Agile Governance BPUG-seminar 2014 Marijn Dessens€¦ · Agile Team Backlog Accepted Production...
Transcript of Agile Governance BPUG-seminar 2014 Marijn Dessens€¦ · Agile Team Backlog Accepted Production...
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AGILE GOVERNANCE TAYLOR MEETS SUTHERLAND
MARIJN DESSENS, SIG
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Agile is becoming ubiquitous
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* Source: 8th Annual “State of Agile” Survey, 2013. (3,501 respondents) 88%#
12%#
YES# NO#
Organiza1ons#prac1cing#Agile#
33%#48%#
57%#
2011# 2012# 2013#
Organiza2ons#with#at#least#5#Agile#teams#
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Organizations are challenged
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* Source: 8th Annual “State of Agile” Survey, 2013. (3,501 respondents)
Agile runs counter to traditional project governance.
23%$
24%$
28%$
30%$
30%$
Lack%of%predictability%
Lack%of%documenta4on%
Management%opposi4on%
Loss%of%management%control%
Lack%of%up8front%planning%
Top+5$Concerns$about$Agile$
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Governance of agile projects requires a profound managerial change
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Welcome changing requirements
Build projects around teams
Business and IT work together
Frequent face-to-face communication
Self-organizing, self-optimizing teams
Architecture and design emerge
Fix requirements early
Assign people to projects
IT works for the business
Documentation and reporting
Management control
Up-front design
Principles behind the Agile Manifesto, 2001
What certainties does the sponsor have?
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KPIs to give project sponsor confidence and sufficient control, while preserving agility
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Agile Team
Backlog Accepted Production
For team
Sprint Quality How many story points?
Any stories planned but missed?
Code Quality How good is new code?
Has existing code been improved?
For sponsor
Scope Churn How volatile are the
requirements?
Effort at Risk How much effort has not yet been
taken into production?
Value What value is expected? What value is delivered?
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1" 2" 3" 4" 5" 6" 7"
Perfectly Agile Example 1/3
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Expected Value slightly increases as low value requirements are swapped for higher ones.
Effort at Risk drops to near zero after each release.
Multiple moments at which items are added AND removed.
Delivered Value increases with every release.
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Agile only in name Example 2/3
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Effort at risk is constantly climbing as developed code is never moved into production.
Expected Value remains unadjusted (but never materializes).
Scope is never adjusted as initial requirements are never challenged.
1" 2" 3" 4" 5" 6" 7"
Delivered Value remains at zero.
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Strong optimism bias Example 3/3
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Effort at Risk often does not drop back to near zero.
Expected value decreases as scope shrinks.
Requirements are repeatedly dropped as realism sets in.
Delivered Value goes up, but a little less each time.
1" 2" 3" 4" 5" 6" 7"
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Lessons learned so far
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Agile measurement – Some KPIs are best kept within the team (e.g. Velocity) – Other KPIs give sponsor sufficient control and predictability (e.g. Scope Churn) – Backlog data quality is important
How to get started? – Multi-stakeholder measurement workshop (training and alignment) – Analysis of historical data (if applicable/possible) – Implement monitoring process (data collection and reporting)
How to improve? – Assessment of team work quality (research with Tilburg University) – Assessment of development best practices
Outlook – Ongoing research with Tilburg University and VU University … join!