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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 2 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. 5 General Project Concerns 6 • 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 7 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 • • • • • 8 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 9 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 10 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 11 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” 12 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 13 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 15 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 16 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 17 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 18 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 19 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 21 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. 22 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” 23 Thank You!