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

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

3. 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. 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. 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. 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. 7 Software Project Failure Rates Based on Specific Criteria Customer satisfaction27% Ability to meet budget targets50% Ability to meet schedule targets55% Product quality28% Staff productivity32% * August 2005, Cutter Consortium http://www.cutter.com/press/050824.html

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

9. 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. 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. 11 Agile — Project Vision Drives the Features Constraints Estimates Requirements ScheduleCost ScheduleCost Features Plan Driven Value / Vision Driven The Plan creates cost/schedule estimates The Vision creates feature estimates WaterfallAgile

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

13. 13 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 Vision Release 1Release 2Release 3 Sprint 1Sprint 2Sprint 3Sprint 4 Task 1Task 2…Task n Who, What, How Long What’s left to do? Tabaka, Jean, Rally Software Development

14. 14 The Scrum Framework Vision

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

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

17. 17 The Scrum Framework 30 days 24 hours Backlog tasks expanded by team Product Backlog Prioritized Features desired by Customer 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 Sprint Backlog Features assigned to Sprint Estimated by team Vision

18. 18 The Scrum Framework 30 days 24 hours Backlog tasks expanded by team Potentially Shippable Product Increment Product Backlog Prioritized Features desired by Customer 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 Sprint Review Meeting Demo features to all Retrospective on the Sprint Sprint Backlog Features assigned to Sprint Estimated by team Vision

19. 19 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

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

21. 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. 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. 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!