The Scrum Framework
Daily Scrum Meeting
• Done since last meeting
• Plan for today
• Obstacles?
Sprint Planning Meeting
• Review Product Backlog
• Estimate Sprint Backlog
• Commit to 30 days
• Sprint Goal
24 hours
Backlog tasks
expanded
by team
30 days
Sprint Review Meeting
• Demo features to all
• Retrospective on the Sprint
Vision
Product Backlog
Prioritized Features
desired by Customer
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Sprint Backlog
Features assigned to Sprint
Estimated by team
Potentially Shippable
Product Increment
An Example
of Results Using Scrum
• 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
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Another Example
of Results Using Scrum
• Primavera Productivity
– Product backlog requirements completed per
$100,000 invested
– Months since Type B Scrum
3
12 24
implemented
Productivity
Quality
20
4.5
9.0
100+ 100
12.2
5
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
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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.
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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”
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Thank You!